THE ART OF MANAGING LEADERSHIP IN CHANGING ENVIRONMENT

THE ART OF MANAGING LEADERSHIP IN				she first found them". (Barbara Kellerman)
CHANGING ENVIRONMENT				Barbara Kellerman analyzes Toxic/bad leadership
ABSTRACT				into seven different types:
Leadership is the ability to inspire confidence and				(1)Incompetent (2) Rigid (3) Intemperate (4)
support among the people who are needed to				Callous (5) Corrupt (6) Insular (7) Evil.
achieve organization goals. It is the process of				Toxic leadership can effect organization in change
providing the direction and inspiration necessary to				implementation by following way:
create or sustain an organization.				1. Lack of definition of vision, strategy and
The 21st century has already spawned a sizable				business plan.
volcano of daunting new challenges to leadership.				2. Inappropriate execution of the vision, plan
Deregulation, digitization, ecosystems, strategy life				strategy and business plan.
cycles, and competition at present, represents				3. Lack of team building skills and business ethics.
change have permanent rhythm for every				4. Lack of sponsoring, supporting, measuring
business firm. This change process gives a role of				results.
decision making initiative for the leaders such as:				5. Destruction of organizational culture, values and
1) Broadening the scope of employee				employees trust and confidence.
freedom by managing less, without sacrificing
focus, discipline, and order.				Understanding the change process
2) Creating an organization where the				Understanding the change process helps the
spirit of shared values and community dominate,				leader of present and future generation to
not programs and policies.				develop the suitable technique to solve problems
3) Providing for a mission that justifies				in initiating change process in organization. To
extraordinary contribution .etc				understand problems, determining the
				characteristics of the difficult problem is key to
The best effective decisions made within the				initiate change process.
available limited resources and constraints to				Dietrich Dorner and Joachim Funke have
provide an optimum solution for the change				elucidated typical characteristics of difficult
process makes a leader and a manager to				problem they are as follows:
achieve their objectives in many change process.				1. Intransparency-lack of clarity of situation.
Further to handle the change initiatives efficiently				2. Polytely-multiple goals which havea)
an organization must recognize that succession				Inexpressiveness.b) Oppositionc)
planning and leadership development are two				Transience
elements of the same process that of ensuring				1. complexity- large number of items interrelations
there are leaders now and in the future who can				and decisions which havea)
implement the organizational vision .while				Enumerability.b) Connectivity(hierarchy
succession planning can identify those individuals				relation ,communication relation, allocation
who have the abilities ,talent and potential to turn				relation)c) Heterogeneity.
the vision of the organization into reality, the				1. Dynamics- time considerations, which
alignment to leadership development can ensure				havea) Temporal constraintsb)
that this potential is realized .In so doing, an				Temporal sensitivityc) Phase
organization can ensure that there is indeed long				effectsd) Dynamic unpredictability
term leadership sustainability and opportunities of
entrepreneurship this will be a source of having				Problem Solving Techniques
competitive advantage of developing next				1. Abstraction: solving the problem in a model of
generation leaders in the years to come for an				the system before applying it to the real system.
organization to succeed .				2. Analogy: using a solution that solved an
				analogous problem.
				3. Brainstorming: (especially among the groups and
				teams)suggesting a large number of solutions or
Introduction				ideas and combining and developing them until an
Leadership is the energetic process of getting				optimum is found.
people fully and willingly committed to a new and				4. Divide and conquer: breaking down a large
sustainable course of action to meet commonly				complex problem into smaller, solvable problems.
agreed objectives whilst having commonly held				5. Hypothesis testing: assuming a possible
values. Leader's values must offer 4E's frame				explanation to the problem and trying to prove
work-envision, enable, empower and energize, for				the assumption
establishing a climate for creative thinking and				6. Lateral thinking: approaching solutions indirectly
promote innovation.				and creatively.
21'st century has already experienced with				7. Means-ends analysis: choosing an action at each
deregulation, digitization, globalization,				step to move closer to the goal.
Strategic business management, the result is				8. Method of focal objects: synthesizing seemingly
familiar to every business firm "Change",				non-matching characteristics of different objects
Change is a common occurrence in business				into something new.
today. Leading change describes the role of				9. Morphological analysis: assessing the output and
leaders in accepting and managing many change				interactions of an entire system
process .many of the change initiatives fail to				10. Reduction: transforming the problem into
achieve their objectives because (1) Absence of a				another problem for which solutions exist.
definition of what actually would constitute				11. Research: employing existing ideas or
organizational success. (2) "Results" a powerful				adapting existing solutions to similar problems.
concept if left unmanaged, poses a risk in future.				12. Root cause analysis: eliminating the cause of
(3) Intransparency ie, lack of clarity of the				the problem.
changing situation. (4) Lack of succession planning				13. Trial and error: testing possible solutions until
and building bench strength.				the right one is found.

