GROUP 3

LEADERSHIP FOR 21ST CENTURY

1. What are the Fundamental Responsibilities of a Leader?

 Inspire Trust- Be the credible leader others choose to follow—one with both
character and competence.    The definition of leadership is to “inspire, influence
and guide others to participate in a common effort.”  Good leaders don’t just bark
orders or hand out directives with no explanation.  Instead they use effective
communication and motivation techniques to facilitate action by their teams. 
Leaders that inspire and motivate their teams solicit input from employees, keep
team members informed, give timely and specific feedback regarding job
performance, ensure training needs are met and hold employees accountable.
 Create Vision- Clearly define where your team is going and how they are going
to get there. Employees cannot be expected to participate in a common effort if
they don’t know the goals of the practice.  When team members know the vision
and goals of the practice, they are more focused and understand how their
individual role helps to drive the success of the business.
 Execute Strategy: Consistently achieve results with and through others using
disciplined processes. Set up a clearly defined organizational structure which
includes an organizational chart outlining the chain of command and protocols for
effective communication.  Members of the healthcare team need to understand
who they report to when they have questions or concerns.  To facilitate effective
communication and efficiency, develop communication protocols.  Many
practices find it helpful to use email, hospital newsletters, and memos to augment
their one-on-one communication and staff meeting interactions.  The type of
communication method utilized should be appropriate for the content of the
message.  Memos are fine to convey announcements and information on minor
issues.  Face-to-face meetings are necessary to discuss important issues or
convey information that is sensitive or may result in questions.
 Coach Potential: Unleash the ability of each person on your team to improve
performance, solve problems, and grow their careers.

2. Tension Points Leaders must manage

 Energy Level- The tension of the amount and type of energy to apply to
situations.  The amount of energy – volume, pace, quantity – is easier to
manipulate.  The type of energy is much more difficult.  Should you be
motivational or enable conversations or close down conversations or be
charismatic or humbling or add structure or eliminate structure.
 Conversations. The tension of how much conversation is needed.  It’s either
more than you care for or less than you desire; more deliberately clear or
energizingly vague.  You need to either be more patient or less.
 Results. The tension of how hard to drive to get things done.  Are results at any
cost more important than quality results?  Are people feeling connected with the
movement towards results more important than actually crossing the finish line?
  People Stuff. The tension of why do we need people and the relationships they
bring with them.  Is it people are at work to work or people coming together at
work gets work done?  You’re either thinking “how much time do I really need to
allow for these stupid personal conversations” or “how do I get these people to
show some type of emotion”.
 Perceived Motivation.
 The tension of what we assume is motivating people.  The lens through
which we assume motivation in others is clouded with our own desire to
stay motivated.  
 The unbridled positive emotions of people either thrill you or disgust you.
 Are new innovative thoughts/ideas — those shiny balls that pop up —
inspiring, energizing or extremely distracting and annoying. 
 The key is to learn to recognize and feel the tension at varying degrees of
intensity in order to manage the tension.
 Great leaders lead well because they recognize, feel, smell, know, hear,
sense the tensions and the varying intensity of the tensions within their
approaches to leadership.  They then authentically adjust their behavior
accordingly.   

3. What is Organization Process?

The progress of the organization refers to change in the management structure of the
company, production, processes and administrative work, behavior of workers and
adaptation processes, information resources, material factors of production, and etc.

4. Organizational transformations caused by Progress

Following transformations are observed:
• Modifying or creating new business goals (innovation)
• Improvement of the organizational structure
• The division of labor and specialization,
• Optimizing of selection of the factors of production
• Coordination of the company processes,
• Preparation of the conditions for economic cooperation
• Adaptation to the rules of the competitive market
• Concentration of economic activities
We have this study of successful change and performance called ORGANIZATIONAL
DEVELOPMENT. OD emerged from human relations studies in the 1930’s, during
which psychologist realized that organizational structures and processes influence
worker behavior and motivation. More recently, work on OD has expanded to focus on
aligning organizations with their rapidly changing and complex environments through
organizational learning, knowledge management and transformation of organizational
norms and values.
5. How Progress Makers Move an Organization
Leadership is never easy for even the most experienced people. For someone taking
the position for the first time, mastering new skills and sorting out the uncertainties that
go with the position can be an overwhelming challenge.
 Not all leaders are progress makers. In order for a leader to be considered progress
makers, there are ways that they should do in order to make progress or development in
an organization. They envision the future with calculated boldness.

6. Ways to Move an Organization

 Recognize signals. Become an expert at synthesizing information and data from
across your organization and picking up on signs and future trends. “Forecasting
when the social or environmental issue will become economic — and developing
products, services, and practices based on those signals — is key to advancing
next-stage sustainability within your organization.”
 Remove obstacles. Pointing our problems and solicit solution to solve the
problem.
 Be ready to act at a moment’s notice. You never know when you might see an
opportunity to strategically push your idea or program into the spotlight.
Hesitate and the opportunity might disappear.
 Don’t indulge in distractions. The best leaders put their own preferences aside
to a certain extent when they’re working with their teams. As a leader we should
be responsible for the team’s/organization’s success.
 Recognize your impact. Reactions and words, we are saying and doing are
amplified. Make sure that what you say and do reflects your true intentions.
 Encourage enthusiasm. Supporting people’s commitment and passion.
 Support conclusions. Leaders work to bring to their team to agreement, to
make sure everyone is clear on what needs to be done and ready and
able to go do it.

