7706EHR - Analyzing Leadership, Change at LCIBS - Griffith

This report analyzes an interview with Sandra Crous, CEO of London College of International Business Studies (LCIBS), focusing on her role in driving business changes for growth and sustainability. The report identifies Crous's leadership responsibilities in implementing organizational change, including identifying the need for change, selecting effective changes, and communicating these changes to employees. It assesses her competencies in communication, decision-making, and intelligence, highlighting how these contributed to positive outcomes such as improved employee satisfaction and customer service. The report also reflects on the lessons learned from the interview, emphasizing the importance of proactive leadership in identifying and implementing necessary changes for organizational success, both in academic and professional contexts. The study concludes that effective leadership is essential for navigating and implementing change, ensuring positive impacts on the company.

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LEADERSHIP RESPONSIBILITY AND CHANGE
Student’s Name
Professor’s Name
Institution
Course
Student’s ID
Date

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Table of Contents
1. INTRODUCTION…………………………………………………………….4
2. CHANGE LEADER ROLES…………………………………………………4
2.1 Description of the changing context(s)………………………………..4
2.2 Description of the analysis of change leadership roles undertaken…5
3. CHANGE LEADER EFFECTIVENESS………………………………….…5
3.1 Analysis of competencies demonstrated by the change leader………5
3.2 Assessment of change leader effectiveness……………………………6
4. LESSONS LEARNED FROM THE INTERVIEW…………………………7
4.1 What have you learned from the interview?........................................7
4.2 How will you apply the lessons learned in the context of
your academic studies or your work?..................................................7
5. CONCLUSION…………………………………………….………………….7
References………………………………………………………….…………………..9

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EXECUTIVE SUMMARY
Leadership and change go hand in hand, and this is because of the essential roles that leaders
play. An effective leader leads the company to changes that are beneficial to the entire company.
A leader who has a vision for his or her organisation makes sure that changes that suit the
business atmosphere are made at the right time to make sure that the organisation gains the
competitive edge. It is essential to realise that change has two potential effects on the progress of
the specific organisation. The first effect is positive and the second effect is negative. The report
will be analysing and reflecting on an interview that was conducted with a leader. The main aim
of the report is to analyse the interview and to identify the change that the leader initiated as well
as the significant effects that came along with the change.

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1. INTRODUCTION
The growth and stagnation of any given organisation are associated with the leader in
place. It is the responsibility of a leader to identify the need for change and to take the
appropriate action later to implement the change. Sandra Crous is the CEO of London College of
International Business Studies. As a leader, she is obligated to making sure that change that is
essential to the growth of the company is realised. Her interview will give an insight into the
roles of a leader in implementing organisational change, and at the same time, it will offer some
lessons on the connection between leadership and change.
2. CHANGE LEADER ROLES
2.1 Description of the changing context(s)
The main change that is evident in the case that has been provided is changing from a
business model to a model that looks more into the well-being and interests of the students and
the employees. Crous being the CEO is therefore considered to be one of the significant persons
in making sure that the organisation realises the change and implements it to the letter. Change is
an initiative that is looked from up going downwards, and this is because the change of an
organisation begins at the top (Anderson and Anderson, 2010). Irrespective of the passion for
changing and the zeal to transform, the minor employees have no jurisdiction to implement
change and this is because of the significant roles that are played by leaders in the organisation
(Burnes, Hughes, and By, 2018). The changing context has helped to demonstrate the essentiality
of leaders in an organisation. The reason behind it is because the strategies that foster the
implementation of the change are only taken from the top thus making Crous the person with the
final word in making the organisational change a reality.

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2.2 Description of the analysis of change leadership roles undertaken
Crous took a different change leadership strategy which was essential in the process of
ushering in a change in the organisation. The first role was the identification of the need to
change (Halkias, Santora, Harkiolakis, and Thurman, 2017). A leader has a significant role in the
implementation of change, and if he or she fails to implement the role, the organisation is likely
to suffer. It is imperative to note that the main role of the leader is to make sure that an
organisation is successful (Herold, Fedor, Caldwell, and Liu, 2008). Considering the rate at
which the business world is transforming, there is a dire need for the leader to be equipped with
the knowledge to identify the areas that need change. It is at this point that a leader is obligated
to identify a change in an organisation or the market. When a leader fails to identify the areas for
change and the need to usher in change, an organisation is likely to stay in one position for a long
time.
The second role of a leader is to identify the specific changes that need to be
implemented. It is essential to note the difference between identifying the need for change and
identifying the change that ought to be made. The decision on the specific changes that ought to
be made is dictated by two factors (Hailey, 2013). The first factor is the business environment
and the second factor is the goals of the company. The third role that has been demonstrated by
Crous is the selection of the most effective changes. Among the changes that a leader might
identify, not all might be effective, and this is where the leader is called to be smart and to make
decisions that will have positive impacts on the company.
3. CHANGE LEADER EFFECTIVENESS
3.1 Analysis of competencies demonstrated by the change leader

