1.
The change, from the point of view of Machiavelli , has a close relation to the danger that agrees with the three principles of a successful change management. First of all, the change is not an overnight step, but a process itself. The change is a series of steps, events where there is the establishment which represents the current status of the situation and the liberals or revolutionaries which represents the interest to change his current status. Each side has sponsors that support one option or other by their interest. The change brings a natural resistance from the establishment creating a danger situation between the establishment and the revolutionaries (Hoffmann, 2007). The most successful strategy to have success in a change process is to build support to introduce a change in the current status. The sponsors of change or conservative policy give the advantage on the other side to win the battle (Money-Zine, 2015). Machiavelli considered the danger when the revolutionaries have a blind confidence that there would not be resistance in a change process, always the resistance will be present in all the change situations (Mcguire, 2015).
2.
The traditional model of leadership, according to Max Weber in 1947 , described the traditional leadership as a cross-sectional style from the charismatic leadership of the bureaucratic leadership. The basics of the traditional leadership are that the power is bestowed on the leader. The traditional style considers that the leaders must have the control and the "legal" power in the institution. The traditional leaders must be followed by a loyalty principle, and the promotion of the followers is thanks to favoritism .
The difference with the leading strategies of the twenty-first century is when the managers:
■ Promote the self-direction between the employees. The managers expect the employees find their way to growing the company . The goal of the manager is to give empowerment to the employees to discover the potentialities and give them a path to grow (Blanken, 2014).
■ Promote the work as a natural phenomenon that transcends the office schedule. The managers promote the commitment to the organization and him goals of the company in any moment. The teleworking and flexible schedules are tools used by the managers to improve the productivity (Dems, 2015).
■ The managers must have a high psychological energy to motivate his employees . The managers must be a light that gives the path to be followed by the employees. A higher motivation by the managers will be beneficial to the team.
3.
The charismatic leaders use the power of the personality of the leader, the persuasion, and modeling to achieve the control over an audience, a group or a country. The charismatic leader has a strong communication skill making feel the follower the most important person for the leader . One example of the charismatic leader is Oprah Winfrey, the TV host and entrepreneur with the ability to control an audience with her personality, the persuasion and the modeling .
The commander leaders use the power of the law, the rules, and the example to achieve an objective in the group or team. The commander leader has a strong position that all the members of the team must follow having negative consequences for the team if the rules are not followed as the game losing or death. There are several examples of commander leaders in the military forces and sports teams . One example is Tom Coughlin, two-time Super Bowl winner head coach. He gives the team an honor code to be followed strictly. That honor code will ensure the victory of the team (Von Dran, 2015).
References
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Hoffmann, B., 2007. Transitions from Charismatic Rule. [Online] Available at: https://giga.hamburg/en/system/files/publications/wp56_hoffmann.pdf[Last Accessed: 22 01 2016].
Leadership Challenge, 2014. THE FIVE PRACTICES OF EXEMPLARY LEADERSHIP® MODEL. [Online] Available at: http://www.leadershipchallenge.com/About-section-Our-Approach.aspx[Last Accessed: 22 01 2016].
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Mind Tools, 2013. Leadership Styles. [Online] Available at: https://www.mindtools.com/pages/article/newLDR_84.htm[Last Accessed: 22 01 2016].
Money-Zine, 2015. Money-Zine. [Online] Available at: http://www.money-zine.com/definitions/career-dictionary/traditional-leadership-style/[Last Accessed: 22 01 2016].
Musser, S. J., 1987. The determination of positive and negative charismatic leadership. Grantham, PA: Messiah College.
Nilakant, V. & Ramnarayan, S., 1998. Managing Organisational Change. New Jercey: Sage.
Palmer, I., Dunford, R. & Akin, G., 2005. Managing Organizational Change: A Multiple Perspectives Approach. Toronto: McGraw-Hill.
Von Dran, G., 2015. Human Resources and Leadership Strategies for Libraries in Transition. [Online] Available at: http://webcache.googleusercontent.com/search?q=cache:nDLPxMaDlmgJ:https://journals.tdl.org/llm/index.php/llm/article/download/1546/826+&cd=7&hl=en&ct=clnk&gl=au[Last Accessed: 21 January 2016].
