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Running Head: Implementing a Leadership Change Options for Implementing a Leadership Change Organizational Leadership University of Phoenix – Online LDR 531 September 28, 2009 Introduction In any organization, changing leadership can create more shifts and deeper changes within the company’s walls. Usually, a new change in leadership comes at a time when the organization needs a new vision, or plan in its operating systems. Going through any type of leadership change can create tension among the employees and make them also feel unsure and threatened with their job security and their position.
Communication is key during these times of change, but many leaders do not take think about, or take into consideration how important relaying information about the change within the organization is. Unfortunately, leaders are quick to announce change surrounding the organization; however they seem to forget the impact that these changes will have on the business as a whole. The GeneOne Company The GeneOne Company is booming by leaps and bounds. Leadership for GeneOne believes that it is time to get the word out about this company.
Before the company can go public, some changes will need to happen within the structure of GeneOne. Senior leadership has a few different ideas on what should occur. A few members of the leadership team think that this is the perfect time to go public, while some feel that the company is not ready yet, and by going public would be a big mistake (GeneOne Scenario, 2009). Some of the players in this scenario are Don Ruis who is the Chief Executive Officer (CEO) of the GeneOne Company. He realizes that the organization does not have any experience with IOP’s.
He knows that before the GeneOne Company goes public, it is vital to look into what is necessary for the company to go public. The Chief Financial Officer (CFO) is Michelle. She thinks that going public with the company is a great idea, but she wonders if the timing is right. She is questioning if the GeneOne Company will be able to prevail over recent bad publicity geared towards the industry. Don’s niece, Teri, is Chief Technology Officer (CTO) for GeneOne. Teri appears opposed to the change, though has justifiable ideas on how the changes should take place. The Marketing Officer is Charles.
He is exceptional in marketing, but has troubles concentrating on details (GeneOne Scenario, 2009). Investigating the GeneOne scenario was intriguing. Team C brought up how this change could affect the team leaders and the question was raised on who would be better suited to lead the company. In the GeneOne scenario, one employee quit just before the company was planning to go public. This should not come as a surprise. People handle change differently. Some are able to embrace and accept change and there are those who resist change and will not accept anything new.
To avoid this from happening, companies can make sure that communication is open, and consistent with their employees; and also asking for ideas and feedback from their workers so that they can feel a sense of ownership in the change. By doing this, it will make the employees feel like they are participating in the change. Having the employees kept informed and involved should lessen thoughts of insecurity within the company (GeneOne Scenario, 2009). Changes Needed Prior to Going Public
There are specific items that can be done to make GeneOne ready to go public. Greg and Michelle are leads in the human resources department. They can take a look at the Sarbanes-Oxley Act (SOX Act). The SOX act is crucial to the organization going public. The act affects the Gene One company in countless ways. This act involves the IPO board, which consists of independent directors and at least one of the members of the IPO board has to have a CFO or CPA background. The GeneOne Company is to give the SEC financial documents which will be their responsibility.
Michelle thinks that an external accounting firm will need to be hired to make sure all the numbers are accurate. From a human resources point of view, Greg felt that the executives and the board at GeneOne would need to be making sure their methods are on target, and is without any discrepancies. He also thought that the approach used to announcing the change to their workers about the organization going public would be important (Soxlaw. com, 2009) (GeneOne Scenario, 2009). Teri, the CTO, is brilliant at creating new inventions, but she is opposed to change and expanding.
Her way of thinking could save the company money due to costly mistakes or this could restrain the company towards new innovations. With Michelle’s financial background and Teri’s creativity, the GeneOne Company could possibly achieve stability in financial and creative responsibility. However, these two individuals do have their problems, but together they are quite productive in new ideas, and discussions (GeneOne Scenario, 2009). The Situational Style of Leadership The situational style of leadership seems to be the best fit with the changes happening within GeneOne.
Leadership and management will need to adapt to the changes and cooperate in the entire shifting taking place between management and staff. Making sure that employees are kept current on all changes taking place at the GeneOne Company will help ease tension and decrease the amount of staff lost during this time of transition. For this scenario, the Situational Leadership style was chosen to implement changes within GeneOne. This type of leadership style includes a number of styles and creates a balance in the decision-making process.
A situational leader can adopt different styles of leadership depending upon the situation. It focuses on the situation at hand and how leaders manage change in the organization. Ken Blanchard and Paul Hersey were the first to introduce this concept of leadership (Chimaeras Consulting Limited, 1999) (GeneOne Scenario, 2009). Hersey and Blanchard noted in there retrospect of the Situational Leadership style that the name, and the theory had been inspired by the “changing leadership style needed by parents as a child grows from infancy through adolescence to adulthood” (Changingmind. rg, 2009). It is apparent that the company, GeneOne, could be regarded in this way of thinking. In this scenario, the leaders of the company act like parents and their children are the company, GeneOne. When the company changes and expands, the way the company is managed does as well; which creates a balance between relationship behaviors and task. This type of style is a great way to manage a company and lead employees. “The Situational Leadership Model is about being more effective as a leader.
This involves matching your leader behaviors; behaviors you use when trying to influence someone else; with the performance needs of the individual or group that you work with. It is about adapting the directive and supportive behaviors you use to match the readiness of others to perform specific tasks or functions. The model is simple; it works, and achieves results” (moneyzine. com, 2007). It is important to have leaders who are effective and supportive. Behaviors need to be supported so that changes can be implemented so that the company can go forward with going public.
GeneOne needs this type of leadership (GeneOne Scenario, 2009). The End-Vision The end-vision for GeneOne is to establish a new and improved product with a selection that can be capable of changing the existence of the population across the globe. The company’s vision and mission is to make every effort to produce new and innovative technology that will lead to fresh, affordable, and healthy produce around the world. GeneOne is dedicated and strives to do the right thing in making contributions to society and their stakeholders.
Hopefully, this declaration will create a sense of balance towards the reaction from the public with the company going public. This organization will be committed to their stakeholders, but also to the employees, and the organization as a whole. The GeneOne Company needs to attract the interest of the public and all the citizens of the world and do what is best for all. Conclusion By implementing the changes above, the GeneOne Company will ultimately change and improve the culture of the company and their products.
Offering new and innovative produce can open a broader market, plus building, and maintaining long term relationships. Companies need to look ahead, but at the same time, keep employees involved an informed. Understanding GeneOne’s vision and mission is important for the success of the company. Having strong and influential leaders at the helm is a great place to start for long term success. References Changingmind. org (2009) Hersey and Blanchard’s Situational Leadership. Retrieved from http://changingminds. org/discipline/leaderships/styles/situational_leadership_hersey_blanchard. tml Chimaeras Consulting Limited, (1999). Famous Models: Situational Leadership. Retrieved from http://www. chimaeraconsulting. com/sitleader. htm GeneOne Scenario (2009). Retrieved from https://ecampus. phoenix. edu/secure/aapd/gbam/xmba520. 1/MainPage. asp Moneyzine. com (2007) Situational Leadership. Ben Sharlow, Editor. Retrieved from http://www. money-zine. com/Career-Development/Leadership-Skill/Situational- leadership Sarbanes-Oxley Act (2009) The Sarbanes-Oxley Act of 2002 (SOX). Retrieved from http://www. soxlaw. com/