Leadership attempts to have integrated systems				Developing The Leaders Of Next Generation
to solve the problems of change process.				Michael G.Winston who has been working with
"Leadership is about being adaptable to change				fortune 50 companies partnering with key
and uncertainty" (Mark .A. Morgan MD of citigroup				executives in developing the next generation of
private bank).				leadership explains how they develop the next
				generation of leaders.
An organization to develop the next generation
leaders should consider the following important				1. Seeking and securing top management support
points such as (1) Identifying core set of skills to				Leadership development initiatives are launched
equip leaders of next generation. (2) Tracking and				with clear communication from the senior
networking alumni of young professionals. (3)				executives explaining the mission, strategy,
Determining the value of pooling program				objectives and expectations for participant's .later
evaluation efforts. (4) Recognizing the key				stage measurement tools are designed to assess
challenges in finding the resources and enhancing				and reinforce leadership accountability for results.
youth programes.				1. Determining required skill sets.
				Firstly you define key leadership requirement and
Key words: Leadership sustainability & roles,				develop a plan to improve critical skills and
change process, toxic leadership etc.				competencies required to implement the current
				and projected business strategy and review both
				current and prospective markets, competitors,
				customers, channels and determine critical success
				factor.
				1. Building Best-in-class leadership development
Contemporary Leadership Roles				initiatives
The 4 contemporary leadership roles that are				An integrated and highly focused set of initiatives
important for the organization to achieve its				is crafted that should reflect the company's
objectives are:				strategic agenda, address critical challenges and
1. Providing team leadership				opportunities and strengthen leadership capability
Leadership is increasingly taking place within a				,programs are generally used as a combination of
team context .as teams grow in popularity; the				company's presenters, external world-class
role of the leader in guiding team members takes				subject matter experts,E-learning technologies and
on heightened importance.				post-program project work to reinforce key
1. Mentoring				strategic initiatives.
Organizations have formal mentoring programs				1. Launching a tiered Talent
where mentors are officially assigned to new or				Identificfation,Assessment and Succession process
high –potential employees to present ideas				Succession management is a critical activity in
clearly, and empathize with problems of their				business organizations must serve to identify,
protégés.				develop and retain those people who are able to
1. Self leadership				deliver superior performance both individually and
Self –leadership propose that there are a set				as a part of team. This can be done like:
of processes through which individuals control their
own behavior and effective leaders help their				1.
followers to lead themselves.				2. Alignment of top performers to most critical
1. Online leadership				jobs.
To lead the people who are physically separated				3. Identification of successor candidates for key
from you and with whom your interactions are				roles
basically to written digital communications like				4. Assessment of strengths across key
telecommuting with employees you need online				competencies
leadership.				5. Identification and development of high potentials.
				6. Identification and elimination of key succession
				gaps.

				Figure showing how to strengthening talent
				development in the organization.
				1. Developing an enterprise perspective
				The CEO can ensure a balanced focus on
				leadership development and business
				Needs as well as movement of people across
				organizational boundaries. This will
				Promote sustainable leadership in the organization

				1. Integrating the organization
				Creation of an organizational integration function
				provides diagnostic processes to identify and
Factors for effective leadership				eliminate or reduce the overlap and duplication
(1) Follower. (2) Leader (3) Communication (4)				that often emerges in decentralized structures.
Situation				High impact instruments can be created and
				implanted to identify and build upon key
				organizational, structural process and leadership
				elements to strengthen and enhance business
Figure showing factors of effective leadership				performance.

