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they been successful, don’t want changes. Research in team of 14 successful leaders showed
that in that group are just one change leader, two promoters, 9 potential promoters, 2 hidden
opponents, and 0 opponents. That means that just one of themes is ready for ambitious risky
change right now and that company, in this case CEO or board who has realized necessary for
organizing in matrix model, have to prepare strategy for getting another’s directors into
change process.
Honest motivation and willingness for change is absolutely necessary for those mangers that
are a situation when directly manipulations and rewards don’t work. Change leader need
something stronger to wake believe ness and enthusiasm. He have to make his managers they
alone come for ideas about changing, about attractiveness and advantages of working in
matrix structure. Managers must be really convinced about their personal approach and very
enthusiastic about it. Long-term structural transformation has four characteristics: scale (the
change affects all or most of the organization), magnitude (it involves significant alterations
of the status quo), duration (it lasts for months, if not years), and strategic importance.
Management have to agree at all in making decisions about promoting and implementing
changes and about substantial questions following.
How comfortable do people feel in an environment which is constantly changing, which is
full of provocations and challenges? Are they expecting defined jobs and simple tasks? What
do they think about making matrix reports and working in different teams instead of their
function colleagues?
5
Change leader have to predict what managers expect from their leader. Research on team with
15 successful leaders is showing some of the most important expectations following.
1. create environment in which team can become self experienced
2. waking up the attention and concentration
3. explaining importance and aim of the task
4. making feedback in both directions
5. communicate with each person on suitable way on right level of honesty
6. keep meetings open-minded
7. objectiveness
8. balancing between boss-friend relations
9. cheeking progress
10. collecting ideas without criticism
11. make people find out their own faults
12. give trust and optimism
13. summarising and informing about actual situation
14. sharing goals between organisation and people
15. making people feel that they are really important.
If leader wants to have satisfied team he must motivate his managers. In the research mention
above we got lot of answers on famous question „What can motivate top managers? “
• Job with lot of responsibilities
• Assistance of administration sector – time saving
• Attractive concept of conferences
• Opportunity for learning and getting new kinds of jobs
• Develop relaxing meetings for making informal groups
• Opportunity for international challenging
• Valuable information data base
• Successful middle management
• Democratic and innovative culture
• Freedom of thinking and talking
Level of Desire x Expectation
Motivation
Results (Reaching the targets)
Satisfaction
6
• Good reputation of organisation
• Realistic expectations of stakeholders and employee
• Open-minded vision and mission of organisation
• People willingness for change
• Useful equipment
• Participation in making decisions
• Making career and self approach
• Promotion
• Benefits
• Discussions
• Proactive culture
• Success
• Fame
• Improvement
• Company Growth
• Financial compensation
• Company financial fame
• Gathering new professional experiences
• Gathering new social experience
• Gathering new personal experience
• Gathering new networks
• Intellectual satisfaction
• Opportunity to play out skills
• Feeling professionally respected
• Being rewarded for innovative thinking
• Feeling valuable
• Feeling trust between employee and also top management
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