Leadership and Change Management

This report addresses the leadership style and potential resistance to change in the context of a change program in Aquarius hotel. It also discusses the organizational lifecycle and stakeholder analysis.

Running head: LEADERSHIP AND CHANGE MANAGEMENT
Leadership and Change Management

LEADERSHIP AND CHANGE MANAGEMENT 2
Executive Summary
Aquarius hotel is presented in an attractive location but guests who visited in this hotel are
complaining regarding the bad condition of the hotel room and stated that there is a need for
refurbishment.
The aim of this report is to address leadership style that has been adapted to deliver the
organization’s change programme to date. The key objective of this report is to address the
different potential resistance to change. In this report, different academic theories are used
transformational leadership theory, Greiner Growth Model, and organizational characteristics
during four stages of life cycle.
The finding of this report demonstrates that transformational leadership is beneficial for
increasing the morale of the company. It can be concluded that the Transformation leadership
style is adapted to deliver the organization’s change programme to date. It can be recommended
thatAquarius hotel should assess the impact of change related to room redecoration and breakfast
place renovation. There is a lack of information regarding the impact of change related to room
redecoration and breakfast place renovation.

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Table of Contents
Executive Summary.....................................................................................................................................2
Introduction.................................................................................................................................................4
Task 1a: Leadership styles...........................................................................................................................4
Task 1b: Organizational lifecycle................................................................................................................6
Task 2a: Stakeholders and barriers to change............................................................................................11
Task 2b: Communication in change management.....................................................................................13
Conclusion.................................................................................................................................................16
Recommendations.....................................................................................................................................16
References.................................................................................................................................................18

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Introduction
This report identifies and assesses the leadership style that has been adopted for delivering the
change program of an organization to date as well as, justify whether these have proven feasible.
It also illustrates leadership approaches that have might evolve the taking consideration of
emerging requirement as the company progresses via the projected lifecycle stage. It also
describes the potential resistance to change that key stakeholder may experience as well as,
manages an effective communication approach in order to overcome this resistance before,
during and after the change procedure.
Task 1a: Leadership styles
Leadership styles to deliver the organization’s change programme
Participative leadership style has been adapted to deliver the change programme related to the
refurbishment of Aquarius hotel. This style is beneficial because it involves all employees at
each level of decision. As per this style, the manager informs the staff about the issue related to
refurbishment of Aquarius hotel and encourages them to suggest action that should be
undertaken for renovation. Although, it is slower types of decision-making but, it has different
benefits in making a feasible managerial decision for Aquarius hotel (Banfield, Kay, and Royles,
2018). These benefits are given below:
Improves Employee Morale
Aquarius hotel should provide the freedom to employees to raise the issues as they will
personally feel liable for company success. The moral of employee remains at a high level as
they feel appreciation to be part ofthe decision making the procedure of Aquarius hotel.
Workforces would play an active role in change initiative required room redecoration and

LEADERSHIP AND CHANGE MANAGEMENT 5
breakfast place renovation while they understand that they can directly influence the policies that
regulate the company (Carbery, and Cross, 2015).
Encourages Creative Solutions
Aquarius hotel can motivate the workforce to give their opinions related to change initiative
required room redecoration and breakfast place renovation. This would be beneficial for
obtaining a wide range of solution and select one feasible solution from them. In order to
participate in the decision-making process of the company, employees should be closely
incorporated into the operation of the company (Kennedy, 1982). Participative leadership gives
workforces to use their creativity in room redecoration and breakfast place renovation
ofAquarius hotel. It would be beneficial for creating more productive work procedures as well as
make the company more efficient as well as effective (Brown, and Woodland, 1999).
Decreases Competition, Increases Collaboration
In Aquarius hotel, office atmosphere for staffs is more competitive, particularly high achievers.
Moreover, competitive spirit can increase productivity as well as, excessive competitiveness can
cause competitive tactics and disruptive behavior. When workforces are involved in decision-
making then the environment would become collaborative. Employees see their peer as a
colleague rather than competitorsbecause associates performing with respect to common
objectives that would be advantageous for everyone (Hayes, 2018).
Innovative Thinking
Innovative thinking can be enhanced through the culture of participative leadership. In Aquarius
hotel, workforces feel that their opinion and feedback are not only considered but also, put into
action. In addition, Aquarius hotel provides a reward to employees to create ideas about new
products and services. It also facilitates alternative ways for a corporation to increase revenue