				1. Metrics for driving accountability
Factors influencing changes in organizations				Systems are then installed to hold line managers
environment				accountable for building leadership.
1. Globalization and developments in the field of				Leadership development and succession becomes
information and technology.				an unavoidable "gate" for promotion and
2. New management strategies and the				significantly affect compensation, this can be
competitiveness in the business environment.				understood with the diagram given below
3. Implementation of news business processes.
4. New goals and performance standards
established in the business				Figure showing metrics for driving accountability
5. Structural changes in the economy. Etc

Need for implementation of change in the				8. Institutionalizing the process
organization's environment				Ultimately the objective is to institutionalize a
Based on Michael E Porter's five forces of				simple consistent process across the enterprise
competitive position we can analyze that there is				which promotes leadership and succession cycles
a need for "change" in the organization to survive
in the competitive modern business.				Leadership and Entrepreneurship
				It is leadership style that creates the appropriate
Michael Porter's five forces:				climate for entrepreneurship and innovation in an
1. Existing competitive rivalry between suppliers				organization.successfull leaders are not only good
2. Threat of new market entrants.				executives they are also great entrepreneurs .a
3. Bargaining power of buyer				entrepreneur today has to face several changes
4. Power of suppliers				in the organization .he has to adapt the change
5. Threat of substitute products (including				process efficiently and convert the disadvantages
technology change)				of changes into advantages of business for which
				entrepreneur needs strong leadership qualities
Leadership role and responsibility in implementing				mentioned in above paragraphs leadership
change in organization				,creativity, ability to solve problems makes a
1. Organizational culture is the primary source of				leader successful entrepreneur.
resistance to change a leader should understand
the organization culture and then plan the change				Conclusion and Suggestions
process.				1. A. Overtime the management team realizes
2. The use of value based management model 0f				that the above initiatives for leadership
7-s model can be helpful in implementation of				development can be great differentiator clearly a
change by coordinating 7-s namely, shared value,				company's organizational structures, its executive
strategy, structure, system, staff, style and skill.				rediness, its process for creating and sustaining a
(MC Kinsey's 7-s framework)				high performance culture and its ability to
3. Leadership should determine clear decision				continuously staff with the best people are
making framework to ensure the organization has				required distinctive competencies for future
means and resources to achieve its goals.				success.
4. Analyzing the change process through a				2. B. Only by aligning succession planning to
experimental project with the five factors such				leadership development, a sustainable leadership
as project duration, the project teams				for long period can be achieved.
performance ,integrity of management				3. C. Succession planning process should result in a
commitment, employee commitment and				transformational experience to the organization or
employee effort required to cope with the				else it is ineffective process.
change that are essential to be implemented.				4. D. As the economy today is a knowledge
5. Change can be implemented through				economy updating adequate skills adds to the
organizational transformation by ensuring				leadership performance minimizing the future
succession planning initiatives are closely aligned to				uncertainties
leadership and development and organizational				5. E. An extraordinary opportunity to change your
vision				organization should be converted into an ultimate
6. Ensuring that succession planning process				advantage of business; a late decision to
occurs in such a way that it is in itself a				implement change imposes risk in the future.
transforming experience.
				Pradeep Raj.S
				MBA Student
				Bangalore, India.
Drawbacks of implementation of changes in the
organization.				Reference and End Notes
Some the reasons why change initiatives fail to				1. Andrew J. DuBrin- Leadership research findings,
achieve their objectives are:				practice and skills.2008 edition by biztantra.
1. Absence of clear definition of what actually				2. Stephen P. Robbins and Timothy A. Judge
constitute organizational success				–organizational behavior 12th edition by
2. Lack of knowledge about changing situation in				Pearson education.
business environment.				3. Using succession planning to transform
3. Lack of integration between succession planning				organizations-Rosie Steeves, PH.D and Barbara
and leadership with organizational vision.				Ross .DenRoche, M.A.journal from The Centre for
4. Toxic leadership performance.				Exceptional Leadership 2003.
5. Lack of planning premises and constraints,				4. Internal communication of change –Journal
inadequacy of resources and means to implement				by Dagmar Reclies on
the planned change process.				5. porter's five forces model-journal by Michael
				Porter on
Toxic leadership and organization				6. Kellerman, Barbara –Bad leadership, what it
Toxic /Bad leadership is one of the main reason				is, how it happens, why it matters?
we can point out for the failure to				Harvard Business School press .September 2004.
implementation of change in the organization. "A				1. Dorner.D and Wearing. A (1995) Complex
Toxic leader is someone who has responsibility				problem solving Journal/wall street journal.
over organizations employees but abuses the				2. Developing the next generation of leadership by
leader –follower relationship by leaving the				Michael G.Winston on .
organization in a worse condition than when he

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THE ART OF MANAGING LEADERSHIP IN CHANGING ENVIRONMENT