5 Models for Leading Change | Leading Project Teams

Follow the Leader

Large scale sustainable change needs strong – emotionally intelligent – leadership to succeed. In this post I introduce five models for leading change. No single model is right. However, they all have something valuable on offer and can help us to navigate our way through complex organisational situations or circumstances.

The models give us a lens through which we can see our personal situation in a new light. They help us to develop our mental map of the world – whether that concerns a situation, project team or organisation – and create options for dealing with those difficult circumstances we inevitably encounter in our daily lives. Common themes from each model are:

• Self-awareness
• Self-management
• Social awareness
• Relationship management

These attributes are found in well-rounded and effective change leaders; those who are aware of their emotional make-up, are sensitive and inspiring to others, and can deal with day-to-day problems without getting distracted from the change they are introducing. But remember this: they are the map not the territory. Therefore use them with care and use them to help interpret a particular leadership challenge or situation.

The five models:

1. Leadership that Gets Results AKA Daniel Goleman‘s Golf Clubs (Goleman)
2. Situational Leadership (Hershey and Blanchard)
3. Framework for Leadership (Fullan)
4. Agreement and Certainty Matrix (Stacey)
5. Transformational Leadership (Alimo-Metcalfe)

Leadership that Gets Result

Daniel Goleman popularised Emotional Intelligence and used insights from his work in this area to identify six styles of leadership.

Goleman imagines these styles as a set of golf clubs which scratch players – players who can on average complete a round of golf with a score of par – know instinctively when to use at the right time to get the best result.

Situational Leadership

Situational Leadership

Hershey and Blanchard observed that leadership consists of two types of behaviour:

• Directive – clearly telling people what, how, when and where to work and closely monitoring performance
• Supportive – listening to people, providing support and encouragement, and engaging them in problem solving and decisions

The four leadership styles depicted in the model combines these behaviours with high and low scores to give leaders choices for dealing with different situations – and to identify personal preferences.

Framework for Leadership

Framework for Leadership

Michael Fullan developed this model after observing change in education and business. It consists of three personality characteristics – energy, enthusiasm, and hope – plus five core components of leadership:

• Moral purpose – making a positive difference
• Understanding change – dealing with resistance; transforming organisational culture
• Relationship building – improving relationships yields improved results
• Knowledge creation and sharing – embodying the learning organisation
• Coherence making – balancing creativity with common sense

Fullan argues that real change is messy and the presence of the five themes plus commitment results in more success.

Agreement and Certainty Matrix

Dealing with Complexity

Ralph Stacey argues that many leadership models are characterised by stability and predictability; that is, rational decision-making is the norm. In contrast, this model assumes that most modern businesses operate in a fast-paced world where a different set of skills and alternative processes are needed. In this context a higher level of interaction with those involved in implementing change and those affected by change is necessary.

Transformational Leadership

Transactional leadership or management is concerned with the day-to-day operations of business. In contrast, transformational leadership – first introduced by James MacGregor Burns and extended by Bernard Bass – is about visionary leadership that has a positive unifying effect on people (also see my posts on Kotter 8-step model of change.)

Beverley Alimo-Metcalfe identified a number of factors that differentiate transformational leaders from transactional leaders. How do you score?

Using Leadership Models

The art of leadership is in having a number of approaches to a situation and knowing when to use the right one. These models can help us become much more rounded and effective leaders. I find that reflecting on each model and thinking about what they have to offer helps me make more conscious choices when faced with difficult situations.

For instance, Hershey’s and Blanchard’s model may be used to identify a preferred style – your own or that of the organisation – and the implications of this. Goleman’s model leads us to think about the benefits of changing our approach. Whereas Fullan highlights areas that are missing. And Alimo-Metcalfe inspires us to be transformational leaders.

What do you think? Do they have something to offer you or your organisation? If you have anything to add please post a comment.

Images: idlphoto/ Flickr, Martin Webster.

Related articles

• Leadership Thought #217 – Be Yourself But Be Smart About It (edrobinson.wordpress.com)
• Leader, Leadership and Leadership Styles (wisewolftalking.com)
• Leading Change: What About the Coaching Skills of Senior Leaders? (leadershipwatch-aadboot.com)