Transformational leadership plan
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The field of change management has many experts and methodologies. For any change to be successful a transformational leader must be an active participant in the process, create a sense of urgency to be different, be visible, continuously reinforce the vision, and model the behaviors to achieve the desired future state. These leaders bring about changes based upon the dynamic forces that impact both the external and internal environments of an organization, a community, or a society. The goal is to help followers taking part in the change to understand that transformation is a journey. These leaders behave in ways that inspire followers and influence them to take the lead to think differently about what the future holds.
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In this week you will examine the strategies that transformational leaders use to bring about these desired changes and the alignment that exists between the leaders and followers if the change is going to produce the desired outcomes.
Assignment 1: Transformational Leadership Plan
Be sure to review the Designing an Effective PowerPoint Presentation: Quick Guide resource on the OWL website and the assignment rubric (below) before you begin.
- Imagine that you are given the opportunity to develop and present a plan to cascade transformational leadership down and throughout an organization.
- Create a PowerPoint presentation with page notes to explain your approach that includes the following:
- Choose either the John Kotter Model for Leading Change or the William Bridges Model for Change as the basis to develop your plan.
- Describe what specific approach you would take with the C-suite, the Middle Managers, and finally, the Front-Line Managers to present and integrate the concepts into the culture.
- Integrate the results from your Change Management self-assessment
Some references the professor posted for use:Bridges, W., & Mitchell, S. (2000). Leading transition: A new model for change. Leader to leader, 16(3), 30-36.Kotter, J. P. (2007). Leading change: Why transformation efforts fail. Harvard Business Review, 85(1), 96-103. (Accessing Harvard Business Review Materials)Kotter, J. P., & Schlesinger, L. A. (2008). Choosing Strategies for Change. Harvard Business Review, 86(7/8), 130-139. (Accessing Harvard Business Review Materials)Carucci, R. (2016). Organizations Can’t Change If Leaders Can’t Change with Them. Harvard Business School Cases, 1. Found online at https://hbr.org/2016/10/organizations-cant-change-if-leaders-cant-change-with-themPascale, R. T., & Sternin, J. (2005). Your company’s secret change agents. Harvard Business Review, 83(5), 72-81. (Accessing Harvard Business Review Materials)