Organisational Behaviour Report: Leadership and Change at BVE
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This report analyzes the organisational behaviour of Bow Valley Energy (BVE) following its acquisition of Elbow River Energy, focusing on change management strategies and leadership styles. It applies Kotter's 8-step change model to address challenges in integrating the two companies, particularly regarding organizational culture and employee resistance. The report explores the importance of creating a sense of urgency, forming a guiding coalition, establishing a clear vision, effective communication, removing obstacles, achieving short-term wins, consolidating improvements, and anchoring changes. It also examines communication channels, comparing personal and electronic communication, and proposes transformational leadership as the most suitable leadership style to motivate employees and foster collaboration. The report concludes with recommendations for BVE to successfully navigate the change process and improve organizational performance. It also includes a Gantt chart to visualize the change management timeline.
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Running Head: ORGANISATIONAL BEHAVIOUR
ORGANISATIONAL BEHAVIOUR
Name of the Student:
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ORGANISATIONAL BEHAVIOUR
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1ORGANISATIONAL BEHAVIOUR
Table of Contents
Introduction......................................................................................................................................2
Kotter’s model of change.................................................................................................................3
Create a sense of urgency............................................................................................................3
Create guiding coalition...............................................................................................................4
Create a vision for change...........................................................................................................4
Communicate the vision..............................................................................................................5
Remove obstacles........................................................................................................................5
Create short-term wins.................................................................................................................5
Consolidate improvements..........................................................................................................6
Anchor the changes......................................................................................................................6
Gantt chart.......................................................................................................................................7
Communication channels.................................................................................................................7
Personal communication..............................................................................................................7
Advantages..............................................................................................................................8
Disadvantages..........................................................................................................................8
Electronic communication...........................................................................................................9
Advantages..............................................................................................................................9
Disadvantages..........................................................................................................................9
Proposed leadership model..............................................................................................................9
Addressing the issues.....................................................................................................................10
Conclusion.....................................................................................................................................10
Reference.......................................................................................................................................11
Table of Contents
Introduction......................................................................................................................................2
Kotter’s model of change.................................................................................................................3
Create a sense of urgency............................................................................................................3
Create guiding coalition...............................................................................................................4
Create a vision for change...........................................................................................................4
Communicate the vision..............................................................................................................5
Remove obstacles........................................................................................................................5
Create short-term wins.................................................................................................................5
Consolidate improvements..........................................................................................................6
Anchor the changes......................................................................................................................6
Gantt chart.......................................................................................................................................7
Communication channels.................................................................................................................7
Personal communication..............................................................................................................7
Advantages..............................................................................................................................8
Disadvantages..........................................................................................................................8
Electronic communication...........................................................................................................9
Advantages..............................................................................................................................9
Disadvantages..........................................................................................................................9
Proposed leadership model..............................................................................................................9
Addressing the issues.....................................................................................................................10
Conclusion.....................................................................................................................................10
Reference.......................................................................................................................................11
2ORGANISATIONAL BEHAVIOUR
Introduction
Organisational behaviour in the modern business set up is considered to be one of the
complex but significant aspect because the success of the organisation somewhat depends on the
satisfaction of the employees. Bow Valley Energy is belonged to the oil and gas service sector
that acquires a rival company named Elbow River Energy. After acquiring the company, Bow
Valley Energy faces severe challenges in facilitating a better organisational culture and convince
some of the employees from both the organisation to accept the change.
In response to this, this report is going to focus on the changing process of Bow Valley
Energy and the communication channels that the organisation must introduce in order to
convince and incorporate all the employees. Moreover, the relevant leadership style of
transformational leadership is also being discussed in the report in order to understand the entire
change process in the organisation.
Introduction
Organisational behaviour in the modern business set up is considered to be one of the
complex but significant aspect because the success of the organisation somewhat depends on the
satisfaction of the employees. Bow Valley Energy is belonged to the oil and gas service sector
that acquires a rival company named Elbow River Energy. After acquiring the company, Bow
Valley Energy faces severe challenges in facilitating a better organisational culture and convince
some of the employees from both the organisation to accept the change.
