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

The underpinning theoryever-escalating forces for flux. As organizations shrink through waves of downsizing,those people who remain are more accountable – and more visible.Whereas a bully, or a hypersensitive manager, might have gone unnoticeddeep in many organizations 10 years ago, he or she is much more visible now.STOP AND THINK!Q 4.6Draw a pie chart that represents your own use of Goleman’s sixleadership styles. Are you using them in the right proportion? Ifnot, what do you plan to do differently and why? Try this exerciseagain, but this time use the framework to help someone else tofocus on his or her leadership style. Write up the conversation,indicating what insights the exercise provoked.DIFFERENT LEADERSHIP FOR DIFFERENT PHASESOF CHANGEIn this section we examine the different phases of the change process, toidentify the need for a leader to perform different skills or activitiesduring each phase. We do this by using three different but complimentarymodels of the change process.Cameron and Green: inner and outer leadershipIn our own experience of working with leaders on change processes, it isimportant to establish phases of change so that plans can be made andachievements recognized. This phasing also enables a leader to see theneed for flexibility in leadership style, as the change moves from one phaseinto another phase. We have identified both the outer leadership and innerleadership requirements of a leader of change for each phase. See Table 4.6.Kotter: the importance of getting the early steps rightKotter’s eight steps to transforming your organization (see Chapter 3)form a comprehensive guide to tackling the process of change. Kottersays that good leaders must get all eight steps right. However, he predictsthat the process will be a great deal easier if groundwork is done well.166