RV Collage

Leadership and Change

Management

By: Daniel Melese (MA, LCM)

2017/2024
DM 2015
 Module Contents
Unit One: Nature & Concept of LS
Unit Two: Theories of Leadership
Unit Three: Understanding Change
Unit Four: Types of Change
Unit Five: CONFLICTS AND CONFLICT MANAGEMENT
 of
d e
Mo ery
l iv
De
 Presentation of concepts
 Questions, Exercises and Reflections
 Brainstorming
 Group discussions
 Group presentations
3
Module Assessments
 Attendance and Class activity 10%
 Individual Assignment 10%
 Group Assignment 10%
 Tests 30%
 Final exam 40%
 Total 100%
REFERENCES
 Blake, R.R., Mouton, J.S. (1985). The Managerial Grid III:
The Key to Leadership Excellence. Houston: Gulf Publishing
Co.
 Blanchard, K.H., Zigarmi, P., Zigarmi, D. (1985). Leadership
and the One Minute Manager: Increasing Effectiveness
through Situational Leadership. New York: Morrow.
 Bolman, L. Deal, T. (1991). Reframing Organizations. San
Francisco: Jossey-Bass.
 Fleishman, E.A. (1953). Personnel are people. Personnel
Psychology. 6(2), 205–222.
 Hersey, P., Blanchard, K. H. (1977). Management of
Organizational Behavior: Utilizing Human Resources. 3rd
Ed. New Jersey: Prentice Hall.
 Northouse, G. (2007). Leadership Theory and Practice. (3rd
ed.) Thousand Oaks, CA: Sage Publications, Inc.
 Stogdill, R. M. (1974). Handbook of Leadership: A Survey of
Theory and Research. New York: Free Press
 CHAPTER ONE

Nature & Concept Of LP

Content
1. Leadership definition
2. Leadership Vs Management
3. What makes effective Leader
4. Characteristics of Effective
Leadership & leader
Brainstorming Questions?

What is Leadership and who

is a leader?
What is Management ?
What is the similarity and
difference between
leadership and management ?

DM 2015
1.1. Leadership Definition
Definition:
 Different authors defines Leadership in different
ways.
 Leaderships the process of influencing,
motivates, guiding and leading people to achieve
vision.
 Leadership is inspiring others to follow your
vision or direction or dream.
 Leadership is defined as influencing others to
work diligently toward achieving their goals
 Leadership is shifting own vision to higher
sights, the raising of man’s performance to higher
standards, the building of man’s personality
beyond its normal limitations. (Peter Drucker)
What is leadership?

Leading people

Influencing people

Commanding people

Guiding people

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 Leadership is about saying… “how can I interact with
people to improve their performance, give them just
enough stretch to keep them motivated and help them
realise their potential”
 Leadership is influencing people’s behavior through
Communicating, Enabling others to act, Modeling the
way, Disciplining. Encouraging the heart and Motivating.
 Leadership can also be defined as speaking,
listening and acting in a way that mobilizes self and
others to take effective actions to realize vision and
dreams. (Friedman 2005).
 Leadership is a dynamic relationship based on mutual
influence and common purpose between leaders and
followers.
Leadership is the process of influencing
people and providing an environment for
them to achieve team or organizational
objectives
(McShane and Von
Glinow).
Leadership is a function of knowing
yourself, having a vision that is well
communicated, building trust among
colleagues, and taking effective action to
realize your own leadership potential.“
(Prof. Warren Bennis)
 Leadership is the process of
influencing people and providing an
environment for them to achieve
organizational objectives.
 Leadership is using our personal
power to win the hearts and minds of
people to achieve a common purpose.’
 Leadership is the ability to develop a
vision that motivates others to move
with a passion toward a common goal
 Leadership is a direct function of three
elements of interpersonal effectiveness,
Awareness, Ability and Commitment

