Leadership and Change

Week 4:Day 2
Module Leader: Dr. Charles Nzeh
Deputy Module Leader: Shashidhar Madamsetty
 Classroom Rules
Be on time and be
Keep your mobile
always prepared Ask only relevant
phone switched
for your class. questions during
off or in a silent
Bring your laptop teaching time
mode
in class

Be polite and
Do not interfere respectful of the
with the teaching teacher, yourself, Always do your
and learning of your classmates best
your colleagues and your
institution
Introduction to Careers, Employability and
Entrepreneurship Support
Here at GBS, we want to help you achieve more than just a qualification. We want you to gain the skills, experiences, and understanding
to thrive in today’s competitive job market.

From landing your dream job, to finding the right work experience, or even setting up and growing your own business — our
experienced and dedicated Careers and Employability team will help you propel your career forwards.

Careers and Placement Hub

The GBS Careers and Placement Hub is your online digital one stop shop where you will find all the resources you need to kick start your
career in one place.

If you are looking for a new job opportunity, CV resources, IT courses, Career E-learning tools or advice on self-employment and
entrepreneurship you can find this and much more on the hub.

Your digital careers hub is available 24 hours a day, 7 days a week.

Login using your GBS details at: https://globalbanking.careercentre.me/welcome/gbs

Sector specific skills
Your industry sector requires you to develop specific skills, here are the top listed
A customer Versatile and
skills needed for your
Verbal
industry
Flexible and Ability to use Problem Commitment to
focused enjoy working as communication Organisation
open to change your initiative solving the industry
approach part of a team skills

Sources – National careers service, Targetjobs, thebalancecareers.com

 Career Support and Appointment
Our Advisers are here to support you at every stage of your career
planning. You can book an appointment with them via the Careers and
Placement Hub or by popping into the Careers Office on campus. In the
Careers Appointments, Advisers will help you with any career questions you
may have.

This is your appointment. You set the agenda, the pace, and are totally in
control. You will also be doing most of the talking. Careers Advisers are
here to facilitate your career choice and development, rather than lead it.

GBS provides a wide range of careers

service which supports you in:
Getting a better job A Careers Adviser may challenge your statements, will try to make the
Learning Material picture clearer for you and help you to plan your next steps. You may not
Online Hub to provide 24 7 support leave with all the answers – but you should be closer to finding them.
Securing Skills to increase your
employability
Starting and Growing a business
Alumni Network With the support of the Careers and Employability Service, GBS graduates
Login using your GBS details at: go on to pursue successful and rewarding careers. We are proud of all our
alumni, and this page is dedicated to highlighting students’ success stories,
https://globalbanking.careercentre.me/welcome/gbs both of their time at GBS and their experiences after graduation.
 Where to find us?
1. Go to https://globalbanking.careercentre.me/
2. Email [email protected]
3. Come and find and ask for us on campus:
• Manchester: Customer Service Desk
• Leeds: First Floor Customer Service Desk / Careers Room
• Greenford: Room 208
• Birmingham Norfolk: Room 108
• Birmingham Fazeley: Student Services
• Bow: Room G18
• Republic: Customer Service Desk
• Gedu: Room 004
Employability Award
The Employability Award is an employability achievement award supporting your career and personal
development by formally recognising the extra-curricular activities you complete during your time at GBS. You can
join it at any time. It is designed to help you gain experience and develop key skills that employers want you to
have. Find out more about yourself, explore different options and get job-ready by completing the Award.

This award is the perfect way to complement your studies. It will help you to focus on developing the skills you
need to stand out in the employer selection process for internships, placements and graduate-level jobs. You will
have the chance to enjoy new experiences, reflect on your personal development and add to your CV. Upon
completion of each award, you will receive a certificate to reflect your extra-curricular achievements.

Login and start the awards today: https://globalbanking.careercentre.me/welcome/gbs

 You demonstrate dedication and persistence in pursuing
GBS Graduate Committed to succeed your academic, personal and professional goals and
objectives.
Achievements
You demonstrate the skills, attitudes and behaviours
Effective team member necessary to inspire, guide and lead others towards an
identified goal.
• Throughout your course,
your workplace and your You demonstrate the skills, attitudes and behaviours
Confident Leader necessary to inspire, guide and lead others towards an
interactions with others, identified goal.
you will be gaining
employability skills and You demonstrate a professional mindset and readiness to
Professionally Oriented apply your knowledge, skills and competencies in a
attributes. workplace and study context.

