Organizational Roles and Responsibilities
As an external change management consultant, the author acts both as a leader and as a follower (Vecchio, 2007) in motivating and changing the behavior of others within a client organization. The follower role develops from “subordinate” responsibilities for guiding the leadership team in processes of diagnosis, design, and deployment of strategies for organizational change (Cummings & Worley, 2009), which includes influencing change in leaders’ mindsets and behaviors (Schein, 2004). The leader role derives from ensuing responsibilities as a change agent for guiding the organization’s workforce in the implementation of strategic change initiatives (Spector, 2010), which involves motivating and influencing change in employee performance behaviors (Schein, 2004).
Determining Strategies for Behavioral Change
Correspondingly, the author’s strategies for influencing behavior change in leaders differ from those used for followers. This difference in approaches derives from the relative directional efficacy – upward versus downward – of various influence tactics (Falbe & Yukl, 1992; Yukl & Tracey, 1992), and the degree to which motivational techniques (Vecchio, 2007) align with individual needs, abilities, and motivational attitudes ...
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...er, T., & Vandenberghe, C. (2004). Employee commitment and motivation: A conceptual analysis and integrative model. Journal of Applied Psychology, 89(6), 991-1007. doi:10.1037/0021-9010.89.6.991
Pierce, J., & Newstrom, J. (2008). Leaders & the leadership process: Readings, self-assessments & applications (5th ed.). New York: McGraw-Hill Irwin.
Schein, E. (2004). Organizational culture and leadership (3rd ed.). San Francisco: Jossey-Bass.
Spector, B. (2010). Implementing organizational change: Theory and practice (2nd ed.). Boston: Prentiss Hall.
Vecchio, R. (Ed.). (2007). Leadership: Understanding the dynamics of power and influence in organizations (2nd ed.). Notre Dame, IN: University of Notre Dame Press.
Yukl, G., & Tracey, B. (1992). Consequences of influence tactics used with subordinates, peers, and the boss. Journal of Applied Psychology, 77(4), 525-535.
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