...AMERICAN PUBLIC UNIVERSITY KEMISHA N WARE A CHANGE IN LEADERSHIP AT THE LOCAL EDUCATION AUTHORITY PADM520 JUNE 2014 Introduction An organization’s culture forms over years of interaction between the persons involved in that organization. Those in the leadership positions set the tone and standards that will be followed by others involved. But what happens when that leadership fails to lead? How does an organization tackle the issues of poor communication, no defined or set policies, an inadequate administrative system and lack of leadership? This is the problem that Local Education Authority (LEA) was faced with when its new leader, Ales Rakovich, took over the organization as the LEA head when the organization had a negative culture already in place. Rakovich failed to make changes within the organization, which resulted in multiple mistakes. Mistakes made included failing to communicate with one another and failure of the secretary to handle correspondence and effectively perform her job functions. Rakovich reported to the head of the Regional Education Authority (REA). More than once, the REA expressed their dissatisfaction with the job performance and working habits of the LEA staff. As the head of the LEA, Rakovich was responsible for organizing and monitoring the organizations work. But after failing to effectively lead the organization, not only was the LEA’s reputation damaged but so...
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...With the change of society, an increasing number of women have engaged in work and their roles as leaders in work have also caused people’s attention. The purpose of this bibliography is to find the changes of gender in leadership. With the development of society, the number of female leaders is increasing in recent years (Michelle and Elaine, 2008). According to (Stewart, 2009), there are more difficulties facing female leaders than male leaders, which makes it difficult to involve more females in the leading positions. A research (Hilary, 2009) indicated that although the number of female leaders is increasing, the ratio of female leaders in leadership is not balanced and more females should be involved in management positions. According to Kaycee (2010), the changes of gender in leadership have been in the process, which can be proved by the changes of people’s attitudes to female leaders. Reference | Michelle M & Elaine Y(2008), The trend of female leaders in organisations, Journal of Management, 23, 7, pp 105-124 | Type of Article | Literature review | Aim\purpose | The purpose of this article is to find out the changes of female leaders in the past decade and explain the reasons of the changes and then predict the trend of changes. | Approach | This paper reviews previous theories about the necessary of involving female leaders and then it presents the process of female leaders entering the management field. It highlights the trend of changes of gender...
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...I'm going to write about two aspects of change I can forsee being beneficial to my current career change. My Mum is going to retire from their geophysical instrument business, leaving my Dad doing some part time technical moderation and repair to the equipment. Briefly, the sole trader business serves mainly the UK market, occasionally reaching European destinations. I would like to take over from Mum upgrading my career into a more marketing venture, trying to use my skills in Spanish to conquer Spanish market, with the view to taking over the administration and marketing side from my mother. I have noticed that the European trade is easy to acquire if you can show good communication relations and offer some kind of technical support. Especially, if there is a research element to the equipment order. Some clients are university clients and surveyors wanting to check the ground for which they are building on. I am good on computers and can already do administration. I can foresee myself taking on the marketing side and concerntrating on trying to see where the big projects are happening in Spain which will require the equipment. I will get hold of project managers and site addresses, sending a business card with a sheet of information about the equipment. This table compares foreign workers output compared to Germans. I speak good German from school and I have noticed a trend in more efficient workers means greater demand for equipment, because often finances are more...
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...Τίτλος Μαθήματος: Change Leadership Φοιτήτρια: Σταυρακάκη Μαρία Ηράκλειο 2016 ΠΕΡΙΕΧΟΜΕΝΑ ΠΡΟΛΟΓΟΣ 3 ΗΓΕΣΙΑ 4 ΟΡΓΑΝΩΣΙΑΚΗ ΑΛΛΑΓΗ 5 ΠΕΡΙΟΡΙΣΜΟΙ ΣΤΗΝ ΟΡΓΑΝΩΣΙΑΚΗ ΑΛΛΑΓΗ 7 ΗΓΕΤΗΣ VS ΜΑΝΑΤΖΕΡ 8 ΗΓΕΣΙΑ ΚΑΙ ΟΡΓΑΝΩΣΙΑΚΗ ΑΛΛΑΓΗ 10 ΜΕΤΑΣΧΗΜΑΤΙΣΤΗΣ ΗΓΕΤΗΣ ΚΑΙ ΟΡΓΑΝΩΣΙΑΚΗ ΑΛΛΑΓΗ 12 ΒΙΒΛΙΟΓΡΑΦΙΑ 14 ΠΡΟΛΟΓΟΣ Στην παρούσα εργασία αναλύεται η έννοια της ηγεσίας και ο ρόλος του ηγέτη στις σύγχρονες επιχειρήσεις. Αναδεικνύεται η αναγκαιότητα της οργανωσιακής αλλαγής των οργανισμών καθώς και τα προβλήματα που παρουσιάζονται κατά την διαχείριση της. Γίνεται διάκριση του ρόλου του ηγέτη από τον ρόλο του μάνατζερ κατά την οργανωσιακή αλλαγή και επικεντρώνεται στην σπουδαιότητα του ρόλου του ηγέτη στην ομαλή οργανωσιακή αλλαγή καταλήγοντας στον καταλληλότερο τύπο ηγεσίας για την διαχείριση της. ΗΓΕΣΙΑ Η ηγεσία είναι μία ευρύτερη έννοια , η οποία έχει πλαισιωθεί και οριστεί με πολλούς και διαφορετικούς τρόπους. Ακόμα και σήμερα προσπαθούν μελετητές και επαγγελματίες να αποδώσουν σωστά αλλά και να καταλάβουν σε βάθος το φαινόμενο αυτό. Πιθανότατα να μην μπορεί να αποδοθεί πλήρως ακόμα και σήμερα η έννοια της ηγεσία , παρόλα αυτά έχουν γίνει πολλές προσπάθειες απόδοσης ολοκληρωμένου ορισμού (Lopez, 2013). Ένας ορισμός που θα μπορούσε να συμπεριλάβει την έννοια της ηγεσίας θα μπορούσε να είναι : ΄ η διαδικασία κατά την οποία ένα άτομο (ηγέτης) επηρεάζει μια ομάδα ατόμων (ακολούθους) έτσι ώστε να επιτευχθούν οι επιθυμητοί...
