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Leading Transformational Change.Indd INCLUDING A SIX SESSION STUDY GUIDE FOR GROUP DISCUSSION LEADING TRANSFORMATIONAL CHANGE NEW THINKING LEADS TO NEW HORIZONS T O N Y K E Y S D.MIN: D.D: M.MIN: M.A.(Leadership): M.MGT: B.A.(Bib.Th). Leading Transformational Change - New Thinking Leads to New Horizons Copyright © 2004 Anthony Keys and The Trinity Institute of Leadership Inc., Brisbane, Australia. Visit us at www.trinitylead.com email us at [email protected] Published 2006 by CRS Publishing, Unit 9, 147 Marshalltown Rd, Grovedale, Victoria 3216, Australia. www.crsonline.com.au All rights reserved. No part of this book may be reproduced or transmitted on any form or by any means, electronic or mechanical, including photocopying, recording, or by any other information storage or retrieval system, without written permission from Anthony J Keys and The Trinity Institute of Leadership Inc., except for the inclusion of brief quotations in a review. Unless otherwise noted, Scripture quotations are from the NKJV Holy Bible. Concept development, editing, design and production by CRS Publishing. Cover Photography by Vannessa Smith Photography. Printed in Australia by CRS Publishing. National Library of Australia Cataloguing-in-Publication Keys, Tony (Anthony J.), 1951- Leading Transformational Change - New Thinking Leads to New Horizons Includes Index. ISBN 1-921161-04-3 1. Organizational change. 2. Leadership. I. Title. 658.406 Associated Reading: Strategic Leadership ISBN 1-921161-03-5 Growing Future Leaders ISBN 1-921161-02-7 ii content LEADING TRANSFORMATIONAL CHANGE New Thinking Leads to New Horizons Introduction 1 Chapter 1 - New Thinking Leads to New Horizons 5 A. What is Transformational Change? 5 B. New Horizons 8 Chapter 2 - Two Strategic Leadership Styles Necessary for Transformational Change 11 A. Transformational and Transactional Leadership 1. Transformational Strategic Leadership 11 2. Transactional Strategic Leadership 13 B. Integration of Transformational and Transactional Leadership Styles 15 Chapter 3 - The Transition of Change 21 Chapter 4 - The Ending Zone - The Journey Begins 27 A. Challenging The Present Organizational Culture 30 1. Strategic Thinkers 32 1.1 Strategic Thinkers can see the Obvious and are Focused 32 1.2 Strategic Thinkers Challenge Assumptions 34 1.3 Strategic Thinkers Focus On The Ultimate Outcome 35 iii GROWING FUTURE LEADERS Chapter 4 - (cont.) 2. Vision And Strategic Intent 37 2.1 Vision 38 2.2 Strategic Intent 41 B. Inspiring a Shared Long-term Strategic Vision 43 1. Strategic Planning 43 1.1 Astute Strategic Planners 44 1.2 Formulating Strategies 48 1.2.1 Scenario Building 49 1.2.2 Broad Reading 54 1.2.3 Determine Long-term Objectives and Priorities 54 1.2.4 Identify Core Competencies 54 1.2.5 Involve Others in Selecting Strategies 54 1.2.6 Assess Current Strengths and Weaknesses: Growth/Share Matrix and Swot Analysis 54 2. Creating Dynamic Guiding Coalitions 59 2.1. Organizations are Coalitions 61 2.1.1 Organizations are Complex Coalitions 62 2.1.2 Enduring Differences 63 2.1.3 Allocation of Resources and Skills 64 2.1.4 Power is an Important Resource 64 2.1.5 Setting-up of a Multiplicity of Organizational Goals and Objectives 65 2.2 The Art of Building a Successful Coalition 65 2.3 Networking and Coalition Building 71 2.4 Coalitions Break Group/think 75 2.5 Professional and Personal Attributes of a Good Coalition Leader 75 2.6 King David the Coalition Builder. 78 3. Achieving Small Wins 79 3.1 Start With The Do-able 80 3.2 Allow For Immediate Success 81 3.3 Sustain Commitment 81 Conclusion 82 iv Chapter 5 - The Moulding Zone 85 A. Fostering an Entrepreneurial Spirit 89 1. What is an Entrepreneurial Spirit? 89 2. Identifying the Issues of Tension 90 3. Finding Win-Win Actions 94 4. Innovation And Creativity 97 4.1 Innovators - The True Heroes Of Any Organization 99 4.1.1 Leading Innovative Organizations 100 4.1.2 Teamwork 101 4.1.3 Perseverance 101 4.2 What is Innovation? 103 4.3 Best Practice in Innovation Management and Development 105 4.3.1 Overcoming the Sisyphus Syndrome Mind-set 105 4.3.2 Strategic Role of Innovation 107 4.4 How Strategic Innovation Occurs 108 4.5 Five Ways to Kick-start Strategic Innovation 109 4.5.1 Redefine Our Organization And Services 109 4.5.2 Redefine Our Customer 110 4.5.3 Redefine Services 111 4.5.4 Redefine the Organization’s Leverage With Existing Core Skills 111 4.5.5 Starting the Thinking Process at Different Points 111 4.6 Interaction Builds Synergy 112 4.7 Importance of Challenge and Stretch - Calculated Risk-taking 113 4.8 Combining Innovation With Effectiveness 116 5. Value Of Mavericks 118 5.1 Opportunists 119 5.2 Generate Short-term Wins 119 5.3 Setting The Agenda For Change 120 5.4 Stepping-out On Your Strengths 120 5.5 Leading Mavericks 122 5.6 Don’t Expect Mavericks To Be Permanent Team Players 124 5.7 Provide Mavericks with an Environment that Stimulates their