Learning Outcomes
At the end of the course, students should be able to:
- Explain change leadership and change management in general.
- Distinguish various leadership theories and evaluate their contemporary relevance.
- Identify the key models used in planned organisational change and management.
- Identify the role of culture in leadership and change mainly at group level.
- Discuss leadership and change management in the Malawi public sector.
- Analyse a variety of emerging issues in leadership and change management.
1. Introduction to Leadership and Organisational Change
- Different viewpoints of leadership and organisational change
- Organisational power and leadership
- Public sector leadership style in contemporary and historical perspective
- Change leadership verses Change management
- Administrative leadership versus management leadership
- Organizational learning and learning organization
- Strategic leadership verses Strategic management
2. Theories and Styles of Leadership
- Traditional Theories of Leadership.
- Contemporary Theories of Leadership.
- Generic styles of Leadership.
- Profile of notable leaders (public and private sector) and their type of style: in Malawi and other countries.
3.Types of Organisational Change
- Frequency and magnitude of organisational change
- Principles of understanding change
- Revolutionary and evolutionary change
- Reflection on type of change (s) in the Malawi public sector
- Institutionalarrangement for initiating change in the Malawi public sector
4. Managing Groups and Leading teams in Public Service
- Team verses groups in an organisation
- Relevance of teams in public sector setting
- Formal and informal groups- features, advantages and disadvantages
- Group formation, structures and processes
- Managing intra and inter group conflict
- Common intra and inter group conflicts in the Malawi public sector
- Role and limitations of controlling officers and line managers in managing intra and inter group conflicts in the public sector
5. Leading and Managing Organisational Change
- Rationale of managing the change process
- Diverse models for managing change
- Overcoming resistance and sustaining change
- Relevance of the Malawi government’s Leadership Development Framework (LDF) to change management
- Leading and Managing organisational change in the Malawi public sector
6. The Role of Culture in Leadership and Change Management
- Organisational culture and transformational change
- Changing organisational culture in chaotic and unpredictable environment
- Transformational leadership and cultural change
- Public sector culture, power, politics and conflicts
7. Emerging Issues in Private and Public Sector Leadership and Change Management
- Positional verses Thought Leadership
- ‘Leading above the line’ approach
- Servant leadership approach
- Challenges in applying emerging leadership issues in change management process.
Assessment
- Continuous assessment: 50 %
- Examinations: 50 %
Teaching and Learning Methods:
- Lectures
- Guest lectures and presentations by practitioners
- Individual and group students’ presentations
Prescribed Texts
Anderson, D and Anderson, L. 2010. Beyond Change Management.Pfieffer
Cummings, T & Worley, C. 2014.Organisation Development and Change 10thEdition.Thomson South-Western.
DuBrin, A. 2012.Leadership: Research Findings, Practice, and Skills. Cengage Learning.
Kotter, J. 2008. Force For Change: How Leadership Differs from Management. Simon and Schuster
Teelken, C,Ferlie, E and Dent, M (eds).2012. Leadership in the Public Sector: Promises and Pitfalls. Routledge Publications.
Van Wart, M. 2012.Leadership in Public Organizations: An Introduction. M.E. Sharpe
Quinn, R., (2004) Building the Bridge as you walk on it: A Guide for Leading Change. San Francisco: Jossey-Bass
Rowland, D., and Higgs, M., (2008) Sustaining Change and Leadership that Works. San Francisco: Jossey-Bass
Recommended texts
DuBrin, A. 2012.Principles of Leadership.South-Western Cengage Learning
Kotter, J and Cohen, D. 2002. The Heart of Change: Real-life Stories of how People Change Their Organizations. Harvard Business Press.
Pyerson University. 2011. Change Management Leadership Guide. Human Resource Department
Raffel, J,Leisink, P, and Middlebrooks, A (eds). 2009.Public Sector Leadership: International Challenges and Perspectives. Edward Elgar Publishing
Tambulasi R. and Kayuni H. 2013. “Public Sector Reform in Malawi”, in Patel N and Svasand R (eds.), Government and Politics in Malawi, Second Edition, Capital Printing Press, Lilongwe. Pp 294 – 312
TambulasiR.I.C (ed), 2010. Reforming the Malawian Public Sector: Retrospectives and Prospectives, CODESRIA: Dakar.
Journal Publications
Ahn, M, Adamson, J, Dornbusch, D. 2004. “From Leaders to Leadership: Managing Change”. Journal of Leadership & Organizational Studies.Vol. 10.No. 4.Pp112-123.
Gilley, A, MacMillan, H, and Gilley, J.2009. “Organizational Change and Characteristics of Leadership Effectiveness”.Journal of Leadership and Organizational Studies.Vol16.Pp 38-47
Kayuni H. 2012. “From Loyal Employees to Fugitives on the ‘Wanted’ list in Malawian Organizations: Proposing ‘Organizational Culture’ as an Explanatory Framework”. Management- Journal of Contemporary Management Issues.Vol. 17. No1, pp 15-31.
McCrimmon, M. 2005. "Thought leadership: a radical departure from traditional, positional leadership", Management Decision, Vol. 43 Iss: 7 pp. 1064 – 1070