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...Keywords Empowerment, Language, Leadership, Organizational change, Resistance, Teamwork Abstract Resistance to change is a centerpiece in the traditional change agenda. The author argues that resistance to change is not a basic part of our make-up and he uses the example of his grandfather’s l ife to provide examples of the many dramatic changes that have successfully impacted on people’s l ives during the twentieth centur y. The author outl ines the leadership inadequacies that result in change initiatives being rejected. Central to these leadership problems are a lack of vision, l imited integ r ity, lack of coura ge, inappropr iate langua ge, l imited understanding of true empowerment, and only a passing commitment to leadership as service. The argument concludes that while many modern leaders have been trained in the what and the how of change, the real problem lies in the fact that the why and the who gains remains largely mute. William (Bill) Burdett was born in 1896 in a small village in Northamptonshire, England. Like many of his generation, he fought in, what has been referred to ever since as, The Great War. Indeed, well in to his 80s, he could describe with vivid detail the Battle of Jutland and the scuttling of the German fleet at Scapa Flow – events that came alive as he described, not what the history books said, but what he personally witnessed. And though he was not blessed with an unusual level of talent, or even with an extra stroke of luck, this simple...
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...Leadership and Change Archie Norman was able to use his leadership skills to bring Asda out of ruin into a highly successful business. When he first came into the company and noticed the dysfunction among top management, he wasted no time in restructuring his team. The Heifetz and Laurie article has pointed out that many leadership are not able to make the distinction between leadership and authority. Norman was able to clarify this distinction, faced the problems of the company, which enables the company to move forward. After restructuring the top management due to their dysfunctional nature, Norman also did away with the lavish spending management was spending on themselves. Archie was also not afraid to hire people whom he can learn from. We see that adaptive work is challenging because By protecting leadership below, he encouraged great performance. It also continued the pace of growth of the company. In his video, Norman said, it is important to protect the worker and continue promoting even through bad times. A person’s career should not come to a halt because of bad times. He also regulated distress by making employee adjustments early on when he first took over. Mr. Norman also wanted everyone to understand the situation the company was facing and have open communication throughout the company. One major characteristic of Norman’s management style was that he wanted to give the work back to the people. By giving the workers a greater autonomy...
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...Martin Luther King, leadership, transformation, change. The research finds that Dr. King personified the four characteristics of transformational leadership. It also illustrates King’s leadership legacy through modern works on leadership. Few individuals have made such a significant contribution to the advancement of modern society as Dr. Martin Luther King Jr. Born into a family of Baptist ministers in Atlanta, Georgia, in 1929, Martin Luther King also became a Baptist minister and rose to national prominence through the organization of the Southern Christian Leadership Conference and as leader of the Civil Rights Movement in the United States from the mid- 1950s until his death by assassination in 1968. Awarded the Nobel Prize for Peace in 1964, his leadership was fundamental to that movement's success in ending the legal segregation of African Americans in the southern states, and other parts, of the United States. Inspired by Gandhi's philosophy of non-violence, King promoted non-violent tactics for social change such as the massive March on Washington (1963), although he never witnessed his dream of a United States in which all Americans would have racial and economic justice. King’s vision of racial justice and love, provided hope and opportunity to African Americans beset by daily hardship and injustice and the impetus to initiate far-reaching social and political change. His ability to transform the struggle for racial equality into a vision with understandable, concrete...
