Evaluating Leadership Strategies for Effective Organizational Change

To avoid the condition of rumor in an organization, it is essential to communicate and make employees understand the new strategies prepared for their job roles. This approach can help employees work hard towards achieving organizational goals by adopting the new strategies developed. By using this suggestion, Olaf Swantee can also develop good teams that will contribute to the betterment of the organization. Moreover, effective leadership styles, theories, and change models can aid in managing resistance to change during takeover, as seen in the case of BT and EE Company.

Leadership and change
management

Table of Contents
INTRODUCTION ..........................................................................................................................1
LEADERSHIP STYLES TO ENSURE SUCCESSFUL TAKEOVER..........................................1
CHANGE MODELS TO MANAGE TAKEOVER PROCEDURE...............................................3
EFFECTIVELY...............................................................................................................................3
VARIOUS RECOMMENDATIONS TO OLAF SWANTEE TO MANAGE RESISTANCE TO
CHANGE AT THE TIME OF TAKEOVER..................................................................................5
CONCLUSION ...............................................................................................................................6
REFERENCES................................................................................................................................7

INTRODUCTION
Leadership is the act of leading a group of individual in the organization to achieve the
desired objective. On the other hand Change management is the process that guides the company
how to prepare and support individual to successful adopt the various change that take place in
the organization. The following case study depicts about the merger of two products (i.e. Orange
and T-Mobile). In this case study, various types of leadership style are used in order to successful
implement the takeover of the products by BT Company. This report is going to show what
leadership style is used by the Olaf Swantee in order to ensure the successful takeover. In this
report, different types of change models like Kotter, Lewin and McKinsey 7 S are used to
evaluate how EE takeover by BT can be managed properly. In this report, resistance to change is
discussed and at the same time how resistance to change can be managed during the takeover is
also discussed. At last, suggestion and recommendations are also going to be discussed in order
to overcome the various problems faced by company at the time of takeover.
LEADERSHIP STYLES TO ENSURE SUCCESSFUL TAKEOVER
The following case study depicts about the merger of orange and T-mobile by BT
Company. Therefore, in order to ensure the successful takeover between both the companies,
Olaf Swantee (a chief executive of EE Company) has considered various leadership styles. Olaf
Swantee has used these styles in order to ensure the successful takeover from his own company
side. He has used these styles to prepare employees for the takeover as well as to let his
employee and staff members to easily adapt the changes that are going to take place after the
takeover by BT of the two products orange and T-mobile which are manufactured by EE.
Therefore, some of the leadership styles that could be adopted by Olaf Swantee to ensure a
successful takeover are as follows:-
Autocratic Style: In Autocratic leadership style, all the decisions are taken by the
managers of the company only without any availability of employee input or interference. In this
type of style, managers simply impose the decision and challenges on the employees (Anderson
and Anderson, 2010). Olaf Swantee can use this style in order to successful implement the
takeover of the orange and T-mobile by BT Company. Olaf Swantee can simply impose all the
decisions and challenges on the employees related to takeover. Therefore, at the same time it
could be said that using of Autocratic leadership style can demotivate the employees and staff
1