You demonstrate an innovative and proactive approach to

• At GBS we have badged Enterprising mindset identifying new opportunities, adding value and solving
problems in a variety of contexts.
these, so you will see these
badges when you learn You demonstrate global and social awareness through the
Globally and socially ability to look beyond yourself and your own cultural
these skills, to help you aware perspective and by being committed to making a positive
reflect on the difference.
development and You demonstrate competence in a range of digital
acquisition of these skills. Digitally competent technologies and can apply these skills effectively, safely
and responsibly in a variety of contexts.
1. Review different leadership theories and understand the impact of
leadership on followers, organisations and performance.

2. Demonstrate a conceptual understanding of different change management

theories, strategies and techniques.

3. Appreciate and discuss the strategic and operational importance of change

in organisations.

4. Analyse the role of the leader in enhancing organisational success through

organisational change.
 Random VIVA Process

•GBS has a Random VIVA Process as part of their quality assurance mechanisms
to ensure academic integrity of all student assessments
•Please do not be worried at being chosen as you will not lose your place on the
course in regards to this
•The Random VIVA meeting is not a disciplinary meeting
•A VIVA is a discussion with the lecturer regarding your submitted assignment
•The students will be chosen AT RANDOM by the Associate Dean of Assessment
•Your selected cohort for the module will have 10% of students randomly
selected to have a VIVA across all submissions
• Summative Submission
• Late Submission
• Resubmission 1
• Resubmission 2

10
 continued

•You will be informed via Email if you have been selected

for a VIVA
•The VIVA will take between 15-30 minutes
•If you are selected, you have to attend the meeting
•If you cannot attend the meeting you can reschedule
once but it has to be within the same week
•If you do not attend the VIVA your assessment will
receive a mark of 0 (Fail)
•The flowchart of the process is here:
Random VIVA Process Flowchart.docx
11
 Questions

•VIVA questions are intended to discuss the following

• How did you undertake the research and reading for the assessment?

• How did you complete the preparatory work?

• Are you able to clearly articulate the work you have submitted?

• Can you answer questions put to you about the work you have submitted?

• Can you answer questions concerning how you sourced the references listed in the module reference
list

•Please prepare yourself for the VIVA ahead of the meeting to make this as easy as
possible for you.

12
 Outcome of the meeting
•You will receive a copy of the report after the meeting.
•The report will have one of the 4 outcomes below:

Outcome Description
VIVA Outcome 1 – • The VIVA lecturer is satisfied that the work is yours.
Authorship • Your lecturer will be informed to mark the assignment as normal
confirmed
• A recommendation will be made for you to attend a session on
which you have to improve your academic skills
VIVA Outcome 2 – • Your lecturer will be informed to mark the assignment as normal
Poor Scholarship

• The assignment is automatically deemed as Academic

Outcome 3 –
Misconduct
Student did not
• The Module will be failed
attend the Meeting

• The AMC Campus lead will send a Academic Misconduct Report

Outcome –
• The AMC Campus Lead will mark the assignment as a zero
Academic
Misconduct
13
 Week 4 Overview
In Week 4,The teachings and activities will focus on understanding key contemporary leadership
issues such as effective communication, cultural resistance, and navigating uncertainty will be
analyzed to provide a deeper understanding of the challenges leaders face during change initiatives.

Additionally, the session will evaluate the influence of different leadership styles on the success of
change initiatives. By examining styles like Transformational, Transactional, and Servant Leadership,
students will assess how each approach can either drive or hinder successful change, with practical
examples to illustrate these concepts

Learning these will help you achieve Learning Outcome 4 which is then used to answer assessment 1
(Essay), linked to module aims 4.
1. Review different leadership theories and understand the impact of
leadership on followers, organisations and performance.

2. Demonstrate a conceptual understanding of different change management

theories, strategies and techniques.

3. Appreciate and discuss the strategic and operational importance of change

in organisations.

