A definition of terms is useful at this point. John Kotter makes clear the difference between "change management" and "change leadership" (n.d., 2015).
The former is concerned chiefly with managing the potential gains, and minimizes the potential downsides of change. Whereas the latter emphasizes large scale, transformational change that requires vision, higher risk, and is often pretty messy. I'm assuming we're interested in the change leadership when considering this week's essential question. Under these circumstances, it would seem that all aspects of the leadership framework as presented by Fullan are necessary if for no other reason than to leverage every possible advantage in making change possible and successful.
Let's return to Kotter. He has outlined an eight-step process for leading change, which seems both more linear and action specific than Fullan's Framework. (Kotter, 2007) It's an interesting exercise to see how the two match up. For example, Kotter suggests that change leaders establish a sense of urgency and create a vision which aligns with Fullan's moral purpose. Also, Kotter talks about coalition building as Fullan emphasizes the importance of relationships.
Fullan suggests that the outcome of effective leadership is causing "more good things to happen" and "fewer bad things to happen." (Fullan, 2014) This alone may not sound particularly promising, but then what outcome is likely should no effective leadership commitment be made?
Fullan, M. (2001). Leading in a culture of change. San Francisco: Jossey-Bass.
Kotter, J.P. (2007) Leading change: why transformation efforts fail. Harvard Business Review.
(n.d.) Retrieved November 2, 2015, from http://www.forbes.com/sites/johnkotter/2011/07/12/change-management-vs-change-leadership-whats-the-difference/
The former is concerned chiefly with managing the potential gains, and minimizes the potential downsides of change. Whereas the latter emphasizes large scale, transformational change that requires vision, higher risk, and is often pretty messy. I'm assuming we're interested in the change leadership when considering this week's essential question. Under these circumstances, it would seem that all aspects of the leadership framework as presented by Fullan are necessary if for no other reason than to leverage every possible advantage in making change possible and successful.
Let's return to Kotter. He has outlined an eight-step process for leading change, which seems both more linear and action specific than Fullan's Framework. (Kotter, 2007) It's an interesting exercise to see how the two match up. For example, Kotter suggests that change leaders establish a sense of urgency and create a vision which aligns with Fullan's moral purpose. Also, Kotter talks about coalition building as Fullan emphasizes the importance of relationships.
Fullan suggests that the outcome of effective leadership is causing "more good things to happen" and "fewer bad things to happen." (Fullan, 2014) This alone may not sound particularly promising, but then what outcome is likely should no effective leadership commitment be made?
Fullan, M. (2001). Leading in a culture of change. San Francisco: Jossey-Bass.
Kotter, J.P. (2007) Leading change: why transformation efforts fail. Harvard Business Review.
(n.d.) Retrieved November 2, 2015, from http://www.forbes.com/sites/johnkotter/2011/07/12/change-management-vs-change-leadership-whats-the-difference/