In response to this, this report is going to focus on the changing process of Bow Valley
Energy and the communication channels that the organisation must introduce in order to
convince and incorporate all the employees. Moreover, the relevant leadership style of
transformational leadership is also being discussed in the report in order to understand the entire
change process in the organisation.
3ORGANISATIONAL BEHAVIOUR
Kotter’s model of change
Table 1: Kotter’s model of change
(Created by the author)
Create a sense of urgency
Change management is a dynamic concept that requires proper understanding of the
practice and positive intent of the organisation. However, the most important part is to identify
the need for the change. According to Brock, Peak and Bunch (2019) the 1st step of Kotter’s
change model is associated with the identification of problem. As a preparation stage, the sense
of urgency stage figures out the potential problems that the organisation is facing. In case of Bow
Valley Energy, the issue of the company is changing its organisational culture. Previously the
organisation enjoyed a decentralised organisational structure where each of the executives enjoys
autonomy in decision making. However, after the acquisition management decides to make the
Create sense of
urgency
Create guiding
coalition
Create a vision
for change
Communicate
the vision
Remove
obstacles
Create short-
term wins
Consolidate
improvements
Anchor the
changes
Kotter’s model of change
Table 1: Kotter’s model of change
(Created by the author)
Create a sense of urgency
Change management is a dynamic concept that requires proper understanding of the
practice and positive intent of the organisation. However, the most important part is to identify
the need for the change. According to Brock, Peak and Bunch (2019) the 1st step of Kotter’s
change model is associated with the identification of problem. As a preparation stage, the sense
of urgency stage figures out the potential problems that the organisation is facing. In case of Bow
Valley Energy, the issue of the company is changing its organisational culture. Previously the
organisation enjoyed a decentralised organisational structure where each of the executives enjoys
autonomy in decision making. However, after the acquisition management decides to make the
Create sense of
urgency
Create guiding
coalition
Create a vision
for change
Communicate
the vision
Remove
obstacles
Create short-
term wins
Consolidate
improvements
Anchor the
changes
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4ORGANISATIONAL BEHAVIOUR
sales under direct control of the centre. Therefore, the organisational culture may get affected by
this sudden change.
Create guiding coalition
As per the research of Hackman (2017) it can be stated that a successful change
management practice always requires support from the stakeholders. Therefore, it is pertinent for
the business companies to incorporate the stakeholders into the change management practice.
Continuous communication with the stakeholders is necessary to convince them to take
participation in the change management process. For Bow Valley Energy, some of the
employees of Bow Valley Energy and the acquired organisation are trying to resist the change in
the organisation as the acquisition was made against their interest. Therefore, it is pertinent for
Bow Valley Energy to convince the resisting groups about the benefit of the change and the
incurred benefits that can also be applicable for the interests of the employees.
Create a vision for change
The third phase of the Kotter’s change model is associated with creating a vision for the
change that will guide the organisation to execute the change management plan effectively
(Radwan, 2020). The vision for change helps the organisation to get proper direction to the
change and the management expects to achieve it. Therefore, the vision for a change in Bow
Valley Energy is related to create an effective organisational culture that will be beneficial for
both the organisation and the employees. The vision for change has to be met delicately so that a
collaborative benefit and progress is developed.
sales under direct control of the centre. Therefore, the organisational culture may get affected by
this sudden change.
Create guiding coalition
As per the research of Hackman (2017) it can be stated that a successful change
management practice always requires support from the stakeholders. Therefore, it is pertinent for
the business companies to incorporate the stakeholders into the change management practice.
Continuous communication with the stakeholders is necessary to convince them to take
participation in the change management process. For Bow Valley Energy, some of the
employees of Bow Valley Energy and the acquired organisation are trying to resist the change in
the organisation as the acquisition was made against their interest. Therefore, it is pertinent for
Bow Valley Energy to convince the resisting groups about the benefit of the change and the
incurred benefits that can also be applicable for the interests of the employees.
