Leading in a Culture of Change. Chapter 3 and 4.

Chapter 3. Understanding change

• "Change cannot be managed. It can be understood and perhaps led, but it cannot be controlled" (p. 33) An effective leader lives with the change and develop great potential for creative breakthroughs 

• "Effective leaders have the right kinds of sensivity to implementation. They know what that change is a procces not an event" (p. 40). It means not everything will work since the beginning: Leaders  resist the urge to focus on short term results by placing emphasis on long-term results. They are empatethic to the people and appreciate the resistance, because dissents are potential sources of new ideas. 

• "Successful organizations don't go with only like-minded innovators; they deliberately build in differences" (p. 43). It allows to think of other ideas, have a brainstorming and reach consensus.

• "Effective leaders know that the hard work of reculturing is the sine qua non of progress".(p. 44)

• Leading in a culture of change means creating a culture of change. It does not mean adopting innovations, one after another; it does mean producing the capacity to seek, critically assess, and selectively incorporate new ideas and practices"(p. 44). It means get people involved in the process of change with an active participation.

Guidelines for understanding change:

1. The goal is not to innovate the most. Innovating selectively with coherence is better.
2. Having the best ideas is not enough. Leaders' help others assess and find collective meaning and commitment to new ways.
3. Appreciate the implementation dip. Leaders can't avoid the inevitable early difficulties of trying something new. They should know, for example, that no mater how much they plan for the change, the first six months or so of implementation will be bumpy.
4. Redefine resistance. Successful leaders don't mind when naysayers rock the boat. In fact, doubters sometimes have important points. Leaders look for ways to address those concerns.
5. Reculturing is the name of the game. Much change is structural and superficial. Transforming culture - changing what people in the organization value and how they work together to accomplish it - leads to deep, lasting change.
6. Never a checklist, always complexity. There is no step-by-step shortcut to transformation; it involves the hard, day-to-day work of reculturing.

The following are the six leadership styles Goleman identified (p.35)

1. Coercive—the leader demands compliance. Do what I tell you.

2. Authoritative—the leader mobilizes people toward a vision. Come with me.”

3.  Affiliative—the leader creates harmony and builds emotional bonds. “People come first.”

4.  Democratic—the leader forges consensus through participation. “What do you think?”

5. Pacesetting—the leader sets high standards for performance. Do as I do now

6. Coaching—the leader develops people for the future. “Try this.”

Chapter 4. Relationships, relationships, relationships.

If moral purpose is job one, relationships are job two! (p.51)

• "When the individual soul is connected to the organization, people become connected to something deeper- the desire to contribute to a larger purpose, to feel they are part of a greater whole, a web of connection" (p. 52). Leaders work on the sense of belonging to involve people in the process.

• "The most effective leaders are not the smartest IQ senses but are those who combine intellectual brilliance with emotional intelligence" (p 71).  Emotional intelligence is at the core of successful leaders in a culture of change. It allows them to improve relationships in th eorganization.

• Business and schools need to be concerned with moral purpose and good ideas if they are to be successful and sustainable organizations. (p 70)

From these chapters I have learnt that a good leader should combine the styles of leadership to have success in an organzation. Above all the Authoritative, democratic, Affiliative and coaching styles have positive impact on climate and  performance and show emotional intelligence.  Also I learnt the relationships have power as positive  as negative. To have success in any organization people need to be involved in the change process and leader should be relationship builders recognizing the diversity, the resistance  and the difference.