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Dynamic leadership influences the
attitudes of the people being led.
 Leadership
◦ is the process of influencing people and
providing an environment for them to
achieve organizational objectives.
◦ is using our personal power to win the
hearts and minds of people to achieve a
common purpose.’
◦ is the ability to develop a vision that
motivates others to move with a passion
toward a common goal
Key terms in definition
◦ Inspiring, Motivate, Influencing,
Relationship, Common purpose,
Mutual influence, Willingness,
Followers
Who is a Leader?
 A leader is any person who:
• Infl uences individuals & groups
within an organization,
• Helps them in the establishment of
goals,
• Guides them toward achievement
of those goals thereby allowing
them to be eff ective.
 Leaders must be charismatic,
inspirational, respectful, and
stimulating when leading.
 A leader is some one who people
chose to follow, nothing more nothing
less.
 A leader influences others to do
things that they may not otherwise
do.
 Leaders are those people who
improve the lives of affiliated
individuals and organizations.
 Leaders inspire others to act by setting good
examples.
 Leaders strive to be the best they can be-not to
compete with others.
 Leaders motivate others through mutual trust.
 The leader must trust in his or her team-mates’
abilities and willingness to pursue a goal.
 At the same time, the team must trust in their
leader’s ability and willingness to provide
needed support.
 The leader always sets the trail for
others

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The death road in Bolivia

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1.2. Leadership Vs
Management
 People often uses the terms
“management” and “leadership”
interchangeably.
 In fact, their difference as day and night.
 Both are necessary, however, for a high-
performance organization.
 key distinction between management and
leadership is Leadership focus on people
and Management focus on things.
 Things include physical assets, processes,
and systems.
 People include customers, external
partners, and people throughout our team.
Management can be defined:
 It is the process of designing & maintaining an
environment which individuals work together.
 Management is the attainment of
organizational goals in an effective and efficient
manner through planning, organizing, staffing,
directing and controlling organizational
resources.
 Management is the process of managing
Organizational resources.
 These Organizational Resource are:

1. Men (Human beings),

2. Finance (Money),
3. Material (Machines and
Equipments). DM 2015
 Management is the process of realizing organizational
objectives through people and other resources.
 Management refers to the acts of getting people together
to accomplish desired goals and objectives.
 Management comprises planning, organizing, staffing,
leading or directing, and controlling an organization or
effort for the purpose of accomplishing a goal.
 Managers responsible for getting things done, usually
through other people.
 “Management is about coping with complexity.
 It brings order and consistency to an organization by
drawing up formal plans, designing rigid organizational
structures, and monitoring results against the plans. (John
Kotter's)
 Key Distinction
Leadership–
 Management–
 Soft skills  Hard skills
 Communications  Planning
 Motivation  Scheduling
 Stress
 Staffing
Management
 Activity Analysis
 Team Building
 Project Controls
 Change
Management
Leadersh
Leadership Management
ip
 People  Processes
 Feelings  Facts
 Emotional  Intellectual
 Heart  Head
 Persuasion power  Position power
 Commitment  Control
 Possibility thinking  Problem solving
 Proactive  Reactive
 Doing the right things  Doing things right
 Values  Rules
 Vision  Goals
 Verbal  Written
communications communications
 Innovation  Standardization
 Leader Management
1. Innovates 1. Administers
2. An Original 2. Copy

3. Develops 3. Maintains
4. Focuses on systems
4. Focuses on people
& structure
5. Inspires trust
5. Relies on control
6. Investigates It 6. Accepts Reality
7. Long-range 7. Has a short-range
perspective view
8. What and why 8. Asks how and when

9. Eye on the horizon 9. Eye always on the

bottom line
10. Does the right thing
10. Does things right
29
June 22, 2025 OSU 30
 Leadership Management
Leadership –Vs- Management……. Functions
functions
Creating Establishing direction: Vision Plans and budgets:
an agenda of the future, develop Decide action plans and
strategies for change to timetables, allocate
achieve goals resources
Developing Aligning people Organizing and staffing:
People Communicate Decide structure and
vision and strategy, allocate staff,
influence Develop policies,
creation of teams which procedures and monitoring
accept Validity of goals
Execution Motivating and inspiring: Controlling, problem
Energize people to overcome solving:
(Implement
obstacles, satisfy human needs Monitor results against
ation)
plan and take Corrective
action
Outcomes Produces positive and sometimes Produces order,
dramatic change consistency and
Predictability
 1.3. What makes effective
leadership
Effective leadership is the ability to
guide, inspire, and influence a group
of people toward achieving a common
goal or vision.
It involves a combination of qualities,
behaviors, and skills that foster trust,
motivation and collaboration within a
team or organization.
Effective leadership is marked by the
following Characteristics.
1. Clear vision and Communication
2. Empathy and Emotional Intelligence
3. Adaptability and Problem solving
4. Integrity and Accountability
5. Empowerment and Delegation
6. Inspiration and Motivation
7. Continuous learning and Growth
8. Decision Making and Strategic thinking
9. Resilience and Courage
1. Clear vision and communication

