Leadership and change management

1. Leadership styles

Wilfred Drath

  • Leaders and followers no longer share the same goals
  • This is due to the new collaborative workplace methods: direction, alignment and commitment

Ann Cunliffe & Matthew Eriksen

  • Relational leadership theory
  • Leaders hold themselves in relation to others
  • Many voices and expanded viewpoints

Gary Hamel

  • More data than ever before can lead to ethical misuse
  • Ethical framework based on nationality and country

2. Change

Main resistances to change

  • Not necessary
  • Not feasible
  • Not cost-effective to the business
  • The change would come at a personal loss
  • Incompatible with the current business view

Change models

  • Kurt Lewin and John Kotter
  • Unfreeze -> change -> refreeze


  • Change is situational and external
  • Transition is physiological
  • People will always fear change

3. Application

Theory E (economic value) and theory O (organisational capacity)

  • Shareholder value (e)
  • Monetary incentives (e)
  • Job layoffs (e)
  • Building up the corporate culture (o)
  • Employee behaviour (o)

Strategy – How you want to do something and what you want to do. Good strategies point in the right direction, there’s a valid reason behind it and it is phased in periods.

Efficiency – reducing excess waste

Effectiveness – Adding value from a process

Effectiveness is not the most important thing for the private sector. Though companies seek efficiency to gain an advantage. There is a race to the bottom every time there is a price war.

The art of war:

  • Purpose – What we are trying to achieve
  • Landscape – Environment description
  • Climate – Acting on the landscape
  • Doctrine – Universal principle, do you have a standard process and universal principles?
  • Leadership – Specific design making, can the organisation make the right decisions and act?

You can create Wardly maps to describe the landscape and the movement, understand the climate and describe the user’s need.