Create a vision for change
The third phase of the Kotter’s change model is associated with creating a vision for the
change that will guide the organisation to execute the change management plan effectively
(Radwan, 2020). The vision for change helps the organisation to get proper direction to the
change and the management expects to achieve it. Therefore, the vision for a change in Bow
Valley Energy is related to create an effective organisational culture that will be beneficial for
both the organisation and the employees. The vision for change has to be met delicately so that a
collaborative benefit and progress is developed.
5ORGANISATIONAL BEHAVIOUR
Communicate the vision
After setting up the vision, the management should discuss the vision with the
stakeholders in order to get support from them as well. It is significant for the organisation to
gain support from the stakeholders as the purpose and objectives of the management is clearly
reflected in the vision for change (Small et al., 2016). For instance, Bow Valley Energy will also
communicate with the employees and inform them about the projected vision for change. The
communication process will be very professional and in-depth so that the employees can
understand the value of the vision for change and get a long term benefit to meet their interests
properly.
Remove obstacles
This stage is referred as a valuable phase where the management will identify the barriers
and takes initiative to mitigate it. For any change management process, it is obvious that the
management can expect some challenges in course of planning and discussing with the
employees (Teixeira, Gregory & Austin,, 2017). For Bow Valley Energy also a potential obstacle
is found in terms of resistance from some of the employees. Therefore, the management will
make a conversation with the resisting employees and make them understanding that the change
is required for the benefit of not only the organisation but also for the employees as well. The
change in the organisational culture will help the employees to perform better and develop their
abilities more effectively.
Create short-term wins
Vision for change is a gross concept that can meet the overall aim of the organisation
only. However, it requires some short term goals so that proper steps can be followed that can
help to meet the vision. It is important to note that those short-term goals has to focus on both the
Communicate the vision
After setting up the vision, the management should discuss the vision with the
stakeholders in order to get support from them as well. It is significant for the organisation to
gain support from the stakeholders as the purpose and objectives of the management is clearly
reflected in the vision for change (Small et al., 2016). For instance, Bow Valley Energy will also
communicate with the employees and inform them about the projected vision for change. The
communication process will be very professional and in-depth so that the employees can
understand the value of the vision for change and get a long term benefit to meet their interests
properly.
Remove obstacles
This stage is referred as a valuable phase where the management will identify the barriers
and takes initiative to mitigate it. For any change management process, it is obvious that the
management can expect some challenges in course of planning and discussing with the
employees (Teixeira, Gregory & Austin,, 2017). For Bow Valley Energy also a potential obstacle
is found in terms of resistance from some of the employees. Therefore, the management will
make a conversation with the resisting employees and make them understanding that the change
is required for the benefit of not only the organisation but also for the employees as well. The
change in the organisational culture will help the employees to perform better and develop their
abilities more effectively.
Create short-term wins
Vision for change is a gross concept that can meet the overall aim of the organisation
only. However, it requires some short term goals so that proper steps can be followed that can
help to meet the vision. It is important to note that those short-term goals has to focus on both the
6ORGANISATIONAL BEHAVIOUR
interests of the organisation and the stakeholders so that an integrity between the organisation
and the stakeholders can be met (Wentworth, Behson & Kelley, 2020). In case of Bow Valley
Energy, the organisation sets some goals for the benefit of employees and the organisation. For
instance, training of the employees on the changing practice and procuring a flawless decision
making are the major objectives for the organisation.
Consolidate improvements
It is important for the organisation to analyse the change within the organisation properly
so that the change will get success. However, for analysis of the change management practice, a
close monitoring and controlling over the factors is needed. For Bow Valley Energy, the
management will be responsible for monitoring the progress and ensures all the processes are
under controlled and perform as expected.
Anchor the changes
This part is associated with evaluating the degree of change that the organisation receives
after the completion of the change management process. The evaluation process decides the
efficacy of the proposed change and plan for the next step on the basis of the outcome. In the
context of Bow Valley Energy also the same plan will be followed where the management at first
evaluates the outcome and take necessary steps further.
interests of the organisation and the stakeholders so that an integrity between the organisation
and the stakeholders can be met (Wentworth, Behson & Kelley, 2020). In case of Bow Valley
Energy, the organisation sets some goals for the benefit of employees and the organisation. For
instance, training of the employees on the changing practice and procuring a flawless decision
making are the major objectives for the organisation.