Vision: An effective leader has a

clear idea of what they want to
achieve and is able to articulate
this vision in way that resonates
with their team.
Communication: they
communicates goals,
expectations and feedback
clearly and regularly, ensuring
that every one is on the same
page.
2. Empathy and Emotional Intelligence

Understanding others: strong

leaders understand the needs,
concerns and emotions of their
team members, allowing them to
connect and build trust.
Emotional Regulation: They
manage their own emotion and
remain calm under pressure,
which helps create a stable work
environment.
3. Adaptability and Problem solving

Flexibility: Effective leader can

pivot when necessary,
responding to new challenges
and adjusting their strategies and
needs,
Critical thinking: They
approach problems analytically
and creativity to find practical
solution.
4. Integrity and Accountability

Honesty: strong leader

maintains integrity by being
truthful and transparent in their
actions.
Responsibility: They take
accountability for their own
mistakes and successes,
encouraging a culture of
ownership within the team.
5. Empowerment and
Delegation
Empowering others: Effective
leaders trust their team by giving
them the autonomy to complete
tasks and make decisions.
Delegation: they assign
responsibilities based on
individual strengths, maximizes
productivity and engagement.
6. Inspiration and Motivation

Leading by example: The

model the behavior they expect
from their team, demonstrating
dedication and strong work
ethics.
Motivation: They encourage
and inspire others to reach their
potential through recognition and
support.
7. Continuous Learning and
Growth
Self- Improvement: Great
leaders are life long learners who
seek feedback and make an
effort to grow personally and
professionally.
Mentoring: They help develop
their team by providing
opportunities for learning and
skill development.
8. Decision-Making and Strategic
thinking
Informed decisions: Effective
leaders weigh the available
information and consider
potential risks and benefits
before making decisions.
Strategic Planning: they think
long term and create actionable
plans to achieve goals efficiently.
9. Resilience and
Courage
Staying strong: Strong leaders
remain resilient during challenges
and setback.

Courage: They are willing to

take calculated risks and make
tough decision when necessary.
 1.4. Traits often Shared by Effective Leaders

1. Drive
 Successful leaders have high energy,
display initiative, and are tenacious.
2. Self-confidence
 Successful leaders trust themselves
and have confidence in their abilities.
3. Creativity
 Successful leaders are creative and
original in their thinking

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4. Cognitive ability
 Successful leaders have the intelligence
to integrate and interpret information.
5. Business knowledge
 Successful leaders know their industry
and its technical foundations.
6. Motivation
 Successful leaders enjoy influencing
others to achieve shared goals.
7. Flexibility
 Successful leaders adapt to fit the needs of
followers and demands of situations.
8. Honesty and integrity
 Successful leaders are trustworthy; they
are honest, predictable.
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June 22, 2025 OSU 45
Integrity Vs Hypocrisy

June 22, 2025 46

1.5. Factors of Leadership
There are four factors of
Leadership”
1. leader
2. Follower
3. Communication
4. Situation
June 22, 2025 OSU 48
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June 22, 2025 Hawassa University 50
Leadership and followers
Ifthere is a leader followers is
mandatory’
There are five types of
followers. These are:
1. Alienated followers
2. Passive followers (Sheep)
3. Conformist Followers (yes
people)
4. Pragmatic Followers
5. Effective Followers (Exemplary)
 Alienated followers
 Are critical and independent in thinking
but fulfill their role without enthusiasm
 Are often pessimistic /negative and
dissatisfied
 Distance themselves from the
organization and ownership of its mission
 May have experienced an obstacle or
setback within the organization and
given up
 Passive Followers (Sheep)
 Do not exhibit independent
thinking or active participation
 Limit their activity to what they are
told to do
 Are often the result of leaders who
are over-controlling of others and
who punish mistakes
Conformist Followers (yes people)

