Change the Way You Lead Change: Leadership Strategies that REALLY Work

Change the Way You Lead Change: Leadership Strategies that REALLY Work ( Stanford Business Books (Paperback)) [David M. Herold, Donald B. Fedor] on.
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Books by David Herold. Trivia About Change the Way Yo No trivia or quizzes yet. Just a moment while we sign you in to your Goodreads account. According to research and major trade publications, about 80 percent of all change initiatives end in failure. In addition to this, they state that 31 percent of CEOs removed by their boards were removed due to mismanaged change initiatives.

Why is this happening?

Change the Way You Lead Change: Leadership Strategies That Really Work – Book Review – Jared Cheng

Both David Herold and Donald Fedor are professors at the College of Management, Georgia Institute of Technology, and have a great amount of experience in corporate consulting. The book, presented by credible authors, is a reliable source for researchers, students, and leaders of change who would like to learn more about change management.

Herold and Fedor challenged the traditional sequence of a change project: Projects for change that follow this typical sequence usually fail or do not meet expectations because 1 problems are not properly addressed by the proposed change, 2 leaders are inadequate, 3 followers poorly adapt to the change, 4 internal and external events are not carefully considered, and 5 flaws exist in the implementation of the change process 18 — Based on the traditional sequence, the authors add newly introduced components: This change framework, which takes various components into account to model the complexity of change situations, gives me a different mental image about leading organizational change.

Each component of the framework is addressed in detail in the later chapters.

There is a misconception in change management that success or failure is determined by how well the organization does instead of what the organization is trying to do. It is believed by most of organizations that their solutions that address a change imperative are appropriate.


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However, this is not the case. In order to find the best and realistic solution, leaders should take a wide assessment of the change situation and consider the meaning and impact of change to all the subunits I always thought that leaders influenced followers mainly relied on their positional power and charisma. Each of the sources of influence has advantages and disadvantages; leaders of change need to know where their influences are coming from and what situation is most appropriate for using a particular influence reservoir The authors emphasize change-savvy leadership style, which involves the following: Careful entry into the new setting 2.

Listening to and learning from those who have been there longer respecting the history and culture 3. Engaging in fact finding and joint problem solving 4. They need to implement a holistic change model that defines and justifies the proposed change, and takes account of both the abilities of those who will be asked to lead and carry out the change, and the context in which the change is to occur.

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To develop such a model, Herold and Fedor examined more than changes and interviewed over 8, individuals who lived through them. They then reality-tested their model by bouncing their ideas off hundreds of managers who were living change on a day-to-day basis.

Those ideas are collected in this practical book, which will be of use to anyone who is likely to lead change initiatives in almost any organizational environment—from executives, to consultants, to management students. What the book is really about is how most observers' mental models or published models of organizational change are overly simplistic. I could not agree more with its basic points.

Fedor take a topic that is relevant and challenging to all businesses and distill it down to a practical, common sense approach that is logical and applicable