4. Analyse the role of the leader in enhancing organisational success through

organisational change.
 Week 4 – Learning outcomes
By the end of this session students will be able to:

Understand key change management theories and their relevance to

leadership.
 Analyse contemporary leadership issues in change management.
 Evaluate how different leadership styles influence the success of change
initiatives.
 Demonstrate appropriate academic writing skills, referencing and good
academic practice.
Week 4 Day 1 Summarised
Week 4: Day 2 - Role of Leaders in Enhancing Organizational

Success:

"Steps for Effective Change Implementation"

 Analyse the role of leadership in

organizational success.
 Understand the steps involved in
change implementation.
 Integrate leadership practices with
change strategies.
The Role of Leaders in Change

Engaging and
Leadership as
motivating
a catalyst for
teams during
change.
transitions.

Vision setting
and strategic
direction.
 Steps of Effective Change Implementation

Step 1: Establishing a Step 2: Building a Step 3: Communicating Step 4: Empowering

Vision and Strategy Coalition and Engaging the Change Action and Removing
Stakeholders Barriers

Step 5: Generating Step 6: Consolidating Step 7: Anchoring

Short-Term Wins Gains and Building on Change in the
Change Corporate Culture
Establishing a Vision and Strategy

Importance of a clear, compelling vision.

• Provides direction and purpose.
• Aligns all efforts toward a common
goal.
Developing a strategic plan that aligns with
the vision.
• Strategic goals that support the vision.
• Clear, actionable steps for achieving the change.
Example: Vision-driven change in a
hospitality company.
Building a Coalition and Engaging Stakeholders

 Identifying Key Stakeholders and

Influencers:
• Who are the key stakeholders impacted by the
change?
• What roles do they play in supporting or resisting
the change?
 Building a Coalition of Supporters:
• Leadership team and change champions.
• Engaging middle management and frontline
employees.
Example: Stakeholder engagement in a large-
scale restructuring.
Communicating the Change
 Crafting Key Messages:
• Clear, concise, and consistent messaging.
• Addressing the 'Why,' 'What,' and 'How' of the
change.
 Choosing the Right Communication Channels:
• Tailoring channels to different audiences (e.g.,
emails, meetings, intranet).
• Ensuring two-way communication for feedback
and engagement.
Example: Communication plan for a global
rebranding initiative.
Empowering Action and Removing Barriers

 Empowering Employees to Take Action:

 Providing the tools, resources, and authority
needed to implement the change.
 Encouraging innovation and problem-solving
at all levels.
 Identifying and Removing Obstacles:
 Recognizing barriers to change (e.g., outdated
processes, resistance).
 Taking proactive steps to address and
eliminate these barriers.
 Example: Empowering teams during a technology
rollout.
 Generating Short-Term Wins
 Importance of Early Successes:
 Builds momentum and credibility for the change.
 Reinforces commitment and confidence among
employees.
 Recognizing and Celebrating Short-Term Wins:
 Identify quick wins that can be achieved early in
the process.
 Celebrate successes to maintain morale and
motivation.
 Example: Achieving quick wins in a new product
launch.
Consolidating Gains and Building on Change
 Building on Early Successes:
 Use short-term wins to drive deeper change.
 Expand initiatives to ensure long-term
success.
 Avoiding Complacency After Initial Victories:
 Recognize that early successes are just the
beginning.
 Keep the momentum going by setting new
goals and challenges.
 Example: Expanding change initiatives after
successful pilot programs.
 Anchoring Change in the Corporate Culture
 Embedding New Behaviours in the Culture:
 Ensure that new practices and behaviours become the norm.
 Reinforce the change through policies, procedures, and
values.
 Role of Leadership in Sustaining Change:
 Consistent messaging and reinforcement from leaders.
 Aligning rewards, recognition, and incentives with the new
culture.
 Example: Embedding a customer-centric culture in a service-
oriented company.
Activity 1: Mapping Leadership Actions to Change Steps
 Group Activity: Map specific leadership actions to each
step of the change implementation process.
 Deliverables: Create a flowchart or mind map to
visualize the leadership actions.
 Discussion: Present your map and discuss the rationale
behind your choices.
Leading Change in Uncertain Environments
 Challenges of Leading Change in Uncertain or
Volatile Environments:
o Rapid shifts in external conditions (e.g., economic
downturns, pandemics).
o Increased risk and unpredictability.
 Adaptive Leadership and Strategic Flexibility:
o Responding quickly to new information and
changing conditions.
o Balancing short-term needs with long-term goals.
 Example: Leadership during economic downturns or
industry disruptions.
Leadership Challenges in Change Management
 Common Challenges Leaders Face During Change:
o Balancing short-term pressures with long-term goals.
o Overcoming resistance and building trust.
o Managing resource constraints and competing priorities.
 Strategies for Overcoming These Challenges:
o Prioritizing and sequencing change initiatives.
o Building a coalition of support and fostering collaboration.
o Using data and feedback to guide decision-making.
 Example: Addressing resource constraints during a major
restructuring.
Activity 2: Case Study: Leadership in a Crisis