 Are sometimes called “yes” people

 Actively participate but do not use
critical thinking skills
 Typically carry out all duties without
question
 Participate willingly but do not
consider consequences
 Are concerned only with avoiding
conflict
Pragmatic Followers
 Have qualities of all follower styles –
depending on what fits with the current
situation
 Use whatever style best benefits their
own position and minimizes their own
risks
 Do not state their opinion on issues
affecting the organization
 Will not take a stand, so are difficult to
trust
 Effective Followers (Exemplary)

 Work toward competency, solutions, and a

positive impact
 Contribute with enthusiasm and support
leaders
 Do not avoid risk or conflict
 Have the courage to initiate change to serve
the best interests of the organization
 Are able to identify strengths/weaknesses in
themselves and the organization
 Effective followership is an excellent building
block to effective leadership
1.6. Characteristics of the Effective Leader

1. Push to create ideas

2. Give respect to individual
3. Communicate shared goals
4. Be willing to make strong decisions
5. Assume (accept) authority, responsibility and
accountability
6. Support team building
7. Remove “old way thinking
8. Learn how to listen
9. Adopt technology
10. Accept difference between (among) people
1. 7. Leadership and Related Concepts

1. Leadership and Power

2. Leadership, Authority and Responsibility

3. Leadership and Delegation

4. Leadership and Accountability

5. Leadership and Management

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 1.7.1. Leadership and Power

◦ It is important to note that Leadership

and Power are highly interrelated
◦ Power is the ability to organize human,
informational or material resources to
get something done (Chandan, 1997).
◦ It is the ability to influence others to
bring about desired outcomes.
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Power
The capability to get someone to do something;
The Potential to Influence.

Influence: Exercising that capability.

◦A transaction in which Person B is
induced by Person A to behave in a
certain way.

◦Influence is Power in Action.

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• Positional leaders influence
positional followers.
• Real leaders influence everyone.

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 Source of leadership Power
1. Position power: measures the amount of power
or authority the manager perceives; the
organization has given him or her for the purpose of
directing, rewarding, and punishing subordinates.
I. Legitimate power - the ability to influence through authority,
results from a person's position in the organization.

II. Coercive power – the ability to influence through punishment.

III. Reward power – derived from tangible benefits such as pay

raise, promotion …etc.

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2. Personal power:
I. Expert power – derived from unique
skill or expertise that a person has in
solving problems and performing
important tasks.

II. Referent power – associated with

personal charisma, respect, trust,
reputation of the leader.

III. Information Power- derived from

Personal Legitimate Power Positional
Power
Power

Referent Power Reward Power

Sources of
Power in
Leadership
Coercive
Expert Power
Power

Information
power
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 Consequences of Power
Sources Consequenc
of Power es of Power

Expert
Power
Commitment
Referent
Power

Legitimate
Power Compliance
Reward
Power
Coercive Resistance
Power

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 1.7.2. Power and Authority

Power - Ability to influence others to

bring about desired outcomes.
Authority- a status one has in a given
setting to influence activities
◦ Flows down the vertical hierarchy.

◦ Prescribed by the formal hierarchy.

◦ Vested in the position held.

• Influence- making others do something one need

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The Relationship Between Authority and
Power
 1.7.3. Leadership and
Delegation
 Delegation is authorizing subordinates to act in a certain
manner independently.
 It is a concept describing the passing of formal authority
to another person or passing authority downward to
subordinates.
 It helps to facilitate work being accomplished.
 Delegation is a two side relationship,
◦ i.e. the assigner and assignee.
 It is an act of trust; an expression of confidence; requires
necessary skills & strength, and requisite application and
dedication to duties.
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1.7.4. Leadership and Accountability

Reflection:
If you are a leader, then you need to
be subjected to accountability. Why?
But what is accountability in the first
place?

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 Accountability refers to the degree to which public officials
(elected as well as non-elected) are responsible for their
actions and become responsive for the public demand.
 Effective accountability has two components:
1. Answerability – having to provide information about one’s
actions – the requirement for public officials to respond
periodically to question concerning how they used
their authority, where the resources went, and what was
achieved with them (the result).
2. Consequences – having to suffer penalties from those
dissatisfied – there is a need for predictable and meaningful
consequences.