Consolidate improvements
It is important for the organisation to analyse the change within the organisation properly
so that the change will get success. However, for analysis of the change management practice, a
close monitoring and controlling over the factors is needed. For Bow Valley Energy, the
management will be responsible for monitoring the progress and ensures all the processes are
under controlled and perform as expected.
Anchor the changes
This part is associated with evaluating the degree of change that the organisation receives
after the completion of the change management process. The evaluation process decides the
efficacy of the proposed change and plan for the next step on the basis of the outcome. In the
context of Bow Valley Energy also the same plan will be followed where the management at first
evaluates the outcome and take necessary steps further.
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7ORGANISATIONAL BEHAVIOUR
Gantt chart
Actions
Sense of urgency
Need analysis
Evaluating the organisational culture
Analysing the decision making
Guiding coalition
Inform the employees
Convince them to accept the change
Checking the organisational aims and objectives
Creating vision for change
Evaluate the objectives
Set a vision
Communicate the vision
Set up communication
Communication through emailing
Communication through meeting
Feasibility study
Remove obstacles
Identifying the resistance to change
Initate mitigation plan
Create short-term wins
Situation analysis of change process
Set goals
Feasibility study
Consolidate improvements
Revise the vision
Revise the goals
Incorporate all stakeholders
Anchor changes
Implement the plan
Monitoring and controlling
0 to 10 11 to 20 21 to 30 0 to 10 11 to 20 21 to 30 0 to 10 11 to 20 21 to 30 0 to 10 11 to 20 21 to 30
Month 1 Month 2 Month 3 Month 4
Days of the month
Communication channels
There are two types of communication will be used for making a better communication
plan. The management focuses on interpersonal communication and digital communication
channels in terms of meetings with the employees and emailing. The channels are used to meet
different purposes of the organisation.
Personal communication
A meeting is going to be conducted with the employees twice in course of the change
management practice. The first meeting will be held to inform the vision of the change
Gantt chart
Actions
Sense of urgency
Need analysis
Evaluating the organisational culture
Analysing the decision making
Guiding coalition
Inform the employees
Convince them to accept the change
Checking the organisational aims and objectives
Creating vision for change
Evaluate the objectives
Set a vision
Communicate the vision
Set up communication
Communication through emailing
Communication through meeting
Feasibility study
Remove obstacles
Identifying the resistance to change
Initate mitigation plan
Create short-term wins
Situation analysis of change process
Set goals
Feasibility study
Consolidate improvements
Revise the vision
Revise the goals
Incorporate all stakeholders
Anchor changes
Implement the plan
Monitoring and controlling
0 to 10 11 to 20 21 to 30 0 to 10 11 to 20 21 to 30 0 to 10 11 to 20 21 to 30 0 to 10 11 to 20 21 to 30
Month 1 Month 2 Month 3 Month 4
Days of the month
Communication channels
There are two types of communication will be used for making a better communication
plan. The management focuses on interpersonal communication and digital communication
channels in terms of meetings with the employees and emailing. The channels are used to meet
different purposes of the organisation.
Personal communication
A meeting is going to be conducted with the employees twice in course of the change
management practice. The first meeting will be held to inform the vision of the change
8ORGANISATIONAL BEHAVIOUR
management practice. As some of the employees are resisted so that another meeting will be
conducted to brief the benefits of the change on the employees. In addition to this, the
management will propose the respective objectives so that it will be more convincing to the
employees.
Advantages
Through the personal communication practice, the management can understand the
intention and appreciation of the employees and also reflects its true intent towards the
meeting.
Moreover, the personal communication is always better than other communication
channels because it is more convincing and can have influence over the stakeholders (Lee
et al., 2018).
The interpersonal relationship between the employees and the management can b made
that can help to complete the change management practice a success.
Disadvantages
The personal communication practice depends on the communication skills and
presentation of the manager. Therefore, it will be futile if the manager cannot make good
conversation with the employees (Sakitri, Arief & Maftukhah, 2017).
Time consumption in the personal communication practice is also a big disadvantage for
the organisation because it is very problematic for the employees to manage extra time
for personal communication due to huge work pressure.
