Analysis of Leadership Qualities in SweDigi: A Case Study

Running head: ANALYSIS OF LEADERSHIP QUALITIES
ANALYSIS OF LEADERSHIP QUALITIES
Name of the Student
Name of the University
Author Note

1
ANALYSIS OF LEADERSHIP QUALITIES
Table of Contents
Introduction....................................................................................................................2
People management related issues that are related to difficulties in the organization...2
Lewin’s Force Field Analysis....................................................................................2
Bridges Transition Model of change..........................................................................3
Steps taken by Jan in the short term and medium term for launch of the new product. 4
Leadership style needed to adopted by Jan....................................................................7
Decision related to the support of the board..................................................................9
Conclusion....................................................................................................................10
References....................................................................................................................11

2
ANALYSIS OF LEADERSHIP QUALITIES
Introduction
The leadership style and people management related abilities of the leaders are
important in the different organizations, irrespective of the sector to which it belongs. The
leaders are the main part of the entire management related processes of the company. The
case study which is related to this report is based on the case study of Jan who has been
appointed as the CEO of the SweDigi which is manufacturing organization in the South of
Sweden. The company has an employee base of 543 employees. The organization was owner
managed at the beginning of its operations and has been further sold to a group which
operates seven other similar kind of companies (Cameron and Green 2015). The organization
has been experiencing a decline in sales from the last three years which has further resulted in
the reduction of staff for the purpose of cost-cutting of the organization. The board of the
company had a discussion with the parent company regarding the issue that is being faced by
the company. The management has thereby planned for the addition of new and improved
products to the existing product line of the company (Van der Voet 2014).
People management related issues that are related to difficulties in the organization
Lewin’s Force Field Analysis
Lewin’s Force Field Analysis has made a significant contribution to the theory related
to change management in an organization. This is mainly based on the part of the strategic
management process which ensures the ways by which the business provides responses to
environment where it has its operations. Lewin’s Model describes the forces that drive
change and those which restrain changes as well. The equilibrium between these two sets of
forces does not allow changes in the organizations. The driving forces of change needs to
greater than the restraining forces for the changes to occur in an effective manner. The
internal forces of change that are present in SweDigi are the general sense of the management

3
ANALYSIS OF LEADERSHIP QUALITIES
for the improvement of operations (Goleman 2017). The management also aims to further
increase the profitability of the organization and improve its performance which has been
deteriorating since few years. The competitiveness of the organization also needs to be
increased and its efficiency can be improved with the introduction of new products in the
product line. The structure if SweDigi needs to be changed to decrease the turnover of staff.
The changes that have occurred in the external environment of operations of SweDigi are also
important driving forces of change. The restraining forces of change in the organization are,
the lack of proper infrastructure for the purpose of manufacturing the new products and the
lack of expertise of the employees to work in the changing production processes (Bolden
2016). The lack of cooperation from the staff of the organization is also a major restraining
force related to the implementation of changes.
Bridges Transition Model of change
This model is to describe the transition that occurs in the organizations during the
implementation of change related processes. The strength of this model mainly lies in the
description of the transition process and not the actual change. Changes can take place in the
organizations even if the members are not happy with it. On the other hand, transition takes
place internally in the minds of people when they go through the entire change process. The
speed of the occurrence of change is fast, whereas, the speed of the occurrence of transition is
slow. The three types of transition that the employees go through during the change process
are, ending, losing and letting go, being in the neutral zone and the new beginning (Worley
and Mohrman 2014). The emotions that are experienced by the employees in the first stage
are, fear denial, anger, sadness, disorientation, frustration, uncertainty, sense of loss. The
emotions of the employees in the neutral zone are low productivity and low morale,
resentment towards the initiatives of change, anxiety related to their role in the process. The
emotions experienced by employees in the third stage are openness to learning, high energy