◦ Orientation to result is underlined.

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 1. 8. Leadership Qualities
1. Innovation
2. Respect for Others
3. Courteousness ( የትህትና ተግባር)
4. Sensitivity
 1. Innovation

 True leadership requires a willingness to be

bold, to consider unusual approaches to
problems, to do more than just follow tried-
and-true methods.
 Leaders are self-confident and have no need
to put others down to feel good about
themselves.
 They are willing to stand up for their ideas and
debate them with others.
2. Respect for Others
 Leadership requires the ability to get along
with others in a variety of situations.
 For example, if you are class president, you
won’t be able to accomplish much if you begin
 3. Courteousness ( የትህትና ተግባር)
 The workplace is still primarily a place
where people interact.
 The social skills we have been practicing
all our lives are important in business, too.
 Managers have to look at people’s faces
when they are talking, to avoid sarcastic
comments, and to control emotional
outbursts.
 Sarcasm and temper tantrums are not
acceptable in a social setting and even less
so in the workplace.
 4. Sensitivity
 Leader must also be sensitive to
the feelings and needs of others.
 These needs are not always
clearly expressed.
 Sometimes people do not even
know what they want or need.
 Talented leaders are able to
“read” the people around them
and adjust their own behavior
accordingly.
 1. 9. LEADERSHIP COMPETENCIES

 Competency Model is divided into

three main groups as the Pyramid of
Leadership.
Professional
Competencies

Leadership
Competencies

Core Competencies
 A. Core Competencies
 These are the personal skills required at all levels of
leadership.
 Essential competencies provide the foundation that a
person needs to become a leader.
 These are:
 Communicating
 Negotiating
 Teamwork
 Creative Problem Solving
 Interpersonal Skills
 Manage Client Relationships
 Self-Direction
 Flexibility
 Build appropriate relationships
 Professionalism
 Effective utilization of resource
 B. Leadership Competencies
Leadership Competencies form the
basic structure that separates leaders
from bosses.
These skills create the walls and
interiors of the pyramid.
 Leadership Abilities
 Visioning Process
 Create and Lead Teams
 Assess Situations Quickly and Accurately
 Foster Conflict Resolutions (win-win)
 Project Management
 Implement Employee Involvement Strategies
 Coach and Train Peers and Subordinates
 C. Professional Competencies
 These are the skills and knowledge
needed to direct the systems and
processes that a leader controls.
Adult Learning
Consulting
Instruction
 1.10. Leadership skills

1. Visioning and Strategic thinking

2. Practicing leadership all the time
3. Team building
4. Emotional intelligence
5. Action Learning
6. Introducing and dealing with change
resistance
7. Setting example
8. Coaching
9. Motivating and inspiring
10. Communication 79
 Visioning and Strategic Thinking

 Describes having clear sense of the future

A picture of future state for an organization
A mental image of a possible and desired future
that is realistic, credible and attractive.
 Has to be clear, possible and easy to
memorize
 Imaginable, desirable, flexible, communicable

80
Visionary Leaders:
 Inspires and motivates others toward a
common purpose or vision.
 Enhances communication, participation
and commitment
 Challenge the process: Be a pioneer,
encourage innovation and support people who
have ideas.
 Turns vision into results: Strategic pillars,

long and short term plans…

81
 Be enthusiastic: Inspire others through
personal enthusiasm to share a common vision.
 Help others to act: Be a team player and
support the efforts and talents of others.
 Set example: Provide a consistent role model
of how others can and should act.
 Celebrate achievements: Bring emotion into
the workplace and rally “hearts” as well as
“minds.
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2. Practicing leadership all the time

Start your day with intention

Be dedicated to a high level of
learning
Follow a regular exercise routine
Discover your strengths
Be an innovator by tapping into your
creativity
Start or join a Master Mind Group
Don not be a one trick pony
Develop the ability to fully express
yourself
3. Team Building

 A team is a group of people

who need to work together
closely to get a task done
well.
 Forming and Leading Teams

84
Leader is one among
all
 4. Emotional Intelligence (EI)
 Emotion refers to state of feeling that
conveys information about relationships;
 Intelligence stands for the capacity to reason
about information. The awareness of our own
moods and attitudes and those of others.
 Helps for managing ourselves well in our
relationships with others.
 It is the foundation for leadership and a corner
stone of team building

86
86
 The five Dimensions of EI

1. Self-awareness
2. Self Management
3. Self- Motivation
4. Social Awareness
5. Social Management

87
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 1. Self-Awareness
• Deep understanding of one’s
emotions, strengths and
weaknesses.
• Self awareness can be developed:
• Listen to your listening.