Real-World Example of Leadership During a Crisis-

Induced Change( Pick your company)
• Analysis: Leadership decisions, outcomes, and key
lessons learned.
Discussion: What can we learn from this case about
leading in times of crisis?
 Best Practices for Leading Change
 Summary of Best Practices for Leading Successful Change:
• Focus on clear communication, engagement, and follow-
through.
• Align leadership actions with the organization’s goals and
values.
• Use data and feedback to continuously improve the change
process.
 Tools and Resources for Continuous Improvement:
• Change management frameworks and models.
• Leadership development programs and training.
• Technology and data analytics for monitoring progress.
 Any Questions

 Recap of the Role of Leaders in

Enhancing Organizational Success:
o Importance of vision,
communication, and adaptability.
o Integration of leadership practices
with change management
strategies.
 Open Floor for Questions and Final
Discussion.
 References
Beggan, J.K., Allison, S.T. and Goethals, G.R., 2023. The Hazards of Great Leadership: Detrimental Consequences of Leader Exceptionalism.
Cambridge University Press.
Cameron, E. and Green, M. (2020) Making sense of change management: a complete guide to the models, tools, and techniques of organizational change. 5thed. London:
Kogan Page Ltd.
Hayes, J. (2018) The Theory and Practice of Change Management. 5th edn. London: Palgrave.
Henkel, T., Marion, J. and Bourdeau, D., 2019. PROJECT MANAGER LEADERSHIP BEHAVIOR: TASK-ORIENTED VERSUS RELATIONSHIP-ORIENTED. Journal of leadership
education, 18(2), pp.1-14.
Hodges, J. (2021) Managing and Leading People through Organizational Change: The Theory and Practice of Sustaining Change through People. 2nd edn. London: Kogan
Page.
James, W., 2020. Great men, great thoughts, and the environment. In Shaping Entrepreneurship Research (pp. 131-149). Routledge.
Khan, H., Rehmat, M., Butt, T.H., Farooqi, S. and Asim, J., 2020. Impact of transformational leadership on work performance, burnout and social loafing: a mediation model.
Future Business Journal, 6(1), p.40.
Kotter, J.P. (1996) Leading Change Harvard Business School Press, Boston.
Kotter, J.P. (2012) Leading change. Harvard Business Review Press.
Miller, D. (2016) Enterprise change management: how to prepare your organization for continuous change. 1st edition. Edited by A. Proctor. Kogan Page.
Northouse, P. G. (2024) Introduction to Leadership: Concepts and Practice. 6th edn. London: Sage
Northouse, P.G. (2018) Leadership: Theory and Practice, Sage Publications
Pendleton, D. and Furnham, A. (2012) Leadership: All You Need to Know. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan.
Richards, A., 2020. Exploring the benefits and limitations of transactional leadership in healthcare. Nursing Standard, 35(12), pp.46-50.
Sherwood, A.L. and DePaolo, C.A., 2005. Task and relationship-oriented trust in leaders. Journal of Leadership & Organizational Studies, 12(2), pp.65-81.
Susanto, P.C., Agusinta, L., Setyawati, A. and Panjaitan, A.R.P., 2023. Determinant Organization Commitment and Development Organization: Analysis Servant Leadership,
Transformational Leadership, Transactional Leadership. Formosa Journal of Multidisciplinary Research, 2(3), pp.541-558.