Hostility of some of the employees can affect others and it be grave challenge for the
manager to handle the situation professionally.
management practice. As some of the employees are resisted so that another meeting will be
conducted to brief the benefits of the change on the employees. In addition to this, the
management will propose the respective objectives so that it will be more convincing to the
employees.
Advantages
Through the personal communication practice, the management can understand the
intention and appreciation of the employees and also reflects its true intent towards the
meeting.
Moreover, the personal communication is always better than other communication
channels because it is more convincing and can have influence over the stakeholders (Lee
et al., 2018).
The interpersonal relationship between the employees and the management can b made
that can help to complete the change management practice a success.
Disadvantages
The personal communication practice depends on the communication skills and
presentation of the manager. Therefore, it will be futile if the manager cannot make good
conversation with the employees (Sakitri, Arief & Maftukhah, 2017).
Time consumption in the personal communication practice is also a big disadvantage for
the organisation because it is very problematic for the employees to manage extra time
for personal communication due to huge work pressure.
Hostility of some of the employees can affect others and it be grave challenge for the
manager to handle the situation professionally.
9ORGANISATIONAL BEHAVIOUR
Electronic communication
The electronic communication practice can be generated through the use of emailing. It is
important to note that the emailing practice is highly professional in approach and it is effective
to make official decision making in business.
Advantages
The time effective measure of the electronic communication makes it very relevant in the
practice of change management (Standaert, Muylle & Basu, 2016).
The user-friendly approach of the communication helps to make an effective
communication so that the messages and important updates are posted effectively.
The flawless communication are recorded and the management can keep a tab on the
updates later on regarding the decision making. Therefore, emailing is very effective for
prolonged changing process.
Disadvantages
Lack of personal touch makes the emails very professionals that does not create any
feelings or repercussions among the employees.
It is not possible for the employees to clarify their queries effectively by emailing.
Due to huge work pressure, sometimes there can be delay in reply that is not tolerable in
change management process.
Proposed leadership model
For Bow Valley Energy, the transformational leadership style will be the best leadership
style that can fulfil the aspiration of the organisation. For instance, Aga, Noorderhaven and
Vallejo (2016) opined that the transformational leadership practice can be applicable in new
Electronic communication
The electronic communication practice can be generated through the use of emailing. It is
important to note that the emailing practice is highly professional in approach and it is effective
to make official decision making in business.
Advantages
The time effective measure of the electronic communication makes it very relevant in the
practice of change management (Standaert, Muylle & Basu, 2016).
The user-friendly approach of the communication helps to make an effective
communication so that the messages and important updates are posted effectively.
The flawless communication are recorded and the management can keep a tab on the
updates later on regarding the decision making. Therefore, emailing is very effective for
prolonged changing process.
Disadvantages
Lack of personal touch makes the emails very professionals that does not create any
feelings or repercussions among the employees.
It is not possible for the employees to clarify their queries effectively by emailing.
Due to huge work pressure, sometimes there can be delay in reply that is not tolerable in
change management process.
Proposed leadership model
For Bow Valley Energy, the transformational leadership style will be the best leadership
style that can fulfil the aspiration of the organisation. For instance, Aga, Noorderhaven and
Vallejo (2016) opined that the transformational leadership practice can be applicable in new
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10ORGANISATIONAL BEHAVIOUR
systems. Therefore, for Bow Valley Energy it will be pragmatic to use the transformational
leadership practice. Moreover, the transformational leaders are highly motivating and push the
employees to do more (Choi, Kim & Kang, 2017). From the point of view, it can be stated that
for the resistant employees of Bow Valley Energy, the transformational leadership practice will
be considered as the best practice. Apart from that Nguyen et al. (2017) advocated that the
transformational leadership practice generates a collaborative approach that can meet the
interests of the employees and the organisation. For Bow Valley Energy, this strategy will also
fit the expectation and convince the employees effectively.
Addressing the issues
A proactive nature with in-depth understanding of the issues are identified as the most
crucial aspects for Bow Valley Energy before planning and executing the change management
practice. It is important to note that the organisation will facilitate a strong influence over the
employees through top-down decision making and transformational leadership practice that help
to incorporate all the employees and bring success in changing the organisational culture.
