Leading in a Culture of Change

¶ … Culture of Change by Michael Fullan

The book Leading in a Culture of Change by Michael Fullan discusses the essential factors that help develop effective leadership (and management) in a period and society that is dominated by cultural diversity. Using the Five Components of Effective leadership as the main core of the book's organization, each chapter is a detailed discussion of each of these components, relating them to issues concerning leadership and management in a culturally diverse organization, especially in the workplace environment.

Fullan synonymously associates leadership with management, discussing these two concepts as one and the same throughout the book. Thus, for the purpose of this book report, references to leadership are references to management also, and vice versa.

The first component of effective leadership, Moral Purpose, is defined by Fullan as "[a]cting with the betterment of employees in mind" (3). This definition clearly is clearly identified with leadership, since it takes into account the responsibility of the leader not only to his subordinates and colleagues, but to his/her self as well. Indeed, Fullan categorizes moral purpose in leadership as more concerned with the "means" with which an organization approaches its decision-making process than its "end" or outcome (13). Indeed, leaders should center their focus not only in formulating an effective solution or decision to a problem within an organization; it is equally important for leaders to determine carefully whether the decision arrived at benefits all the members of the organization or not. In effect, the first component establishes the most important and essential factor that motivates an individual to lead -- that is, having a moral purpose and philosophy to live by.

Chapter 3, Understanding Change, is the second component of effective leadership. Once a leader identifies his/her moral purpose, knowing and understanding the values, attitudes, and characteristics of the organization's members become essential. However, Fullan takes note that understanding change does not only mean understanding and tolerating these changes, but s/he must be flexible and able to adapt to these changes. According to the author, "[c]omplexities can be unlocked and even understood but rarely controlled," asserting the fact that changes within the culture, even the structure, of an organization entails the leader's adaptability to apply leadership styles and skills appropriate to the situation. Thus, in the second component of effective leadership, what is needed is understanding, or flexibility to adapt, to these changes.

Understanding or adapting to the culture of change necessitates relating to other people -- the ability of a leader to establish social relations within members of the organization, be they his/her subordinates, colleagues, or superiors. Fullan explains why establishing relationships are essential for effective leadership within the organization, where establishing relationships occur when "the individual soul is connected to the organization." Furthermore, it is through relationships that people become committed, "connected to something deeper -- the desire to contribute to a larger purpose, to feel they are part of a greater whole, a web connection" (52). The step towards establishing relationships within the organization is one way of extending the leader's moral purpose and philosophy to other people, thereby influencing them, and allowing the members to also become flexible or adaptive to the changes happening in their environment.

Knowledge building, the fourth component of effective leadership, involves the following tasks: (1) creating opportunities for learning; (2) cultivate the proper tone, fostering desirable norms, behavior and rules of engagement; and (3) lead the process of discussion... providing feedback and closure (92). In knowledge building, the leader must be able to foster an atmosphere among the members of the organization where education and knowledge management is cultivated. Education and knowledge management takes place when information and knowledge from the members are used to help improve the organization's productivity and enhance its members' working relationship. However, in order to promote knowledge building, "strong norms of trust and a developmental, risk-taking set of values" are needed, primarily to encourage members to take part in the "learning" process of re-education and knowledge management.