7. Sources for Understanding Organizational Change

INTERNAL AND EXTERNAL ENVIRONMENT. The Forces That Drive Organizational
Change
INTERNAL ENVIRONMENT (Under Control of a Company)
People, Systems, Structures, And Conditions Inside the Organization
**Other Factors that are associated with internal environment**
Mission Statement, Organization Culture, Style of Leadership
EXTERNAL ENVIRONMENT (Beyond Control of The Company)
-Factors That Occur Outside of The Company That Cause Change Inside
Organizations
Customers, Economy, Competition, Technology, Political and Social Condition,
And Resources Are Common External Factors the Influence the Organization

8. What are the Two Types of Change?

 Planned Change
 Planned Internal Change: Planned internal change can be regarded as
a strategic move by the organization implemented with the objective of
changing the nature of the business itself or the way in which an
organization is doing its business. This can be administered in one of the
following ways: by changing the services or the products, bringing a
 change in the administrative systemic framework and also by changing
the organizational structure or its size.
Example: Changes in the Services or the Products: An organization
usually goes ahead with the decision of a Planned Internal Change, if the
management decides to diversify it’s range of business or a need is felt
by the management for providing a new direction to the business or
reviving the business by adding new service or product lines. Such a
planned internal change will require a fair amount of pre-planning,
effective coordination and resource distribution as well for meeting the
objectives of change.

 Planned External Change: Organizations as a system is governed by

both internal factors as well as external factors of change. Various factors
like technological innovation and advancements in the communication
and information processing field come under this category. These factors
are external in nature but somehow are introduced in an organization in a
planned manner with the objective of enhancing work efficiencies and
improving the overall productivity.
Example: Technological Innovation: Rapid technological changes have
necessitated a change in the ways in which the contemporary
organizations function. Technological development has altered the ways
in which people handle their jobs. For example, in the automobile
industry, a large part of the design and manufacturing process has been
automated and equally depends on IT. Siemens (Germany) holds the
credit for being the world’s first paperless office.

 Unplanned Change
 Unplanned Internal Change: Unplanned internal change can be
regarded as a change which takes place within an organization not in a
planned manner or as a strategic intervention, but are introduced in an
unplanned manner in response to either a change in the demographic
composition of an organization or due to performance gaps.
Example: Change in the Demographic Composition: With increasing
number of women workforce joining the organization and in addition to
this older employees joining private sector jobs after completing their
tenure in public sector or government sector and also increasing
composition of diverse workforce in organization’s as a result of
globalization of worldwide economies, the demographic compositions of
the workforce has undergone a sea change in the present scenario. The
rapid change in the demographics will compel organizations to change.

 Unplanned External Changes: Two crucial factors like economic

uncertainties and changes in the government regulations, play a crucial
role in compelling organizations to change.
Example: Governmental Regulation: Changes in the governmental
regulations greatly influence the very nature of business of an
organization and how the organizations operate in a highly competitive
 environment. Due to economic globalization and liberalization,
government has enforced changes in the regulations in the form of de-
licensing, currency conversion, etc, for supporting the domestic
organizations to stay competitive and achieve the expected profit
margins.

9. Rethinking Organizational Change

ORGANIZATIONAL CHANGE. Defined as change that has an impact on the way work
is performed and has significant effects on the staff and the organization itself. It refers
to a modification or transformation of the organization’s structure, processes or goods.

10. What is Revolutionary Change?

It happens when something shakes an organization, presenting a clear need for a major
overhaul, which will change the culture because the enterprise will never be the same
again. It is the change by-mandate. You will often see this type of change in reaction to
(1) a leadership change or (2) a crisis.

Example:
(1) a new Administration comes in and reorganizes the department.
(2) budget allocation for the pandemic (COVID 19)

Advantages:
(a.) change will occur quickly.
(b.) change will have any resources needed.

Disadvantage: change may not become part of the culture before focus shifts. The
change may rollback a few months after leadership changes focus.

11. What is Evolutionary Change?

Is change by convincing people. One or more “change agents” see an opportunity for the
organization to improve, and they pursue it by talking with other people and building a
proposal/prototype that is iteratively shopped around.

Example:
(1) LGU public bidding
(2) Online Class

Advantages:
(a.) highly likely that, if the change is implemented, it will become part of the culture.
More people have identified with the change.
(b.) likely that the change fits the organization, understanding the current situation.
Disadvantages: hard to find people who are good at making evolutionary change. It is
skill. What’s more, these people rarely take credit for their work so you might not know
who they are.

12. Difference between REVOLUTIONARY and EVOLUTIONARY.

 The revolutionary change is immediate, dramatic, and forced down –a high-pressure
mandate from above coming from “upstairs” when senior leadership says that it must be
done. Once the decision is made, a room for discussion may be accepted, but the
change is going to take place one way or another. It can take a day, a week, or a month,
and sometimes even a quarter, but the change will occur.

The evolutionary change is gradual. The approach is built collaboratively. The senior
management needs to be engaged, but they are not driving the change. Leadership
tends to empower people all through the organization to take on the change. The
change occurs in small chunks, and every person is to understand the change and
embrace it.

13.  How is a choice made between adopting a revolutionary

approach and an evolutionary approach?
For organizations, the choice of revolutionary or evolutionary change is generally thrust
upon them by powerful internal or external factors. Whilst revolutionary change is often
required in an organization, it can be a sign of poor management that has been unable
to instill a culture of evolutionary change in the first place.
14.