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...Readings for this week to help with assignments: Change in Leaders One of the major reasons why organizations are unable to adapt to the fast-paced, changing environments of today is the lack of effective change leadership. Leaders who are successful in guiding their organizations through change are typically those who: * Embrace change in the environment as opportunities on which to capitalize. * Are vision artists—they can paint a picture of the future that is vibrant and clear to all * Have the ability to communicate to all levels of the organizations the values and attitudes that will promote change and adaptability. * Accept mistakes and the learned lessons they provide. * Are comfortable working in a world of uncertainty. In order to understand how to successfully lead change, it is essential to understand the types and process of change. Nahavandi (2012) proposed five different types of change. Type of change | Description | Planned | Planned change occurs when leaders respond to a specific problem or pressure with a conscious effort. | Unplanned | Unplanned change occurs without an intention to address a problem. It is random or sudden. | Evolutionary | Evolutionary change does not occur all at once. It is a gradual process. | Convergent | This type of change, while evolutionary, is a result of specific actions that leaders take. | Revolutionary or frame breaking | This type of change is typically rapid and dramatic. | Leaders play...
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...Running head: ASSIGNMENT 1.3 Assignment 1.3 Bellevue University Leadership for Change MHAL 847 Dr. Dey Jul 22, 2005 Abstract There are at least eight reasons that we have discovered why leadership at the top of the healthcare corporate ladder often fails to lead effectively during times of change. They are complex organizational structure, unfamiliar environment, fast pace of change, lack of time, lack of shared vision, inappropriate compensation, imbalance of power and mediocre CEOs (Dye, 2000). This paper will describe two of these factors as they relate to my organization. Assignment 1.3 There are at least eight reasons that we have discovered why leadership at the top of the healthcare corporate ladder often fails to lead effectively during times of change. They are complex organizational structure, unfamiliar environment, fast pace of change, lack of time, lack of shared vision, inappropriate compensation, imbalance of power and mediocre CEOs (Dye, 2000). Although I do not work in the field of healthcare, I believe many of these reasons can explain why leadership in general fails to lead in times of change. There are two factors that I have noticed more prominent within my organization. The first of which is lack of time. As Chairmen, Deans and Associate Deans there are constant demands of our time. We must oversee many functions and staff. All too often, we are required to make very important decisions that impact the staff, student and organization...
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...Final Proposal 1.Introduction The purpose of this Final Proposal is to analyze the situation around JSC «YXY», to identify the internal and external problems become the triggers of the organizational decision to implement the change. To provide the organization with the diagnosis of factors contributing to change implementation. To determine the groups of stakeholders involved in change process, their interests in relation of this process and predict their behaviour, fears and concerns. We should emphasize the role of leadership, to define the challenging aspects causing the resistance to change, and to offer the methods of its reduction and overcoming. Finally, we will provide the organization with transformation model and give recommendations in order to succeed the people buy-in during the change preparation and implementation process. 2.Background to the Situation of Change (A) Organizational internal problems JSC «YXY» , the regional retailing company and distributor whose results have been in decline for 2 years, needs for significant change. The organization has faced the following problems and issues: Main problems and issues: -High rate of personnel turnover. -Low material interest of stuff in sales results. The personnel has no clear sense of responsibility allocation within the company and does not understand for whom to appeal to settle the current issues. -Ongoing decline in profitability as a result of the existing management system which does...
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...Contents Vision 5 Mission 5 Values 5 Objective 5 Leadership 7 Interviews 7 General Interview of the General Manager (Leader) 7 Views about Leadership 7 Emotional Intelligence Interview 8 Self-awareness 8 Self-Management 9 Building relationships 10 Social Awareness 11 Theory in Practice 12 Leadership Capabilities 12 Sensemaking 12 Relating 12 Visioning 12 Leadership style 12 Transactional Leaders 13 Transformational Leaders 13 Leadership Grid 13 Change 17 Change in last one year 17 Change in HR 17 Major Change 19 Driving forces of change 19 Manager A 19 Description 19 Change Factors (why to bring change) 19 Diagnosis 20 Causes 20 Effects 20 Intervention 20 Way of intervention 20 Institutionalization 20 Manager B 21 Description 21 Change Factors (why to bring change) 21 Diagnosis 21 Causes 21 Effects 21 Intervention 21 Way of intervention 21 Institutionalization 21 Manager C 22 Description 22 Change Factors (why to bring change) 22 Diagnosis 22 Causes 22 Effects 22 Intervention 22 Way of intervention 22 Institutionalization 23 Manager D 23 Description 23 Change Factors (why to bring change) 23 Diagnosis 23 Causes 23 Effects 24 Intervention 24 Way of intervention 24 Institutionalization 24 Manager E 25 Description 25 Change Factors (why to bring change) 25 Diagnosis 25 Causes 25 Effects 25 Intervention 25 Way of intervention 25 ...
