Leadership Case Study: Leadership Agents And Change Management

The case revolves entirely about leadership agents and change management. The leadership changes made at the apex and the drive to have a strategic focus resulted in structural changes of the university. To ensure that this initiative produces the desired output, it requires a huge commitment from employees at all levels. The senior management plays a pivotal role in ensuring the transition is smooth and all employees are made part of the decision making process. With respect to the case we shall analyse two change processes and try to understand the effects on the organization. The change agents for this exercise are Prof Lot and Prof Court accordingly. The stress is on the leadership styles, the necessary changes which are critical to make
The things started off in a promising way but then everything went haywire. The working parties recommendations included increase in student numbers, introduction of new courses and increase in quality of academic performances. Having knowledge of the working parties recommendations Prof Court unveiled the plans for the new initiatives. This was not received very positively by the staff because no where they were involved in the consultation or the decision making process. This was very uncomfortable and took people by surprise because they have to embrace the unknown. There was a sense of insecurity among the staff because one of the recommendations talked about redundancies in the system. The faculty, admin, deans and research associates should have been part of the consultation process. This would give an idea of what the employees think on the strategic roadmap prepared during retreat. Since they are the stakeholders in this process as well it is important to understand how they perceive of this change and how they can contribute in the transition
They can be made partners in the exercise and to do that we have to first develop confidence and trust. In long term all the employees have to be part of this endeavour involving gaining buy in of the value of change and probability of success. Openness to constructive criticism and willingness to revise change plans based on the feedback are crucial for the smooth execution of he plans. Transparency and clear articulation of the need benefits and motivations behind change have to be clearly communicated and they should be convinced that it is best for organization. Emphasize more on effective management style while encouraging collaboration and while avoiding the use of power and coercion. Develop quality manager- employee relationship and employee development opportunities to determine how they can be improved in a meaningful way and follow through with the implementation of those initiatives. Provide ample and quality communication about change plans, associated implications and implementation actions. Provide clear and appropriate details to ensure individuals understand the change how it influences them and what is expected of them. Be sure that values, goals and management actions are in line with and consistent with the change initiatives. Provide meaningful information about the change to staff solicit their input and opinions and encourage involvement in the