Conclusion
The report highlights the issues in Bow Valley Energy regarding change in organisational
structure and resistance to change by some of the employees. In respect to this, the Kotter’s
change management model will be discussed that can facilitate an effective change in progress.
Moreover, the report discusses the communication channels and the leadership style that can also
bring success to the change management plan. Therefore, it can be concluded that the report
proposes the best approach for Bow Valley Energy to resolve the challenges effectively.
systems. Therefore, for Bow Valley Energy it will be pragmatic to use the transformational
leadership practice. Moreover, the transformational leaders are highly motivating and push the
employees to do more (Choi, Kim & Kang, 2017). From the point of view, it can be stated that
for the resistant employees of Bow Valley Energy, the transformational leadership practice will
be considered as the best practice. Apart from that Nguyen et al. (2017) advocated that the
transformational leadership practice generates a collaborative approach that can meet the
interests of the employees and the organisation. For Bow Valley Energy, this strategy will also
fit the expectation and convince the employees effectively.
Addressing the issues
A proactive nature with in-depth understanding of the issues are identified as the most
crucial aspects for Bow Valley Energy before planning and executing the change management
practice. It is important to note that the organisation will facilitate a strong influence over the
employees through top-down decision making and transformational leadership practice that help
to incorporate all the employees and bring success in changing the organisational culture.
Conclusion
The report highlights the issues in Bow Valley Energy regarding change in organisational
structure and resistance to change by some of the employees. In respect to this, the Kotter’s
change management model will be discussed that can facilitate an effective change in progress.
Moreover, the report discusses the communication channels and the leadership style that can also
bring success to the change management plan. Therefore, it can be concluded that the report
proposes the best approach for Bow Valley Energy to resolve the challenges effectively.
11ORGANISATIONAL BEHAVIOUR
Reference
Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
Management, 34(5), 806-818. Retrieved from
https://www.researchgate.net/profile/Bertha_Vallejo/publication/299738265_Transformat
ional_leadership_and_project_success_The_mediating_role_of_team-building/links/
5730d69c08ae100ae5574776/Transformational-leadership-and-project-success-The-
mediating-role-of-team-building.pdf
Brock, J., Peak, K., & Bunch, P. (2019). Intuitively Leading Change: Completing a Kinesiology
Department-to-School Transformation using Kotter’s 8-Stage Change Model. Journal of
Physical Education, 6(2), 14-24. Retrieved from
http://jpesm.com/journals/jpesm/Vol_6_No_2_December_2019/2.pdf
Choi, S. B., Kim, K., & Kang, S. W. (2017). Effects of transformational and shared leadership
styles on employees' perception of team effectiveness. Social Behavior and Personality:
an international journal, 45(3), 377-386. Retrieved from
https://www.ingentaconnect.com/content/sbp/sbp/2017/00000045/00000003/art00003
Hackman, T. (2017). Leading change in action: Reorganizing an academic library department
using Kotter’s eight stage change model. Retrieved from
https://drum.lib.umd.edu/bitstream/handle/1903/19125/7208-28868-1-PB.pdf?
sequence=1&isAllowed=y
Lee, J. Y. H., Panteli, N., Bülow, A. M., & Hsu, C. (2018). Email adaptation for conflict
handling: A case study of cross‐border inter‐organisational partnership in East
Reference
Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
Management, 34(5), 806-818. Retrieved from
https://www.researchgate.net/profile/Bertha_Vallejo/publication/299738265_Transformat
ional_leadership_and_project_success_The_mediating_role_of_team-building/links/
5730d69c08ae100ae5574776/Transformational-leadership-and-project-success-The-
mediating-role-of-team-building.pdf
Brock, J., Peak, K., & Bunch, P. (2019). Intuitively Leading Change: Completing a Kinesiology
Department-to-School Transformation using Kotter’s 8-Stage Change Model. Journal of
Physical Education, 6(2), 14-24. Retrieved from
http://jpesm.com/journals/jpesm/Vol_6_No_2_December_2019/2.pdf
Choi, S. B., Kim, K., & Kang, S. W. (2017). Effects of transformational and shared leadership
styles on employees' perception of team effectiveness. Social Behavior and Personality:
an international journal, 45(3), 377-386. Retrieved from
https://www.ingentaconnect.com/content/sbp/sbp/2017/00000045/00000003/art00003
Hackman, T. (2017). Leading change in action: Reorganizing an academic library department
using Kotter’s eight stage change model. Retrieved from
https://drum.lib.umd.edu/bitstream/handle/1903/19125/7208-28868-1-PB.pdf?
