Leadership and Change Management

1. Leadership styles that Olaf Swantee should adopt

There are several types of leadership styles are there in the business environment and all these leadership styles have their advantages and disadvantages. The culture, Goals and objectives determine which leadership styles will be suitable for Olaf Swantee's Organization. There are several leadership styles which Olaf Swantee can adopt for the upcoming takeover of BT. These leadership styles are as follows...

Laissez-Fair

This leadership style is inadequate in providing direct supervision to employees and fails to provide feedback to those individuals who are under their supervision. This leadership style is characterized by very little guidance from the leader to their team and gives complete freedom to the team members for decision-making. In Laisse's fair leadership style team members have to solve their problems at their own leaders does not help. Laisses's fair leadership style can be effective in some situations at Olaf Swantee's firm if their team members are highly motivated, skilled and capable of working on their own. If group members are skilled and have efficient knowledge to work independently then these team members are capable enough to complete the task with little guidance. However, This leadership is style is not suitable in situations where team members do not have sufficient knowledge and experience for decision-making and completing the task. Moreover, This leadership style is mostly identified as unsolved and withdrawn which can be harmful for the organizations. Thus, This leadership style is not suitable for Olaf Swantee for upcoming takeover of BT.

Autocratic Leadership

The autocratic leadership style is one of the most effective leadership styles and is recognized as directive leadership. In this leadership style leader of a group or a team has complete control over the team and task. This leadership style is mostly implemented in small business enterprises because their operations and functions are small and possess limited employees in the firm. The autocratic leadership style is considered a traditional style of leadership. The autocratic leadership style is most effective in working environments because of its instant decision-making. In this style leader is completely responsible for decision making and these decisions are made without consulting with team members. Moreover, in this leadership style leaders typically supervise all the activities of their team members and employees. Due to this supervision employee works effectively which results in increased profitability and productivity. However, autocratic leadership style has some disadvantages as well. Due to this leadership style team members are completely dependent on the leaders for decision making and completing the task. This style is effective in the presence of the leader only. Moreover, This leadership style increases the burden on the leader because they have all the responsibilities of decision and reviewing the teamwork.

Democratic Leadership

Here, This leadership style is also known as participative leadership style. In this style of leadership leaders also take the opinions and suggestions from their team members and give value to them. However, the final responsibility of decision-making still lives with the leader. This leadership style boosts employees' moral because it provides the opportunity for team members to their effective contributions to the decision-making process. A democratic style of leadership motivates team members. When the firm needs to make changes in the management of organizations, democratic leadership helps them to accept the changes easily because they are also involved in the decision-making process. When the firm encourages employees to give their opinions and suggestions for change in management or other management practices, The firm can get several suggestions and ideas from their workforce which the organization can adopt for achieving its goals and objectives. Democratic leadership empowers the employees to be creative and innovative to develop more profitable and productive work processes that can make the organization more efficient and successful. However, This leadership style requires some favourable conditions that employees and team members must be knowledgeable, skilled and capable enough to give effective suggestions. Sometimes, this leadership style delays decision-making and implementation because there is more than one person involved in the leadership style. Further, this leadership style is decentralized. Thereby, less qualified executives cannot utilize this leadership style.

The Further Part is in the Appendix

However, it is recommended that Olaf Swantee adopt a democratic leadership style. Democratic leadership style will be helpful in a successful takeover of BT. Since the democratic leadership style involves the participation of all employees and team members, it will help motivate employees and increase their morale. Democratic leadership style asks for input from the workforce in the decision-making process of the organization. The workforce can provide sufficient information with respect to the firm's issues and conflicts and accordingly, employees can provide suggestions to the leaders. Through these suggestions and opinions, the leaders of Olaf Swantee can create a better action plan for the upcoming takeover of BT. Here, in a democratic leadership style, the leaders involve their employees in the decision-making process. Thereby, the workforce can easily accept the policies and decisions which are ranged by general agreement. This leadership style in Olaf Swantee will motivate the employees and lower the resistance to new policies, rules and regulations which will increase the process of implementing the ideas. Through a democratic leadership style Olaf Swantee can increase its employee's morale because of their suggestions and participation in the decision-making process the employees will feel that they are liable for the success of the organization. Moreover, democratic leadership provides the opportunity to utilize the capabilities and knowledge of the workforce. However, it is recommended that Olaf Swantee should adopt a democratic leadership style for a successful takeover of BT.

2. Change management models for the EE takeover of BT

There are several models for change management such as Kotter's 8-step change model and McKinsey's 7S framework for reviewing organizations' capabilities from different prospects. These are as follows...

Kotter's 8-Step Change model

The changes are constant in the organizations. Thereby the workforce should be capable enough to be competent to these changes. The changed management can be easily adopted in EE for the takeover of BT with the help of Kotter's 8-step change model. These 8 steps of change are as follows.

1. Establish a sense of urgency

In the first step according to Kotter's change model Olaf Swantee, chief executive of EE should develop a sense of urgency in the employee's mind that change is necessary for achieving the goals and objectives. Through this cited firm can motivate its workforce for change.

2. Form a strong coalition

In the second step, the cited firm has to convince its employees that change is necessary and that the employees should develop a powerful collaboration. In establishing a powerful coalition of employees EE would require strong leadership and has to provide visible support to its team members. When the management of EE will be successful in building a powerful team. The employees will promote teamwork around the need for urgency.