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...Implementing a Leadership Change LDR/531 January 31, 2011 Options for Implementing Change In 1996, Gene One entered the biotech industry with groundbreaking gene technology that eliminated disease in tomatoes and potatoes. As a result, farmers no longer needed to use pesticides when growing these plants and consumers were pleased to buy homegrown products untainted by chemicals. Gene One grew from $2 million to a $400 million company in eight years (University of Phoenix, 2011). Gene One’s success also brought with it an increase of stock indices on Wall Street indicative of an augmented interest in the biotechnology field. Leadership changes at the Food and Drug administration increased confidence in investors in the biotechnology field. Don Ruiz and board members believed a 40 percent annual growth target would keep them competitive. Don Ruiz believed the way to acquire additional funding to maximize growth and remain successful would be an initial public offering (IPO) within three years. Upper management and board members varied leadership styles prove to be challenging when considering a replacement for the chief executive officer (CEO) Don Ruiz. Some members of Gene One management team was not in agreement with an initial public offering, expressed reservations. Some members of management expressed concern of managers being deficient in their leadership skills, experience to handle the next level, and suggested terminating these managers...
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...Transformational Leadership and Change: How Leaders Influence Their Followers' Motivation Through Organizational Justice Carl Deschamps, researcher, Universite Libre de Bruxelles, and Solvay Brussels SchoolEconomics and Management, Brussels, Belgium; Natalie Rinfret, PhD, CRHA, professor, Ecole nationale d ‘administration publique, Chaire La Capitale en leadership dans le secteur public, Quebec, Canada; Marie Claude Lagace, researcher, Ecole nationale d'administration publique, Chaire La Capitale en leadership dans le secteur public; and Catherine Prive, researcher, CRHA, Alia Conseil Inc., Quebec, Canada E X E C U T I V E S U M M A R Y In the past decade, the reform of Quebec's healthcare establishments has resulted in a reduction in the number of institutions through mergers and closures. In this report, we investigate the consequences of reform by looking at managers' motiva tions and related mitigating factors. We examine the influence that transformational leaders have on their employees' motivation through organizational justice. Using a survey of 253 healthcare managers, we describe how the positive impact of transfor mational leadership on motivation is fully mediated via different aspects of organiza tional justice. The results indicate that while transformational leaders influence each type of organizational justice, followers' motivation is affected primarily by proce dural and interpersonal justice and little by distributive justice. ...
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...Implementing Leadership Change Gene One is a biotechnology company that has had success with engineering foods that are disease free and grow at increased rates. Vegetables such as tomatoes and potatoes have been grown without the use of pesticides and other harmful chemicals. These breakthroughs have changed Gene One from a $2 million start-up company into a $400 million company on the verge of going public. The original members of Gene One are challenged with organizing the company and preparing it for an initial public offering (IPO) on Wall Street. The IPO requires the company to make several changes to the structure of the company’s executive board, marketing strategy, and product invention. Leadership at Gene One must identify weaknesses in management concerning the IPO, and the stress associated with going public. Management is challenged with accomplishing one of the following: 1. Gene One becomes a public company and the goals suggested by the chief executive officer (CEO) are met by adding new people to the existing staff and retaining the team’s culture. 2. Gene One becomes a public company and the goals suggested by the CEO are met by removing people and changing the company’s culture. Both of these options require management to move forward with the IPO and to make stressful decisions concerning the company’s future. Dealing with the stress of the change will determine the success of the IPO. “In an intelligently managed organization...
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...then CEO Leo Apotheker’s struggle to keep the $ 9.5 billion organization competitive, and a stock plummet of 47 percent. (Levy & Kucera, 2011) I venture to guess that Hewlett-Packard’s board was banking on Whitman using her proven talent as CEO of EBay Inc. to expose Hewlett-Packard to fresh management methodologies, systems, and approaches that differ from those used internally. (Sullivan, 2005) What happended at HP under the leadership of Leo Apotheker? Leo Apotheker was replaced after only eleven months as Hewlett-Packard’s CEO. Apotheker was the former head of European software giant SAP and was hired by Hewlett-Packard, one of the United States’ predominate hardware companies. HP’s software business made up around 2% of the company’s annual $125 billon revenue. (Goldman, 2011) Apotheker unsuccessfully tried to shift Hewlett-Packard’s culture from a hardware company to a more profitable software business. He knew and was successful in the software business and couldn’t make the transition to HP’s business plan. He made poor leadership choice and was stubborn about acquisitions, like Palm and Autonomy. By the end of tenure he wanted to take HP out of the hardware business altogether, an area of the market that HP led both in the United States and globally. (Goldman, 2011) Apotheker’s poor execution of his vision and lack of communication to investors drove HP stock shares down more than 40% in less than a year. He not only failed at conveying his vision for HP...
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