In Beyond the Charismatic Leader: Leadership and Organizational Change, Nadler and Tushman (1995) introduce two types of leadership needed for effective organizational change (p. 108-113). The first type is charismatic leadership which is “needed to generate energy, create commitment, and direct individuals towards new objectives, values or aspirations (p. 113). The three components of a charismatic leader are envisioning, energizing, and enabling. The second type is instrumental leadership which is “required to ensure people really do act in a manner consistent with their new goals” (p. 113). The two components of an instrumental leader are structuring and controlling. Both of these leadership types have limitations; therefore,
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395-401). The authors believe that in order to move organizations into the future, the change effort “must involve an understanding of the outside forces that require business decisions for change” (p. 397) and the profound consequences for the organization caused by the business decisions; thereby changing the essence of the organization. The authors call this process a fundamental change. The first and most important step is an analysis of the present reality including current environmental demands, the organization’s ability to respond to the demands, and a clear vision of the organization after the change (p. 401). The vision guides the change, not present problems. Leaders must stop and look where they want to be, see how is different from the current reality, then make a plan to get there (p. 398). In A New Vision of Leadership, Darling (1995) notes the changing dynamics in corporate leadership. Employees today want a less rigid bureaucratic structure in their workplace where information flows freely. They want leaders who serve as mentors “who will encourage, guide, and support rather than bark orders (p. 474). I believe this notion has only become more and more relevant, especially with the Millennials entering the workforce. We want to be nurtured and have no issues finding it elsewhere if need …show more content…
The authors assert that “change is the work of leaders…[who]…actively seek ways to make things better – to grow, innovate, and improve” (p. 158-159). Great leaders make a commitment to search for opportunities by seizing the initiative and looking outward for innovative ways to improve. Leaders are proactive – always out in front of change that addresses the constant shifts in the environment. Driven by adventure and purpose, leaders ask questions, motivate others, seize the initiative, and make extraordinary things happen. Innovative ideas can come from anywhere; however, research shows that two out of the three significant ideas actually come from outside the organization (p. 172). This means developing outsight, the ability to perceive external things, is a critical skill for leaders. In fact, great leaders promote external and internal communication and look everywhere for breakthrough ideas. They are always listening and
395-401). The authors believe that in order to move organizations into the future, the change effort “must involve an understanding of the outside forces that require business decisions for change” (p. 397) and the profound consequences for the organization caused by the business decisions; thereby changing the essence of the organization. The authors call this process a fundamental change. The first and most important step is an analysis of the present reality including current environmental demands, the organization’s ability to respond to the demands, and a clear vision of the organization after the change (p. 401). The vision guides the change, not present problems. Leaders must stop and look where they want to be, see how is different from the current reality, then make a plan to get there (p. 398). In A New Vision of Leadership, Darling (1995) notes the changing dynamics in corporate leadership. Employees today want a less rigid bureaucratic structure in their workplace where information flows freely. They want leaders who serve as mentors “who will encourage, guide, and support rather than bark orders (p. 474). I believe this notion has only become more and more relevant, especially with the Millennials entering the workforce. We want to be nurtured and have no issues finding it elsewhere if need …show more content…
The authors assert that “change is the work of leaders…[who]…actively seek ways to make things better – to grow, innovate, and improve” (p. 158-159). Great leaders make a commitment to search for opportunities by seizing the initiative and looking outward for innovative ways to improve. Leaders are proactive – always out in front of change that addresses the constant shifts in the environment. Driven by adventure and purpose, leaders ask questions, motivate others, seize the initiative, and make extraordinary things happen. Innovative ideas can come from anywhere; however, research shows that two out of the three significant ideas actually come from outside the organization (p. 172). This means developing outsight, the ability to perceive external things, is a critical skill for leaders. In fact, great leaders promote external and internal communication and look everywhere for breakthrough ideas. They are always listening and