Creativity 129 v GROWING FUTURE LEADERS Chapter 5 - (cont.) 5.8 Give Mavericks Freedom with Boundaries 125 5.9 Reward Mavericks Differently 125 B. Maintaining Strategic Focus 126 1. Strategic Decision-making 126 1.1 Clarify Your Goals or Identify the Problem 130 1.2 Establish Priorities 130 1.3 Development of Possibilities 131 1.4 Evaluate and Select the Best Strategic Possibilities 132 1.5 Implement the Decision 132 1.5.1 Careful Planning 132 1.5.2 Evaluate the Safeguards 132 1.5.3 Communicate the Decision 133 1.6 Evaluate the Results of the Decision 133 1.7 Case Study 134 2. Mentoring And Coaching 137 2.1 Gain a Tangible Image of the Real World 138 2.2 Influence on the Next Generation 138 2.3 Defining Mentoring and Coaching 140 2.3.1 Mentoring 140 2.3.2 Coaching 141 3. Teams of Cohorts 142 3.1 Transformational Leadership 145 3.2 Transactional Leadership 146 Conclusion 147 Chapter 6 - The New Beginning Zone 149 A. Anchoring Organizational Cultural Change 149 B. The Importance of Consolidating Organizational Cultural Change 154 C. How to Consolidate Organizational Cultural Change 156 1. Recognition and Celebration of Short-term Achievements 157 2. Symbols 158 3. Rituals and Ceremonies 160 4. Specialized Language 162 vi C H A P T E R 1: ? Chapter 6 - (cont.) 5. Training 162 D. The Nehemiah Syndrome 163 E. The Marathon Effect 164 Conclusion 165 Chapter 7 - Final Thoughts 167 The Heart Of Transformational/Transactional Leadership is Creating Wealth for Others References 171 vii GROWING FUTURE LEADERS study guide LEADING TRANSFORMATIONAL CHANGE New Thinking Leads to New Horizons Introduction 183 Session 1 - The ‘2-T Model’ Leading Transformational Change & Transactional Leadership 185 Session 2 - The Ending Zone - The Journey Begins (Part 1) Challenging the Present Organisational Culture 193 Session 3 - The Ending Zone - The Journey Begins (Part 2) Creating Dynamic Guiding Coalitions 201 Session 4 - The Moulding Zone - (Part 1) Fostering an Entrepeneurial Spirit 207 Session 5 - The Moulding Zone - (Part 2) Maintaining Strategic Focus 215 Session 6 - The New Beginning Zone 221 viii intro Challenging the status quo of an organization with a dynamic transformational strategic vision and plan of transformational change, then leading that organization through the transformational change, is both an exhilarating and daunting experience for any leader and their leadership team. The Christian leader also faces two responsibilities in achieving their vision of transformational change as recorded in Joshua Chapter 1 Verse 6; Isaiah Chapter 40 Verse 11; and Hebrews Chapter 12 Versus 1 and 13 to 15 firstly, that all those who begin the journey of transformational change must also finish the journey and secondly, creating a lasting legacy for those who assisted in implementing the transformational change and futre generations to build upon. The purpose of this book is to better equip leaders for the demands of transformational leadership and to enable them to fulfill these two responsibilities and go beyond the horizon of their present thinking. This will be done in two stages. The purpose of this book is to better equip you for the demands of strategic leadership and to enable you to go beyond the horizon of your present thinking. This will be done in two stages. Firstly, it will be done by having you analyze and discuss the value of the implementation of the 2-T Model of Transformational Change. 1 GROWING FUTURE LEADERS The term ‘2-T’ refers to the two styles of leadership a leader must develop in order to lead an organization successfully through transformational change. They are theTransformational and Transactional leadership styles. The second stage will focus on helping you better understand the human response to change. The aim of this book is to assist you to • Identify and analyze the difference between transformational and transactional leadership theories and how to integrate these different styles of leadership to bring about transformational change. • Demonstrate an understanding of the three zones of the transition process of change. • Investigate the continuum of transformational and transactional leadership styles to enhance transformational change as stated in the 2-T Model of Transformational Change. • Analyze and identify the 2-Model of Transformational Change’s five leadership practices needed to sustain transformational change. • Evaluate the relationship of the 2-T Model of Transformation Change’s five leadership practices within the three zones of the transition of change. • Analyze the human response to the transition of change. In this book, we will look at the five strategic practices of leadership as well as the leadership styles of transformational and transactional leadership. You as a leader will then be able to take better advantage of turning points and opportunities that transitions of change present to you and your organization.
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