Case Study 11: Leadership in a VUCA Environment and Change Management

This case study examines the challenges faced by Cheryl, a newly appointed CEO, in implementing organizational change within a company. The analysis identifies conflicting values between Cheryl's vision for aggressive growth and the organization's preference for a slower pace. It explores issues such as Cheryl's leadership style and the lack of employee engagement. The study provides advice to resolve these conflicts, suggesting a moderate growth strategy and emphasizing the importance of employee engagement. It highlights key management competencies essential for 21st-century leaders in a VUCA environment, including conflict resolution, team building, change management, and cross-cultural awareness. The case study references relevant academic sources to support its findings and recommendations.

Running head: CASE STUDY 11
CASE STUDY 11
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Author Note

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CASE STUDY 11
Case discussion activity for Topic 11 (Organizational Change)
Case name: Welcome aboard (But don’t change a thing)
In the case study, Cheryl who has recently taken over as the head of the company is
being faced by a large number of problems, a major share of which relates to the lack of
support from the different members of the organization (Waddell et al., 2016). Moreover, her
thinking differs to a great extent from the thinking of the organization whereby she wants to
adopt a rather aggressive growth strategy and in the same manner, the organization is quite
comfortable with the slow-paced growth rate and hence, there seems to be a clash of various
values in the organization (Youtube.com. , 2018). Some of them have been discussed as
follows:
Answer to Question 1: Conflicting values
The different conflicting values as present in the particular case study can be
described as follows:
 The growth rate adopted by Cheryl: Cheryl has envisioned various targets for
the organization through which she wants to aim to it that the organization makes use
of a steady growth and becomes a large company. However, this is being termed as
aggressive in nature by the different members of the organization.
 The growth rate as perceived by the organization: The organization is used to
a slow-paced growth and flow of work (McNult et al., 2002). Although Cheryl means
the overall benefit of the organization, however, her motive is being taken as
aggressive by the firm at large and this is the reason for their lack of cooperation.
 Leadership style of Cheryl: Although Cheryl feels the need to change, she does
not want to ensure that all the members agree to it and can be perceived to be

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CASE STUDY 11
following a rather autocratic style of leadership which will have an effect on the
overall welfare of the company.
Answer to Question 2: Advice to resolve
As stated previously, there exists a presence of various conflicting values in the case
and to ensure success, the following advice has been stated:
1. Adopt a moderate growth drive: Cheryl needs to understand that the growth rate
being adopted by her is quite aggressive in nature and for this reason she needs to
slow down the pace of growth she is planning at present (de Waal, 2016).
2. Employee engagement: Cheryl needs to ensure that in order to implement the
considerable change being adopted in the organization she would be required to make
sure that the engagement of the employees is made.
Answer to Question 3: Management competencies
The different competencies which need to be present in an individual can be given as
follows:
 Resolution of conflict: The leaders in the VUCA environment should have the
capability of solving conflicts which tend to form a common part of the organization.
 Team building: The managers need to have the capability of a team building
which helps them in employee engagement as well (McNulty et al., 2002).
 Change agent: The leader needs to be a change agent in the sense he needs to lead
the change as present in the organization.
 Cross-cultural awareness: Possessing the quality of cross-cultural awareness will
assist a leader in creating a diverse workforce.

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References
de Waal, A. (2016). Searching for effective change interventions for the transformation into a
high-performance organization. Management Research Review, 39(9), 1080-1104.
McNulty, E., Calcidise, K., Benton, D., Cohen, D &
Aversano, N. (2002). Welcome Aboard (But Don't Change a Thing). Harvard
Business Review. Oct2002, Vol. 80 Issue 10, p32-40 Available at:
http://web.a.ebscohost.com.ezproxy.csu.edu.au/ehost/detail/detail?
vid=0&sid=864a96d9-1489-40f5-92ce-
21af0ba27fe4%40sessionmgr4008&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d
%3d#AN=7433807&db=heh
Waddell, D., Creed, A., Cummings, C., & Worley, C. (2016). Managing resistance and
organisational culture. Organisational change: Development and transformation (pp.
98-116). Retrieved from https://ebookcentral-proquest-com.ezproxy.csu.edu.au
Youtube.com. (2018). `Topic 11 Organizational Change' (YouTube) | Available
at: https://youtu.be/GyZhGtLXu78 (Accessed on 10 Oct.2018)