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The leader has demonstrated to be an effective communicator, decision maker, and an
intelligent leader. The communication aspect is demonstrated when a leader is able to
communicate the change with the people who are supposed to implement it (Caulfield and
Senger, 2017). It is essential to note that even though a leader has a higher obligation of coming
up with the change, the leader is not in a position to implement the change alone. It is at this
point that communication plays an essential role. The intelligence competence has been
demonstrated by Crous because she identified the need to make the change. An intelligent leader
does not wait for things to get worse to make changes but he or she is supposed to make sure that
a change is made before the effects of not making it can start harming the organisation (Wagner
et al. 2012). The competency of decision making is evident in the case of Crous. A good decision
maker is known after making decisions that add the value or to the success of a company.
Change is not only supposed to come and change the operations of a company, but it is also
supposed to come in place to transform things for the better (Wagner, 2016). It is for this reason
that a good decision maker is known when the change that is implemented helps an organisation
to realise its goals.
3.2 Assessment of change leader effectiveness
The effectiveness of a change in a company is only seen in the results that are attained
after the implementation of the strategy (Ganz, 2010). In this case, the effectiveness of Crous as
far as the changes that she made are concerned is evident in the results that the company attained
after the implementation of the changes. The changes that were implemented had different
effects on the customers and the employees (Beliveau et al. 2015). The goals of the employees
were met, and the level of customer satisfaction was boosted. It is therefore evident that the

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change affected the essential stakeholders positively and therefore, the effectiveness of the
changes cannot be doubted.
4. LESSONS LEARNED FROM THE INTERVIEW
4.1 What have you learned from the interview?
I learned different lessons from the interview, and they ranged from the significance of
having a change leader to the need for an organisation to identify and implement change. I
learned that it is hard for an organisation to thrive with a leader who is not cautious about the
changes that need to be done. The reason for stating so is because I realised that if a leader
cannot make changes in a company, the company might fail to grow.
4.2 How will you apply the lessons learned in the context of your academic
studies or your work?
The lessons that I learned can be applied in academic life as well as work life. The reason
behind it is because each of the fields needs change when things fail to work. From the
perspective of the life of the school, I will apply the lessons by approaching my school work
from a different perspective. I will use the lessons to identify the areas that I need to change in
the courses that I do not perform well. After identifying the areas, I will look for the most
suitable changes and later implement them. When it comes to working, I will replace all the
strategies that have failed to work and make sure their replacements are aligned with the vision
and goals of the company.
5. CONCLUSION

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Without fear of doubt, it is evident that change is essential in any context. The interview
with Crous demonstrated that there is a need for a leader to understand the business environment
and to identify the changes that are supposed to be adopted. However, there is a need to make
sure that the effectiveness of the changes is not compromised. Any change that a leader chooses
to utilise must have positive effects for the company.

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References
Anderson, D. and Anderson, L.A., 2010. Beyond change management: How to achieve
breakthrough results through conscious change leadership (Vol. 36). John Wiley & Sons.
Beliveau, M.E., Warnes, C.A., Harrington, R.A., Nishimura, R.A., O'Gara, P.T., Sibley, J.B. and
Oetgen, W.J., 2015. Organizational change, leadership, and the transformation of continuing
professional development: Lessons learned from the American College of Cardiology. Journal of
Continuing Education in the Health Professions, 35(3), pp.201-210.
Burnes, B., Hughes, M. and By, R.T., 2018. Reimagining organisational change
leadership. Leadership, 14(2), pp.141-158.
Caulfield, J.L. and Senger, A., 2017. Perception is reality: change leadership and work
engagement. Leadership & Organization Development Journal, 38(7), pp.927-945.
Ganz, M., 2010. Leading change: Leadership, organization, and social movements. Handbook of
leadership theory and practice, 19.
Halkias, D., Santora, J.C., Harkiolakis, N. and Thurman, P.W. eds., 2017. Leadership and
change management: A cross-cultural perspective. Taylor & Francis.
Hailey, J., 2013. Managing for change: leadership, strategy, and management in Asian NGOs.
Routledge.
Herold, D.M., Fedor, D.B., Caldwell, S. and Liu, Y., 2008. The effects of transformational and
change leadership on employees' commitment to a change: A multilevel study. Journal of
applied psychology, 93(2), p.346.

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Wagner, W.E., 2016. Leadership for a better world: Understanding the social change model of
leadership development. John Wiley & Sons.
Wagner, T., Kegan, R., Lahey, L.L., Lemons, R.W., Garnier, J., Helsing, D., Howell, A. and
Rasmussen, H.T., 2012. Change leadership: A practical guide to transforming our schools. John
Wiley & Sons.