members who in turn can result in the unsuccessful takeover. In this style, all the decisions and
challenges imposed by the managers that may not be liked by the employee.
Democratic Style: In this type of leadership, managers consult with their subordinates
about the formulation of various plans and policies that company can adopt. In this style,
employees are encouraged to participate in the various organizational activities (Bellas and
Koustellios, 2014). Therefore, this style can be used by Olaf Swantee in order to successfully
implement the changes that take place at the time of takeover. But at the same time, if proper
communication is not made between the managers and subordinates than in that case successful
takeover condition can be affected. Ideas and suggestions taken by the subordinates for the
formulation of police and plans may sometime prove to be wrong because of lack of experience
in the respect of employees.
Situational Style: This style of leadership is used by the organization when leader or
manager of the company needs to adjust the various styles in order to fit the development level
of the followers (Todnem, 2005). Therefore, Olaf Swantee can use this style only to adjust the
development of employees. In order to overcome the problems faced by the company at the time
of takeover.
Transformational Style: In Transformational leadership style, high level
communication takes place between managers, leaders and employees in order to successfully
achieve the desired goals. In this style, leaders motivate its employees to build up its productivity
and efficiency through high visibility and communication (Avolio and Yammarino, 2013). Olaf
Swantee can use this style to ensure about the successful adoption of the change conditions that
take place during takeover. High visibility and communication among all the members will aid
Olaf Swantee to easily understand all the employees about the change and will also help to
motivate employees in order to adopt the changes successfully. This in turn will aid Olaf
Swantee to ensure takeover successfully.
Therefore, one of the researchers discovered that separate leadership style is used by
management to deal with separate condition. Leaders need to adjust the use of various styles
according to the situation as well as the type of individuals involved in the decision making
process. Thus, according to the situation given in the case study, it could be said that
Transformational leadership style can suit in this situation. By using this style, Olaf Swantee can
assist employees and subordinates to know about the benefits of takeover. It can also talk to
2

employees and provide them guarantee about their job and job related securities. This in turn will
motivate employees and at the same time, Olaf Swantee can easily ensure the successful
takeover.
CHANGE MODELS TO MANAGE TAKEOVER PROCEDURE
EFFECTIVELY
In order to manage all the activities properly at the time of takeover, BT company can use
various change models like Kotter, Lewin, McKinsey 7S and so on. Use of all these change
models given by different authors will aid BT company to manage properly all its activities.
Therefore, detail of various models is listed below:-
Kotter's 8 step change model First step of this model says that an organization should identify and discuss the
opportunities and crises that are faced by the company (Cameron and Green, 2015). This
could be analysed by examining the market and competitive realities. Second step says that an organization should make an attempt to assemble a group with
enough power in order to lead the change effort. Third step says that various strategies should be developed and prepared with the aim of
achieving the desired vision. Fourth step says that an organization should properly communicate the vision and
various strategies prepared to achieve the vision with all the staff members (Schyns and
Schilling, 2011). Fifth step says that an organization should remove the obstacles by changing systems and
structures that aid the company to achieve its desired vision. Sixth step says that company should plan its activities in order to achieve the short term
wins. This can be done by recognising and rewarding employees based on their
performance. Seventh step says that company should focus on the improvements and produce more
changes by hiring, promoting and developing employees to achieve the desired vision
(Emery and Barker, 2007).
 Eight steps say that company should develop various channels in order to ensure
leadership development and succession.
3

Therefore, by using this eight steps model, BT can manage all its activities properly at the
time of takeover. According to this model, BT should examine the market condition and then
develop various strategies in order to achieve the desired vision. This model suggest that
company should try to remove various obstacles by recognising the employees and than hiring,
promoting the employees according in order to achieve the desired vision. Thus, considering this
model will aid the BT Company to easily manage the turnover.
Kurt Lewin's change model
This model was developed by Kurt Lewis. He has developed this model in order to
understand the change process. According to Lewin, the process for change entail on creating the
perception in the mind that change is needed. Lewin has sum up this model in three steps (i.e.
unfreezing, changing and refreezing). The detail about this model is as follows:-
Unfreezing: - According to this step company should go with the initial step of
unfreezing in order to successful implement the changes (Gurr, Drysdale and Mulford, 2006).
This step says that old behaviours, ways of thinking and organizational structures must be
carefully examined in order to show the employee how necessary a change is. Therefore, BT
Company should properly examine the behaviour and ways of thinking of its employee which in
turn will aid the company to easily communicate the employee why change is necessary.
Changing: - Once an individual has become unfrozen than he can move on. According to
Lewin in this step employee should be motivate to accept the changes that are taking place
within the organization (Marquis and Huston, 2009). Company should make an effort to tell the
employee about the reality of the change. Thus, by using this model BT Company should make
efforts to properly communicate to each and every employee about the change that is going to
take place at the time of takeover and how these changes will be beneficial for both company and
employee in order to achieve the competitive advantages.
Refreezing:- This is the last step of Kurt Lewin model in which he suggests that what
necessary change have taken place should be refreeze. According to him this step is one of the
most important steps. This step ensures that people who have undergone changes do not revert
back to their old ways of thinking and priority (Hall and Hord, 2006). Therefore, this step will
aid the BT Company to manage all its operations that taken place at the time of takeover by
freezing the changes that take place in the mind of the employee.
McKinsey 7S
4