LEADERSHIP AND CHANGE MANAGEMENT 6
and mitigating expenses. Entrepreneurial-minded workforces can perform in participative culture
and make use of their entrepreneurship as well as creativity without the uncertainty of going it
alone within an organization (Jabri, 2017).
Disadvantages of Participative Management
Adoption of Participative leadership style can be disadvantageous for Aquarius hotel. It is
discussed as given below:
Decision making slows down:
Participative environment focuses on increased involvement and while, there isa large number of
people involved in decision procedure then, the procedure will definitely slow down. Feedback
and input will be started at each time. Hence, it will take time for verifying the feasibility of
measurements that indicate that decision making would be slowed down (Kotter, 2012).
Security Issue
The security concern in participativeleadership style creates from the facts that since early
phases, high amount of individuals are known for the high amount of data. It could be
transformed into critical data after the later phases. Hence, there is high apprehension regarding
leaked out data in Aquarius hotel (Mankin, 2009).
Task 1b: Organizational lifecycle
Leadership approaches through the projected stages of its lifecycle
Greiner Growth Model
Greiner's Growth Model could be used to address the organizational progress by projected stages
of its lifecycle. There are different crises that Aquarius hotel may experience as they grow:

LEADERSHIP AND CHANGE MANAGEMENT 7
(Sources: Mello, 2014).
1. Growth through creativity
As per the initial stage of Greiner Growth Model,Aquarius hotel is young as well as relatively
small with respect to room redecoration and breakfast place renovation. At this stage,
organization structure would be informal and staffs would be very loyal. There would be also a
flat organizational structure along with this, entrepreneurs are highly oriented and invests into
new clients (Northouse, 2018).
Growing pains
Due to rapid growth in the organization, Aquarius hotel would be no longer competent to take
stock of circumstances and crisis of leadership can be created. Moreover, internal control and
coordination in Aquarius hotel cannot be performed by an individual at longer terms. There is a
requirement for enhancing the structure (Hayes, 2018).

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2. Growth through direction
In this stage, the function manager would be appointed in the Aquarius hotel as a consequence of
which middle management can be developed for controlling primary procedures. A procedure,
rules, as well as business could be standardized and formalized in the Aquarius hotel. The central
coordination will remain in hand of entrepreneurs (Schein, 2004).
Growing pains
Due to further development, coordination issues are becoming too huge for entrepreneurs.
Moreover, middle managers require more independence and the self-sufficiency crisis is natural.
3. Growth through delegation
In the stage of decentralization, Aquarius hotel will assign important tasks to middle
management. The middle manager will be accountable to attain operational and tactical
objectives. Management will also move at the strategic level as well as rarely arbitrate. Along
with this, a division structure can be developed inthe Aquarius hotel with separate product
groups as well as individual managers in the context of change initiative required for room
redecoration and breakfast place renovation (Acas. 2019).
Growing pains
Due to the more divisional manager, there would be complexity for a management board to
organize all division that deals separately. There can be uncertainty related to management crisis.
There is a good possibility that division manager plots its own course over a result of which an
organization can divide (Doppelt, 2017).
4. Growth through coordination and control

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Under standardization stage of Aquarius hotel, more focus can be put on harmonization between
several units. Due to a diversified company, several staffs of Aquarius hotel adopt a strong
position through headquarters from which divisional executives are organized.
Growing pains
In Aquarius hotel, while staff department has too much power as well as, while there is minimum
scope related to division executives then there may be possibility to create the red tape crisis.
The regulation has developed the corporation too rigid as well as inflexible.
5. Growth through cooperation
Under cooperation stage related to Aquarius hotel, aim of line departments is aim to make
cooperation between staffs. For this, the manager generates the break-up for hierarchical
coordination development like matrix structure. This stage can be featured by mutual contact
among workforces through different types of discussion groups. In addition, there are some
standardization and formalization within the organization (Renz, 2016).
Growing pains
The frequent consultation considers the drawback as a consequence of that a consultation
catastrophe may take place. There is every opportunity that controls together with supervision
may turn down effectively. It can indicate the companies unless they create through outside
alliances.
6. Growth through alliances
Under the growth through undertaking stage, Aquarius hotel may require good external alliances
and contacts. It can be found in extensive networks, merger, and alliances (Hayes, 2018).
Growing pains
Since, Aquarius hotel is more focus on the alliance as compared to its own core-companies, there

