Leadership Style Change

Case Study # 102759

A case study analysis of the resistance that may be felt by managers to a change in organizational management style from a traditional control style to a team-based style and how the resistance can be overcome.

798 words () | 5 sources | MLA | 2008 United States

Paper Summary:

This paper presents a case where the leader of a client organization decides to change the management style of the organization from a traditional one to a more team-oriented one. It discusses the resistance that may be felt towards the idea and how the resistance can be successfully overcome. It concludes by discussing the need for clear and thorough communication between the leader and the managers of the organization.

Table of Contents:
Situation
Resistance
Overcoming Resistance

From the Paper:

"Many experts feel that the work team, while it has proven valuable and is being used more and more, is not spreading fast enough to make the fundamental changes in American business that are needed, and there is considerable resistance to the use of this method, notably from those tiers of managers who would be eliminated. Many managers do not want to allow participation on the part of workers because it entails sharing power with employees, and the low-level supervisors whose interests are often ignored in the move to this approach fight against it. Hoerr (1989) noted early that managers fearing hostile takeovers resist investing in human-capital programs such as the continual training that is needed to help workers improve their technical and social skills."

Sample of Sources Used:

Davidson, J. (2002, December 1). Overcoming resistance to change. Public Management. Retrieved March 23, 2007 from http://www.highbeam.com/doc/1G1-95200015.html.
Hoerr, J. (1989, July 10). The payoff from teamwork. Business Week, 56-62.
McLagan, P.A. (2003, January). The Change-Capable Organization. T&D, Volume 57, Issue 1. Retrieved March 23, 2007 from http://www.questia.com/PM.qst?a=o&d=5002512351.
Nahavandi, A. (2003). The Art and Science of Leadership, 4th edition. Upper Saddle River, N.J. : Prentice Hall.
Patchin, Robert I., The Management and Maintenance of Quality Circles. Homewood, Illinois: Dow Jones-Irwin, 1983.