This model can be used by the company in many different situations. This model will aid
the company to improve the performance of the company, examine the changes that are going to
take place within the organization in the future, alignment of department at the time of merger
and acquisition, managing all the activities and so on. McKinsey has divided its 7 S into two
different elements (i.e. hard elements and soft elements). Hard elements include strategy,
structure, systems (Hayes, 2014). These elements are easy to define and identify and at the same
time management can directly influence them. On the other hand soft elements include shared
values, skills, style, and staff. These elements are difficult to describe, they are easily influenced
by the culture and they are very tangible in nature.
Therefore, at last it can be concluded that by using different types of models in different
situation BT Company will easily be able manage all its operations at the time of takeover. This
in turn will assist the company to increase its sales and generate more profit than before.
VARIOUS RECOMMENDATIONS TO OLAF SWANTEE TO MANAGE
RESISTANCE TO CHANGE AT THE TIME OF TAKEOVER
Resistance to change is the state undertaken by the individual and groups when they realize
that the changes that are taking place will prove to be threat for them. Resistance to change take
place when people don't have all the information about the change that is going to take place than
assumptions are made and rumors fly (Herold and et.al., 2008). Changes that personally affects
the employees are through downsizing, merger & acquisition, change in the top leadership,
change in technology, change in roles and responsibilities, direction of department where they
are working. However in order to overcome these problems following steps can be taken into
consideration by Olaf Swantee to easily manage the resistance to change. These steps are as
follows:-
1. First step which Olaf Swantee should undertake is he should make an effort to create a
healthy way to communicate each and every information about the new initiatives and
their progress. Company should instruct the key management to update the various
information at regular team meetings.
2. In this step new market strategies and plans developed should be communicated to each
and every group members (Kavanagh and Ashkanasy, 2006). At the same time company
should make efforts to make understand the employee how use of these strategies will
prove to be beneficial for them.
5

3. According to this step Olaf Swantee should invite some team members from each
functional group in order to participate in the meetings and provide various seminars to
market the strategy for each and every group.
4. This step says that Olaf Swantee should select the group of change agents from higher
authority in order to manage planning and implementation. In this one person should be
selected from each group should be selected who is communicative.
5. A conveyance for each and every departments, person and organization should be
developed in order to involve in the new business (Larsen, 2005). For example one
deliverable can be increased with certain percentage and at the same time other
deliverable can be reduced with certain percentage.
6. At last Olaf Swantee should create at least four to five milestones and goals in order to
measure the success of the company throughout the year. Olaf Swantee should reward the
employees on its performance and at the same should also reward to the group or people
who has worked hard for the achievement of the desired goals.
Therefore, these are some of the recommendations in terms of step to the Olaf Swantee which
will aid him to manage the resistance to change that could be faced by him at the time of
takeover (Limsila and Ogunlana, 2008). These suggestions can also be used by the company
when it undertaken various changes like change in technology, downsizing, restructuring, merger
& acquisition, change in roles and responsibilities and many more.
Justification
Communicating all the necessary information about plans and strategies prepared will aid
the company to motivate the employees. This will make employee feel that they are the
important part to the organization. Their presence and contribution is must. This will also aid the
company to avoid the condition of rumor in the organization (MacNeil, 2006). Communicating
and making them understand each and every strategy prepared and at the same time letting they
know how these new strategies will prove beneficial for their own job. In lieu of which employee
will work hard for the achievement of the organizational desired goals by easily adopting the
new strategies developed. By using this suggestion Olaf Swantee will also be able to develop the
good teams which will be going to work for the betterment of the organization. At last it could be
said that by using these all steps Olaf Swantee will easily be able to manage the resistance to
6

