Analysis of Leadership and Change Management at XYZ Construction

This case study examines XYZ Construction's organizational transformation, focusing on the implementation of Kotter's eight-stage change management process and the adoption of transformational leadership by the new Managing Director. The study highlights the issues within the organization, including leadership behavior and conflicts, and analyzes how the new MD addressed these challenges. The report details each step of Kotter's model, such as creating urgency, forming a powerful coalition, creating a vision, communicating the vision, removing obstacles, generating short-term wins, building on the change, and anchoring the changes in corporate culture. Furthermore, the analysis contrasts the previous autocratic leadership style with the new MD's transformational approach, emphasizing the importance of employee motivation, communication, and the removal of barriers to facilitate a more efficient and effective organizational structure. The case study concludes by highlighting the positive impacts of the new leadership and the Kotter's process on the firm's performance and culture.

CASE STUDY: XYZ CONSTRUCTION

Table of Contents
INTRODUCTION...........................................................................................................................1
The Kotters eight stage process with various theories and model for change management.. 1
Leadership Approach adapted by the XYZ construction MD................................................2
CONCLUSION................................................................................................................................3
REFERENCES................................................................................................................................4
Books and Journals..........................................................................................................................4

INTRODUCTION
The case study of XYZ Construction had covered certain issues in the organisation. For
that, report will consist of the change management model such as Kotters eight stage process and
leadership style adopted by the new MD in the organisation for culture and other necessary
modifications.
The Kotters eight stage process with various theories and model for change management.
In the XYZ Construction, the major issues that have been found is the leader's behaviour
and the conflicts arise between employees and top authority which can be understand the
Managing Director of the firm which required to focus on transformed the operation, culture and
structure of the firms. The Kotter's eight stage process and the different theories and model for
change management will help to implement the effective change in the firm such as follows:
 Step 1 Create Urgency: This is a first step for the transformations or change
management in the organisation by creating urgency. For that, Managing director of the
XYZ organisation need to find out the threats and opportunities from the organisation
which can be develop the whole picture with respect to the upcominguture. So, he
decides to change the attitude and behaviour as well as upgrade their managerial skills if
the organisation wants to achieve changes which are required.
 Step 2 form a powerful creation: The next step for adapting the change or
transformation can be done by forming a powerful creation. It is important to convince
the employees and other stakeholder that changes in important for the firm’s betterment.
The MD had found that the employees in the organisation are at top level which was
experienced and competent people which can be the perfect leader for the organisations.
 Step 3: Create a vision for change: The third step of Kotters change management
suggest that the effective values required to be created cfor the firm. For that, a clear
vision has to be set by XYZ Managing Director and the proper strategy will help for
better change. So, he had done the new practices such as customer care and customer
partnering which was not mere a technician exercise. Also, the managing director
discussing for firms restructuring. The aim of the MD is to remove the function barrier
and create a more teamwork-based and process- focused organisations.
 Step 4 Communication the vision: This can be the next step of the change management
in which XYZ construction managing director need to communicate the vision which had
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set for firm withall the stakeholder. The MD would need a complete reorganisation
within better the office. The main issues in the organisation is lack of communication
between
 Step 5 Remove obstacles: This can be a next step for the MD which he needs to consider
for transformation of the organisation.. He need to remove the obstacles from the firms
which are affecting the culture and environment due to the various internal and barrier.
Also the rivalry between the head office and the regional offices(Swayne, Duncan. and
Ginter, 2012).
 Step 6 Create short-Term Wins: This can be a effective step for the change
management which required to create the short term wins by the MD. It can be shown
easily in the organisation after the joining of the new managing director the organisation
had more efficient and effective run with the friendlier place than it had been earlier.
 Step 7 Build on the Change: Tt It most important to considered for the XYZ
Construction MD in order to build the changes by adopting all the step of the kotters
changes management and transform as per the requirement of the organisations. The MD
had discussion for the company restructuring and focus on introducing new
practices and techniques into the organisations to provide a better services to the
customer and other thing is to change the attitude and behaviours within the organisation
and especially for those managers.
 Step 8 Anchor the change in corporate culture: The last step of these change model
which will need to focus by the Managing director to changes in corporate culture and
developing a new structure in the organisation(Stanleigh,2013).
Leadership Approach adapted by the XYZ construction MD.
The XYZ construction firms Managing director brings the transformation within the
company with his effective leadership role. The previous leader have the leadership style is
autocratic. In this style XYZ organisation is facing the various issues such as the MD is feared by
his colleagues and who treated the organisation and his own personal fiefdom. As his style of
management was not liked and much felt that it was the counter-productive. But the new
Managing director focuses on the transformational leadership style which had created a vision
for the changing the organisation culture and processing for the new hierarchy of the firm. The
main aim of the leader is to remove all the obstacle from the organisation which are important to
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remove the effective change. The employees which are not able to coordinate with the
organisation due to lack of skill had arranged a training for improving their managerial skill
which can be beneficial for the company (Peters, 2012). They appeal to the higher ideas and the
values of the organisations people to implement all the changes in any circumstances. The staff
members of the organisation is motivated by more than just their own self-interest and the
motivated to provide extra efforts than previously done for the betterment of firms. The
relationship with manager and other stakeholder have been broaden out by the top manager team
which can be the important part for the firm. The culture has been changed with the
transformation leadership in XYZ Construction.
CONCLUSION
From the report the change management in the XYZ Construction, it can be easily
inferred that with the transformation leadership adopted by the new MD of the organisation, it
gives the positive impact. The Kotter eight stage process will help to focus on certain
modification as per the requirement. The organisation after joining of the new managing
director, developed more efficient and effective run with the friendlier place than it had been
earlier
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REFERENCES
Books and Journals
Peters, L., 2012. The rhythm of leading change: Living with paradox. Journal of Management
Inquiry, 21(4), pp.405-411.
Stanleigh, M., 2013. Leading change. The Journal for Quality and Participation, 36(2), p.39.
Swayne, L.E., Duncan, W.J. and Ginter, P.M., 2012. Strategic management of health care
organisations. John Wiley & Sons.
van der Voet, J., Kuipers, B. and Groeneveld, S., 2015. Held back and pushed forward: leading
change in a complex public sector environment. Journal of Organisational Change
Management, 28(2), pp.290-300.
Wellman, J., Jeffries, H. and Hagan, P., 2016. Leading the lean healthcare journey: driving
culture change to increase value. CRC Press.
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