Transformational changes status quo by appealing to te followers values and their sense of higher purpose

Dissatisfaction - can be created by the leader, to channel emotions of the followers towards the leader's vision

Environmental scanning - use internal and external scanning to develop vision

A vision - should answer what the purpose of the organization is and why people want to work in it - leader must craft a vision statement in collaboration with followers

Goals - to support the vision - such as profitability, reliability, safety goals, KPIs.

Systems thinking approach - opposite of siloed thinking - a holistic thought on system changes ex. increased capacity, effect on the physical plant. Cannot discount interactions between Vision, Capabilities, Culture, Structure, System

Develop a Change plan - best chance of success is to formulate a change plan with followers input

Expectation-performance gap - set realistic expectations, patience, and ensuring followers gain proficiency in the new system

Fear of loss - power, relationships, valued rewards sense of identity, incompetence

Leader should recognize SARA - Shock, Anger, Rejection, Acceptance

Learning agility - learn from experience and apply lessons to new situations

Use Force Field Analysis pp 576 to depict drivers and barriers to change in an organization

Legal-rational authoriy system - laws that govern the position occupied (elected officials)

Charismatic authority system - derivision of authority based on exemplary characteristics

transactional leadership - LMX - Burns notes that it does not result in organizational or societal change but rather pepetuates and legitimzes the status quo\

Charistmatic leaders - staged model - 1. assess current situation and pinpooint problems, 2. articulate a vision that is a motivating force for change (dissatisfaction) 3. Build trust in the vision, create a positive example for the change