HRD3702 – Management of Training and Development
WORKBOOK 6: Leadership, change management and organisational development.
3. Leadership
Management is more about managing a department as a business unit, whereas leadership focuses more on
coping with change.
Management is about coping with complexity. Its practices and procedures are largely a response to one of the
most significant developments of the 20th century, namely the emergence of large enterprises. Without
good management, complex enterprises tend to become chaotic in ways that threaten their very existence.
Good management brings a degree of order and consistency to key dimensions like the quality and profitability
of products, but it is rather focused on the static and maintaining equilibrium of issues in an enterprise.
• Management deals with the implementation of the vision
Leadership is about coping with change. Part of the reason is that the world has become more competitive and
more volatile – therefore organisations have to react speedily to change. If the change is not addressed properly
by the managers, it would lead to chaos and ultimately the demise of an enterprise. Taking it one step further,
sustainable leadership should also be pursued in the modern-day context.
• Leadership in particular focuses on vision, strategic development and initiative
Leadership can be defined as ‘the process whereby one individual influence other to willingly and
enthusiastically direct their efforts and abilities towards attaining defined group or enterprise goals’. This
definition suggests that leadership involves the exercise of influence and not coercion. The leader attempts to
change the attitudes and actions of people that are not related to the enterprise’s goals.
Identification of the characteristics of leaders and managers
Several well-known characteristics of leaders have been identified over time:
Leaders have the ability to create a vision and excite people to achieve the impossible.
Great leaders have an external energy and an inner strength to face challenges through tough times.
Leaders have a mental agility that enables them to make effective decisions much faster than most other
people.
Leaders allow their team members to grow and carry out tasks without interruption. They relinquish
power to others.
Leaders have the ability to tap into people’s souls. They are emotionally intelligent and enhance people’s
confidence by understanding and dealing appropriately with their emotions and concerns.
Leadership reflects the ability to adapt one’s style to the needs of the situation and people.
4. Change Management
Change management needs to be introduced when the actual performance of an individual, department or
organisation differs from their objectives. Change management needs to occur when there is a gap between
enterprise, division, function or individual performance objectives & actual performance in the enterprise.
Indicators are large fluctuations to total net profit, sales per employee, labour costs, accident rates etc. Change
usually takes place as a result of an adjustment to the environment, workplace, customers & worker
relationships.
A first-order change (incremental change) is when a change in a given state takes place & little change
happens.
A second-order change (transformational change) is when a change of a given state takes place,
introduces something that previously did not exist which is a fundamental change that takes place. Second-
order change is therefore radical & often disruptive, which is difficult to prepare mangers for & which requires
innovative combinations of management development methods in order to be successful in equipping mangers
to deal with it.
Lyana Petzer Page 1 of 2
WORKBOOK 6: Leadership, change management and organisational development.
3. Leadership
Management is more about managing a department as a business unit, whereas leadership focuses more on
coping with change.
Management is about coping with complexity. Its practices and procedures are largely a response to one of the
most significant developments of the 20th century, namely the emergence of large enterprises. Without
good management, complex enterprises tend to become chaotic in ways that threaten their very existence.
Good management brings a degree of order and consistency to key dimensions like the quality and profitability
of products, but it is rather focused on the static and maintaining equilibrium of issues in an enterprise.
• Management deals with the implementation of the vision
Leadership is about coping with change. Part of the reason is that the world has become more competitive and
more volatile – therefore organisations have to react speedily to change. If the change is not addressed properly
by the managers, it would lead to chaos and ultimately the demise of an enterprise. Taking it one step further,
sustainable leadership should also be pursued in the modern-day context.
• Leadership in particular focuses on vision, strategic development and initiative
Leadership can be defined as ‘the process whereby one individual influence other to willingly and
enthusiastically direct their efforts and abilities towards attaining defined group or enterprise goals’. This
definition suggests that leadership involves the exercise of influence and not coercion. The leader attempts to
change the attitudes and actions of people that are not related to the enterprise’s goals.
Identification of the characteristics of leaders and managers
Several well-known characteristics of leaders have been identified over time:
Leaders have the ability to create a vision and excite people to achieve the impossible.
Great leaders have an external energy and an inner strength to face challenges through tough times.
Leaders have a mental agility that enables them to make effective decisions much faster than most other
people.
Leaders allow their team members to grow and carry out tasks without interruption. They relinquish
power to others.
Leaders have the ability to tap into people’s souls. They are emotionally intelligent and enhance people’s
confidence by understanding and dealing appropriately with their emotions and concerns.
Leadership reflects the ability to adapt one’s style to the needs of the situation and people.
4. Change Management
Change management needs to be introduced when the actual performance of an individual, department or
organisation differs from their objectives. Change management needs to occur when there is a gap between
enterprise, division, function or individual performance objectives & actual performance in the enterprise.
Indicators are large fluctuations to total net profit, sales per employee, labour costs, accident rates etc. Change
usually takes place as a result of an adjustment to the environment, workplace, customers & worker
relationships.
A first-order change (incremental change) is when a change in a given state takes place & little change
happens.
A second-order change (transformational change) is when a change of a given state takes place,
introduces something that previously did not exist which is a fundamental change that takes place. Second-
order change is therefore radical & often disruptive, which is difficult to prepare mangers for & which requires
innovative combinations of management development methods in order to be successful in equipping mangers
to deal with it.
Lyana Petzer Page 1 of 2