sequence=1&isAllowed=y
Lee, J. Y. H., Panteli, N., Bülow, A. M., & Hsu, C. (2018). Email adaptation for conflict
handling: A case study of cross‐border inter‐organisational partnership in East
12ORGANISATIONAL BEHAVIOUR
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https://core.ac.uk/download/pdf/151208097.pdf
Nguyen, T. T., Mia, L., Winata, L., & Chong, V. K. (2017). Effect of transformational-leadership
style and management control system on managerial performance. Journal of Business
Research, 70, 202-213. Retrieved from http://modir3-3.ir/article-english/isi443.pdf
Radwan, A. (2020). Lead transformational change, minimize resistance with 8‐step model. Dean
and Provost, 21(7), 1-5. Retrieved from
https://onlinelibrary.wiley.com/doi/abs/10.1002/dap.30693
Sakitri, W., Arief, S., & Maftukhah, I. (2017). Strategies Used by Indonesia Businessmen for
Communication via Email in Global Trade Era. Asian EFL Journal Professional
Teaching Articles, 102, 29-57. Retrieved from https://www.asian-efl-journal.com/wp-
content/uploads/AEJ-TA-102-August-2017-new.pdf#page=29
Small, A., Gist, D., Souza, D., Dalton, J., Magny-Normilus, C., & David, D. (2016). Using
Kotter's change model for implementing bedside handoff: a quality improvement
project. Journal of nursing care quality, 31(4), 304-309. Retrieved from
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%27s_Change_Model_for_Implementing_Bedside_Handoff_A_Quality_Improvement_P
roject/links/5a025916aca2720df3ca3649/Using-Kotters-Change-Model-for-
Implementing-Bedside-Handoff-A-Quality-Improvement-Project.pdf
Standaert, W., Muylle, S., & Basu, A. (2016). An empirical study of the effectiveness of
telepresence as a business meeting mode. Information Technology and
Asia. Information Systems Journal, 28(2), 318-339. Retrieved from
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Management, 17(4), 323-339. Retrieved from
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udy_of_the_effectiveness_of_telepresence_as_a_business_meeting_mode.pdf
Teixeira, B., Gregory, P. A., & Austin, Z. (2017). How are pharmacists in Ontario adapting to
practice change? Results of a qualitative analysis using Kotter’s change management
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Wentworth, D. K., Behson, S. J., & Kelley, C. L. (2020). Implementing a new student evaluation
of teaching system using the Kotter change model. Studies in Higher Education, 45(3),
511-523. Retrieved from
https://srhe.tandfonline.com/doi/abs/10.1080/03075079.2018.1544234#.XouQIuozbIU
Management, 17(4), 323-339. Retrieved from
http://www.academia.edu/download/37206207/Standaert_Muylle_Basu_An_empirical_st
udy_of_the_effectiveness_of_telepresence_as_a_business_meeting_mode.pdf
Teixeira, B., Gregory, P. A., & Austin, Z. (2017). How are pharmacists in Ontario adapting to
practice change? Results of a qualitative analysis using Kotter’s change management
model. Canadian Pharmacists Journal/Revue des Pharmaciens du Canada, 150(3), 198-
205. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5415066/
Wentworth, D. K., Behson, S. J., & Kelley, C. L. (2020). Implementing a new student evaluation
of teaching system using the Kotter change model. Studies in Higher Education, 45(3),
511-523. Retrieved from
https://srhe.tandfonline.com/doi/abs/10.1080/03075079.2018.1544234#.XouQIuozbIU
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