• Notice the origin of your story.

• Observe your automatic ways of being.

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 2. Self-Management
 Self control – The ability to
control disruptive emotions and
impulses.
 Trustworthiness– Maintaining
standards of honesty and integrity.
 Conscientiousness– Taking
responsibility for one’s action.
 Adaptability – Handling change.
 Innovativeness– Being
comfortable with novel ideas and
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 Self-Management
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90
 3. Self-Motivation
• Drive to achievement and
success.
• More productive.
• Show dedication.
• Outstanding performance.

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 4. Social Awareness
• Empathy-ability to recognize emotions in others.
• Do more than sense others’ emotions-care.
• Sensitive to change them when the impact is
negative.
• Appreciating and accepting differences between
people.
• Engender /producing trust.
• Ability to build teams.

92
92
 5. Social Management

• The ability to induce

desirable responses in
others.

93 93
 5. Action Learning
 It encourages both self-development and
organizational learning
 Action learning, by its very nature, is part
of work
 It provides unique opportunity for
individuals to gather feedback, work on
personal development and checkout
progress.
 It creates a good opportunity to spend
time with people you might otherwise not
meet face-to-face, and can stimulate
strong relationship and network.

94
 6. Handling Change Resistance

Refers to dealing with people who resist

the change or innovation
What is needed is a way of dealing with
resistant individuals so that they
respond positively to change
There is nothing good or bad, but
thinking makes it so.
Value based leadership is essential for
leaders to set good examples and
“walk the talk”
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 Effective change leadership is
based on five key aspects:
A. Creating understanding
B. Communicating the reason for change
C. Realeasing peoples’ potential
D. Setting a personal example
E. Self-pacing
 The behavior of the leader is essential for
successful change management and
requires:
 Moral courage
 Integrity
 An ability to really listen
 A readiness to admit mistakes
 Trust
 consistency 96
7. Setting Examples
 An important element in
leadership
 Leaders set a good example and
“walk the talk”.
 Is showing the way.
 Don not expect others to do
things right if you dont
 It is doing the right things and
knowing why
 Followers watchs leader and
learn to do what he does –
leaders are observed by others all
the time 97
 8. Coaching
 Coaching is providing information to another
that will help them develop an awareness of
what they actually do in order that they see
new possibilities for improvement.
A coach is someone who facilitates learning
and is committed to the development of
people through improving their performance.
 Coaching is fundamentally concerned with
learning and improving performance
98
 1.11. Good and Bad Leadership

 Good Leadership
 Good leadership requires treating employees with great
respect and care.
 Because the better respect and caring, the result
(outcome) it will be the better.
Characteristics of good (or great) leadership
1. Listening employees then addressing their complaints,
suggestions, concerns, and personal issues at work.
2. Coaching people when necessary to raise them to a
higher standard.
3. Trusting them to do the work.
4. Not giving orders but instead requesting them so that
everyone is fully involved in how the company will be
successful.
5. A good leader communicates the vision that was set by
all.
 ◦ Bad Leadership
 Bad leadership is characterized by attempting to
control employees through orders, policies, rules,
reports, bureaucracy, and changes all designed to
almost force employees to work and to create and
deliver what management considers being satisfactory
products and services.
The characteristics of bad leadership
1. To force employees through orders, policies, rules,
reports and bureaucracy to work the way management
believes it should be done.
2. Failed to listen complaints and suggestions.
3. Exhibiting the “Do as I say.
4. Providing inadequate support
5. Withholding or preservation information
6. Not equally treat employees
7. Being afraid to discipline and never disciplining anyone
 Group discussion
 Discuss situations in which autocratic,
bureaucratic, democratic, Laissez-faire and
charismatic leadership styles may/may not
be appropriate.
 Which leadership style do you practice?
Why?

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End of Chapter
one