cameron and green making-sense-of-change-management

STOP AND THINK!Q 4.5Leading changeUse Mary Beth O’Neill’s four roles to analyse a change process inyour organization. Who performed which role? How well were theroles performed? What contribution did the performance of theseroles make to the level of success of the changes?LEADERSHIP STYLES AND SKILLSMuch has been written about leadership skills and leadership style. Wehave chosen the work of Goleman because we find it illuminating anduseful when working with leaders at any stage in a change process. Hiswork on leadership styles identifies a set of six styles for the leader tochoose from in any situation and at any point in a change process.Leaders we have worked with find this very useful (see boxed examples).This set of six styles is underpinned by Goleman’s work on emotionalintelligence, which sets out the underlying competencies associated withsuccessful leadership. This acts as a convenient checklist for thoseassessing their skills.Goleman: leadership that gets resultsIn his quest to discover the links between emotionalintelligence and business results, Daniel Goleman (2000)developed a set of six distinct leadership styles throughstudying the performance of over 3,800 executivesworldwide. These six leadership styles, arising fromvarious different components of emotional intelligence,are used interchangeably by the best leaders. Heencourages leaders to view the styles as six golf clubs,with each one being used in a different situation.Goleman also found that each style taken individuallyhas a unique effect on organizational climate over time,some positive and some negative. This in turn has amajor influence on business results.159