Kouzes and Posner (2011) propose that to lead you must first have self-awareness. In leading change it is therefore important for the change leader to be aware of their style of leadership and their approach to change. This section examines the Author’s styles and is then followed by a description of their recommended approach for the change. The Balogun’s and Hope Hailey’s (2004) framework is used to describe this approach.
3.1 Leadership Style
Goleman, D (2000) details five styles of leadership, Coercive, Authoritative, Affiliative, Democratic, Pacesetting, and Coaching. Figure 3 1 provided a view of results from a Leadership Style Questionnaire (Hay Group, 2007) detailing the Author’s dominant and
Figure 3 1 Authors Leadership styles (Adapted from Goleman D (2000) and Hay Group (2007)
backup styles. The results show that the Author’s dominant styles are Affiliative and Coaching. These are backed up by the Authoritative and Pacesetting styles. This means that when leading the Author will have a predisposition to “putting people first” and a “try this” approach (Goleman D,
2000). Given the diversity of those involved in the change this style will need to be recognised in the change design and will need to be compensated for as required.
3.2 Change Style
A second important aspect of a change leader’s style is how they are inclined to think and act during the change process. De Caluwé & Vermaak (2004) present five different ways of approaching change. These are labelled by colour: Yellow, Blue, Red, Green, and White print thinking. Figure 3 2 presents the Author’s results from A Color Test for Change Agents provided by De Caluwé & Vermaak (2003). This is used to establish how the Author is inclined against the five paradigms. The results show that the Author has a dominant approach to change, Green Print.
This approach focuses on motivating and supporting people to learn with each other and from each other. This dominant approach is backed up by Red Print and Yellow Print in implementing change. These focus on the human factor and the conglomeration of interests, and strive for consensus.
Figure 3 2 Author's inclination to change (adapted from De Caluwé & Vermaak, 2003)
Blue Print (plan and organize first, and never lose sight of the intended result) is shown as strong in the Author’s thinking. To help ensure a smoother implementation the change leadership should be augmented with resources that have this style strong in action.
3.3 Recommended Approach
The following section describes the Author’s recommended Design Decisions (the second element of the Balogun’s and Hope Hailey’s (2004) Kaleidoscope framework) in relation to this change implementation.
The change path selected for this change was initially Reconstruction. The end result of the change is realignment and the nature big bang. However, the nature of the change will
Figure 3 3 Change Path (Balogun and Hope Hailey...