This report provides a comprehensive analysis of leadership and management practices within EE, a major British telecom company. It examines the leadership style of Olaf Swantee, focusing on his adoption of a bureaucratic leadership approach to align with EE's objectives of providing high-quality services. The report delves into the application of the McKinsey 7-S model during EE's takeover, evaluating how strategy, structure, systems, shared values, skills, style, and staff were managed to facilitate change. Furthermore, the report addresses the critical issue of managing resistance to change, offering strategies such as skill chart preparation, training programs, and the use of books, articles, conferences, and seminars to develop leadership and management skills. The analysis underscores the importance of adapting leadership styles and change models to achieve organizational goals and mitigate employee resistance.