change that take place in the BT and EE Company at the time of takeover of the two products
(Orange and T-Mobile).
CONCLUSION
From the following report it can be concluded that decision of takeover and mergers affects
both the companies (i.e. EE and BT Company) in both positive and negative manner. But at the
same time it can be concluded that if leadership style, leadership theories and leadership change
models are used properly than in that case Olaf Swantee (chief executive of EE) and BT
Company will be able to manage all its operations and activities that take place at the time of
takeover. This lead styles, theories and models will also aid the Olaf Swantee to easily manage
the resistance to change that could occur at the time of takeover. Because employee perception
can change anytime. It can change at the time of takeover, downsizing and in many more
conditions. Thus uses of various leadership theories and suggestions provided Olaf Swantee will
be able to manage all its activities properly and in a healthy manner.
7

REFERENCES
Books and Journals
Anderson, D. and Anderson, L.A., 2010. Beyond change management: How to achieve
breakthrough results through conscious change leadership. John Wiley & Sons.
Avolio, B.J. and Yammarino, F.J. eds., 2013. Transformational and charismatic leadership: The
road ahead (Vol. 5). Emerald Group Publishing.
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.
Emery, C.R. and Barker, K.J., 2007. The effect of transactional and transformational leadership
styles on the organizational commitment and job satisfaction of customer contact personnel.
Journal of Organizational Culture, Communication and Conflict. 11(1). pp.77.
Gurr, D., Drysdale, L. and Mulford, B., 2006. Models of successful principal leadership. School
leadership and management. 26(4). pp.371-395.
Hall, G.E. and Hord, S.M., 2006. Implementing change: Patterns, principles, and potholes.
Hayes, J., 2014. The theory and practice of change management. Palgrave Macmillan.
Herold, D.M. and et.al., 2008. The effects of transformational and change leadership on
employees' commitment to a change: a multilevel study. Journal of Applied Psychology.
93(2). pp.346.
Kavanagh, M.H. and Ashkanasy, N.M., 2006. The impact of leadership and change management
strategy on organizational culture and individual acceptance of change during a merger.
British Journal of Management. 17(S1). pp.S81-S103.
Larsen, H.O., 2005. Transforming political leadership: models, trends and reforms. In
Transforming local political leadership (pp. 195-211). Palgrave Macmillan UK.
Limsila, K. and Ogunlana, S.O., 2008. Performance and leadership outcome correlates of
leadership styles and subordinate commitment. Engineering, construction and architectural
management. 15(2). pp.164-184.
MacNeil, C.A., 2006. Bridging generations: Applying “adult” leadership theories to youth
leadership development. New Directions for Youth Development. 2006(109). pp.27-43.
Marquis, B.L. and Huston, C.J., 2009. Leadership roles and management functions in nursing:
Theory and application. Lippincott Williams & Wilkins.
8

Schyns, B. and Schilling, J., 2011. Implicit leadership theories: Think leader, think effective?.
Journal of Management Inquiry. 20(2). pp.141-150.
Todnem By, R., 2005. Organisational change management: A critical review. Journal of Change
Management. 5(4). pp.369-380.
Online
Bellas, D. and Koustellios, A., 2014. The impact of leadership and change management strategy
on organizational culture[Online]. Available
through:<https://www.researchgate.net/publication/261570276_THE_IMPACT_OF_LEA
DERSHIP_AND_CHANGE_MANAGEMENT_STRATEGY_ON_ORGANIZATIONAL
_CULTURE> [Assessed on 21st December 2015].
9