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would be a good opportunity that a distinctiveness crisis would demonstrate itself. A company is
taken over entirely by other companies and the ‘old’ circumstances will withdraw absolutely.
Organization characteristics during four stage of the life cycle
Entrepreneurial Stage
In this phase, Aquarius hotel is small and there is little hierarchy, as well as workforces, work in
several parts of company. Supervision is limited as well as workforces are trusted to complete
tasks. It does not create issues but workforces at this point are the component of company as they
wish to stay behind their products with services (Cameron, and Green, 2015).
The key concerns with the entrepreneurial phase are lack of leadership. Although it regularly
cannot cause any concerns in advance, it may become more effective as an organization initiates
to expand (Bush, et. al., 2019). When the amount of workforces hits some point, a certain type of
leadership is essential for maintaining different parts of Aquarius hotel integral (Van Rossum, et.
al., 2016).
Collectivity Stage
After developing the leadership and increasing the employee base, the Aquarius hotel goes into
the collective phase. In this point, Aquarius hotel can start to create a clear goal as well as
direction. Flexibility and creativity still exist, however now, there are certain limitations.
Divisions start to emerge related to room redecoration and breakfast place renovation.
Workforces start to emphasize on more related and particular tasks. Moreover, communication is
still informal and open (By, et. al., 2016).
Formalization Stage
It is the stage in which, Aquarius hotel transitions through informal atmosphere to the more
formal as well as regulated atmosphere. In addition, different layers related to management can

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be developed due to make interaction logically and become more authorized. Workforces can be
usually constrained associated with section of company as well as, middle management deals
with communication among groups (Uhl, and Gollenia, 2016).
Elaboration Stage
The elaboration phase can be related to ‘do or die’ phase for Aquarius hotel. It is forced for
transforming and insufficient communication as well as innovation will ultimately destroy
business. Management can be forced to flatten whereas, providing development groups decision
making at autonomy. In several cases, management can either have to transform its management
style as well as, leave company (McCaffery, 2018).
Task 2a: Stakeholders and barriers to change
Key Stakeholders
(Sources: Uhl and Gollenia, 2016).
Mendelow's power-interest grid addresses the key stakeholders by using the power-interest grid.
This matrix considers the power as well as expectation to address the potential impact of
stakeholders groups. As per the Mendelow matrix, the local community of Aquarius hotel may
fall in grid ‘A’ that have little interest and little power to impact room redecoration and breakfast

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place renovation. Since, Aquarius hotel is a global issue and thus cannot be influenced by local
community to transform its practices (Uhl, and Gollenia, 2016).
Employees are other stakeholders that come in Grid ‘B’. They have high level of interest but low
level of power in Aquarius hotel. They do not have the competency to impact on the strategy of
an organization. However, they can lobby as well as impact the views of other, more influential
stakeholders as well as company should least keep them well educated. Suppliers and consumers
have also classified in this category because they have high interest within company, but may not
have inadequate power to impact on room redecoration and breakfast place renovation
(Hornstein, 2015).
The government, which grants the patents to Aquarius hotel, can be comes in grid C because
they have high power and low interest. In addition, government has diverse function as it cannot
be interested in specific business but it has adequate control over Aquarius hotel to make it
amend its service approach. Competitors come in Grid D that represents that they have high level
of interest in the organizational practices and high degree of power to influence the operation
(By, et. al., 2016).
Potential resistance to change that key stakeholder may experience
Lack of Communication
One of the hallmarks of Aquarius hotel that is located in an attractive place. It is beneficial for
communicating with the stakeholders. It is a top-down organization where there are several
layers of management above the rank and file workforces. For making a renovation, Aquarius
hotel is requiredto make proper communicationregarding the causes of transformation as well as,
ways of implementing the plan is required. When workforces have no knowledge regarding room
redecoration and breakfast place renovation that they are familiar as well as comfortable with,

LEADERSHIP AND CHANGE MANAGEMENT 13
and then they incline to resist those transformations. It is a responsibility of Aquarius hotel to
schedule the meeting for employees to describe the transformation that it would implement and
to offer a forum for concerns, feedbacks, and opinions regarding how to make those
transformations as resourcefully as possible (Holten, and Brenner, 2015).
Employees Fear Losing Their Jobs
Workforces resist the things that threaten their job security and think that they can be fired
anytime hence; company leader should decide to make transformations. For workforces, the
word ‘transformation’ can have the same association as the word ‘downsizing’ that indicates
resistance is such a natural response for making room redecoration and breakfast place
renovation within an organization. In Aquarius hotel, the transformation is taking place without
elimination of jobs that can be redundant and that is no longer required to the success of the
company (Hornstein, 2015).
Task 2b: Communication in change management
Effective communication strategy to overcome this resistance before, during, and after the
change process
Unfreeze Stage
The unfreeze stage involves making sure the readiness of transformation by creating an
organization to comprehend and accept the criticality regarding the need for transformation.
Before making a change in the Aquarius hotel, the company should address the needs for
transformation. It can break down the status quo, challenging the current behavior, creating a
new method for performing the business, and revising the prevalent activities (Neves, and
Schyns, 2018).