3. Create a vision for change

Further, when employees in EE start thinking about the changes they can provide many ideas for managing the takeover of BT. The management should link these concepts to the overall vision for which the change is happening. A clear vision will help the employees to understand the need for change in the organization.

4. Communicate the vision

After creating a vision the management should communicate this vision to all team members. The vision should be communicated effectively between employees of EE and they should have a strong desire to work on this vision.

5. Remove obstacles

In continuation to following these steps, the firm can reach the effective place of the change process. The firm should put in place the structure for change and continuously examine if there are any obstacles coming in between. Removing these barriers can empower the employees of EE to execute the vision.

6. Create short-term win

Furthermore, The cited firm should create short-term targets also along with long-term goals and objectives. When the employees achieve these short-term targets it will motivate them to achieve the long-term objective of EE and it will also help in managing the takeover of BT.

7. Build on the change

The 7th step describes that employees should continuously develop change management. Each success in change management will provide the opportunity to build what is correct and what can be improved. The firm can set goals to continue building on the strength EE have achieved.

8. Incorporate the changes in corporate culture

At last, in this stage, the firm should make the changes to stick to the organization. This will help in establishing powerful change management of BT takeover. For incorporating these changes EE can discuss the progress with employees whenever they get the opportunities. For instance, cited firms can tell their employees the success stories of the change process and tell other success stories related to this. Moreover, the firm can also involve the change in ideas and values at the time of recruiting and selecting a new workforce.

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Mackinsey 7S framework

The Mckinsey's 7S model can be used for managing EE's takeover of BT. Through this framework, EE can improve the performance of its employees and identify the positive effects of changes within an organization (Long-Crowell, 2015). Mckinsey's 7S model involves 7 Mutually beneficial factors for the firm and their employees. Which is as follows...

1. Strategies

The strategies are defined as the plan which is formed to maintain and develop a competitive advantage of managing the change with BT takeover.

2. Structure

The structure defines the authorities and who reports to whom.

3. Systems

Further, this element describes the routine operations and functions of the business

4. Shared Values

Shared values are also known as secondary goals of the firm. These are the core values that EE evidences in the corporate culture and general work.

5. Style

The style depicts the leadership style it has adopted to manage changes of BT takeover.

6. Staff

The staff is the workforce of an organization. This also depicts the remuneration and how they can be attracted and retained in the firm with what capabilities (Todnem By, 2005).

7. Skills

Skills are concerned with the competencies of the employees for working in the organization and managing the change of BT takeover.

The Further Part is in the Appendix

However, the EE takeover of BT can be managed by applying these models in the practices of the cited firm's operations. With the help of Kotter's 8 steps of change management, the firm is making its workforce improve their performance which will help the organization in the takeover of BT. Moreover, With the support of these models, the workforce of EE has improved its performance and is capable enough to achieve all short-term and long-term objectives of the firm.

3. Managing resistance to change during the takeover and ethical recommendations

Resistance to change is the action taken by employees in the organization when they realize that a change is occurring in the organization as a threat to them. The resistance to change can be managed during the takeover of BT. It is recommended that EE increase the participation and involvement of all employees in the decision-making process. When the workforce is involved in the change effort they will be more capable of adopting the changes with regards to BT takeover rather than resist the changes. This participation and involvement can be increased by effective leadership within the workforce. However, EE is recommended to adopt a democratic leadership style which encourages employees by involving their opinions.

Thus, by applying this strategy the firm can easily manage resistance to change during the BT takeover. Furthermore, cited firms can also manage the resistance by providing training and by establishing effective communication with the workforce. This is one of the best-recommended ways to overcome resistance to change during the takeover of BT. The firm can provide training to its workforce about the change and communicate its advantages to the organization and individual employee's careers. Moreover, during the takeover of BT, the firm should generate expected factors of resistance and a special plan of action to manage these resistances. This action plan for managing change should focus on all individual of the team through their own change process and by addressing the obstacles for successful change.

The indications of resistance are noticeable when some employee make complaints or do not attend meetings, do not provide suitable information related to their work and if he does not apply the change in their behaviour. However, it is recommended ethically that Olaf Swantee, chief executive of EE and other key people of EE make their own efforts for more effectiveness in managing resistance to change during the takeover of BT by organizing meetings with employees and the operating group. In these meetings, the firm can have discussions about the changes. This can be initiated by shifting their attention from the reality of the program, technical details, work agreements etc. In these discussions, the cited organization can inform their workforce about the benefits of this takeover and how it will increase the profitability of the organizations. Moreover, The firm can also make them aware that change management will help the organization to achieve its short-term and long-term objectives and organisational growth will be helpful in their career growth as well.

Conclusion

Leadership plays a significant role in organizations for managing changes. The effectively adopted leadership style in the organization can also help in achieving the organizations short-term and long-term objectives. Moreover, the proper leadership in the organization will help the organization to motivate its workforce. Hence, it has been concluded in this report that through effective leadership the firms can manage the changes effectively. Further, this report helped in understanding the change management models and how changes can be managed in organizations. Also, training and communication is very important in the organization to manage the resistance to change.

References

• Anderson, D. and Anderson, L. A., 2010. Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley & Sons.
• Beerel, A., 2009. Leadership and change management. Sage.
• Caldwell, D. F., Chatman, J., O'Reilly III, C. A. and et. al. 2008. Implementing strategic change in a health care system: The importance of leadership and change readiness. Health care management review.
• Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

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