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In addition, leadership should draw the support for transformation from key people in
management as well as across the company via stakeholder assessment, stakeholder management
as well as, outline the primary priority for the company. Along with this, senior management
should perform on utilizing the vision and strategy of an organization in order to validate the
communication of vision related to change and the need for it in across the board. It can demand
planning and creating the persuasive message as well as organized the sharing systems
(Hornstein, 2015).
Appreciate and manage any reservations and uncertainties
Aquarius hotel should focus on identifying the uncertainty and apprehension of workforces with
respect to change by reliably demonstrating the causes for discontinuation of existing operation
as it makes competent the people to hold the requirement for room redecoration and breakfast
place renovation (By, et. al., 2016).
Leaders should manage the state of equilibrium regarding organizational culture by matching the
stabilizing forces with different factors that resist change with the support of force field
assessment. It indicates that before transformation, a leader should assess the pros and cons of
room redecoration and breakfast place renovation (Schein, 2004).
Change (or Transition) Stage
Once an individual is unfrozen and ready to move with respect to the renovation of a breakfast
place, then transition sets may signify the making necessary transformation. This time can be
complex for an individual as, at this phase, they are uncertain regarding the future, are new to
transformations as well as, needs time to grasp and change to them (Jabri, 2017).
Different strategies could be used by Aquarius hotel during change:
Communicate methodically and consistently

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During the planning and execution of the transition phase, Aquarius hotelshould clearly share
and articulate the influence, and advantageous of change in across the company and prepare
everyone for the potential period.
Dismiss hearsay
Aquarius hotelcan support an individual by keeping the regular session in order to candidly
respond to their queries, straightaway sort out any concerns as well as convey the requirement
for transformations as an operational requirement (Hayes, 2018).
Encourage action
The senior management should be role model the desired mindsets and behaviors, making plans
as well as delivers the prompt win for keeping the stakeholders encouraged and empower
individuals to provide the solution for dealing with new concerns and routine issues (Banfield,
Kay, and Royles, 2018).
Engage people
The next phase contains entailing an individual in the procedure, permitting them time to shift as
well as talking with external stakeholders (Jabri, 2017).
Freeze (or Refreeze) Stage
By refreezing, Kurt Lewin indicates reinforcing as well as institutionalizing the expected
transformations, making sure they are highly accepted, practiced all the time as well as integrated
into business and organizational culture. Execution of the freeze phase encourages the new sense
regarding stability in workforces. They feel confidence, develop new associations, and become
comfortable with new methods of working. After the change, different strategies can be used by
Aquarius hotel such as a plan to sustain change, provide support, embed change and celebrate
success (Carbery, and Cross, 2015).

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Conclusion
From the above interpretation, it can be concluded that the Transformation leadership style is
adapted to deliver the organization’s change programme to date. It is beneficial for improving
employee morale, motivates creative solution, decline competition, increases collaboration, and
innovative thinking. Greiner Growth Model is used to take account of emerging needs as the
organization progresses through the projected stages of its lifecycle. There are different potential
resistance to change that key stakeholders may experience. These are lack of communication,
and employees fear to lose their jobs. Along with this, a communication strategy is used to
overcome this resistance before, during, and after the change process.
Recommendations
It can be recommended that Aquarius hotel should clearly define the change related to room
redecoration and breakfast place renovation as well as, align it to the goals of the business. This
is beneficial for articulating the required transformation and conducting the critical reviewing in
against the objective of an organization and performance goals. It would also make sure that the
transformation will perform the business in the right direction financially, ethically as well as
financially. This phase can support the Aquarius hotel to assess the value of change that would
quantify the efforts (Banfield, Kay, and Royles, 2018).
It can be also recommended that Aquarius hotel should assess the impact of change related to
room redecoration and breakfast place renovation. After addressing the need for change, the
company should assess the impact of change at a different level of an organization. It should also
review the impact of change at different organizational levels. It should also assess the impact of
each business unit and how it may affect company structure to an individual. Moreover, this data

LEADERSHIP AND CHANGE MANAGEMENT 17
will initiate to develop blueprint regarding where training, as well as support are required for
overcoming impacts (Jabri, 2017).
It can be suggested that the Aquarius hotel should create a communication strategy. All
workforces should be participated in change journey by communicating with them about change.
It should also assess the effective mode of communication for group as well as, individual that
would bring them on board. In addition, communication approach can involve the timeline for
how the change would have incrementally interacted, key message, communication modes and
medium that company plan to implement (Banfield, Kay, and Royles, 2018).
It can be suggested that the Aquarius hotel should provide effective training. With the change,
the message should be communicated openly. It is essential that people understand they will get
training, informal or formal and teach the skills and understanding required for operating
significantly as the change is performed. Training can involve the set of micro-learning online
modules and learning strategy incorporating the face to face training session as well as on the job
coaching with mentoring (Carbery, and Cross, 2015).

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