leading and managing change essay

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Leading Change Means Changing How You Lead

Adapting your leadership approach is necessary for achieving the change your organization requires.

• Leading Change
• Executing Strategy

The Strategy of Change

One of the toughest challenges facing leaders is that the job requirements can change dramatically and unpredictably, as the past two years have amply demonstrated. Of necessity, leaders had to divide their attention between responding to the pandemic and managing a remote workforce and have been even further stretched by issues such as social justice, supply chain disruption, climate change, hybrid work arrangements, and geopolitical instability.

It would be easy to conclude — as many commentators have — that the key requirements of leadership are flexibility and empathy. While these qualities are certainly beneficial, especially at this specific, stressful moment, the enduring requirement of leadership is to be contextually effective . Effective leaders are those who adjust their leadership approach to suit the context and challenges they face.

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History is replete with examples of individuals who displayed extraordinary leadership under certain circumstances but were unable or unwilling to subsequently change their leadership approach. In business, it is frequently observed that a founder is rarely the leader best suited to run the business once it achieves a certain scale because it requires a different style of leadership and skills. Alphabet’s success is in part a testament to the self-awareness of Sergey Brin and Larry Page, who recognized the need to step away from the CEO role. Facebook’s current travails, in comparison, are partially caused by Mark Zuckerberg’s failure to acknowledge this necessity.

Three Imperatives for Leading Effective Change

In our work with leaders, we encourage them to think of contextual effectiveness as comprising three main tasks:

Drawing the map: The late publisher Arnold Glasgow observed that great leaders recognize an issue before it becomes an emergency. They consistently map the changing dynamics of the company’s environment and create a clear, prioritized vision for where the business should be headed.

Establishing the mindset: The second task of leadership is to ensure that the executive team has more than just a cognitive understanding of the map. The leader’s mindset drives a shared conviction about the necessity of change and an enthusiasm for the improvements that successful change will bring about. This enthusiasm is vital because achieving change is harder than maintaining the status quo.

Communicating the message: If the map credibly identifies the needed change, and the mindset creates the appetite for change, the message is the key tool for activating that change among the broader population of employees. The leader’s message serves as the rallying cry that aligns the energies of the organization around a particular goal and the attitudes and behaviors required to achieve it.

Defining the map, mindset, and message are the core tasks of leading change, but the objective of each task will vary according to the type of change that the leader is seeking to achieve. Change takes three distinct forms, as we have described in previous articles :

• Enhancing the magnitude of the company’s current strategy.
• Reimagining the activities for pursuing that strategy.
• Shifting direction altogether.

Below, we illustrate how the objective of the “map, mindset, and message” tasks varies according to the type of change that the leader is trying to achieve . Our research indicates that enhancing magnitude (doubling down) is the right decision for the 20% of companies or business lines that perform strongly on both fit to purpose and relative advantage; shifting direction (pivoting) is required for only those 15% of companies that perform poorly on both dimensions. For nearly two-thirds of companies, the change imperative is to reimagine the activities they use to pursue their strategy rather than reimagining the strategy itself.

Enhance Magnitude

When a business is performing well on fit to purpose and relative advantage, the leader needs to recognize the twin dangers of complacency (believing that there’s no need for change) and hubris (overconfidence in the quality of one’s leadership). Contextually effective leaders combat complacency by continually striving for change, and they combat hubris by recognizing that their own opinion is less significant than the opinions of key stakeholders.

The mapping task in this change context is to pursue excellence and reinforce the current drivers of uniqueness, utility, and value as perceived by customers and other key stakeholders. The required mindset is that of rising to a challenge — framed either as a competitive threat or an innate commitment to excellence. Finally, the task of messaging is to maintain a focus on the ultimate priorities of the business rather than on concerns that are fleeting or disconnected from the company’s core strategy.

Apple’s leadership has consistently executed an enhance magnitude change focus over the past two decades. It has deliberately chosen to use itself as its competitive frame of reference, creating a constant challenge to enhance its already leading position through targeted and continuously deepening innovation and the integration of hardware, software, and services — all without relying on large-scale acquisitions. (Apple’s largest acquisition ever was the $3 billion it paid for Beats in 2014.) The result has been the delivery of distinctive and consistent value to an expanding and engaged customer base.

Reimagine Activity

When the goal of change is reimagining activity , the leader’s mapping task is to innovate new routes to the current destination. The accompanying mindset is one of focused experimentation and targeted risk-taking. Rather than radically reinventing existing processes, the reimagination agenda instead often looks to digitization, machine learning, and artificial intelligence to create more efficient methods to perform them. In this context, the task of messaging is to emphasize the benefits that customers and other stakeholders will continue to enjoy if the methods for delivering these benefits are improved. (This is the objective that many companies are currently trying to achieve through AI.)

Netflix’s leaders have navigated this path with particular expertise over the past 20 years. They have remained focused on a goal of convenient, personalized, immersive entertainment delivered without advertising, even as the technologies for achieving this goal have changed dramatically. By keeping employees focused on innovating on the means to the end rather than on the end itself, Netflix’s leadership has maintained a sense of stability even as the business has undergone significant transformations: in its mode of distribution, from mailed DVDs to streaming; in its core business, from a content distributor to both a creator and distributor of content; and in its implementation of a “glocal” (both global and local) model of content development.

Shift Direction

When a company performs poorly on both fit to purpose and relative advantage, a shift of direction is required. In this context, the mapping task is to explain why a pivot is needed and how the purpose of the business must be redefined.

While it can be effective for leaders to ratchet up the pressure under the other two change scenarios, this approach is less effective in the context of shifting direction. Pressure in this context drives up anxiety levels, which hinders effective problem-solving and may even reinforce existing behaviors. Instead, the leader’s mindset task is to build belief among employees, customers, and partners in the new destination for the business, and an environment that’s receptive to fresh ideas. Reflecting this, the messaging task is to promote a sense of possibility.

The turnaround in Lego’s fortunes led by Jørgen Vig Knudstorp is a master class in how to maintain a supportive environment even while making dramatic changes to the business — halving the number of bricks made from 13,000 to 6,500, exiting the theme park business, and expanding into video games and movies — and how the business engaged with its customers. Lego went from revenues of 800 million euros ($1 billion) and near bankruptcy in 2004 to revenues of just under 6 billion euros in 2020.

Related Articles

Much of the writing on leadership takes the form of lists defining its required attributes or universal norms. But these ideals change over time and reflect the environment in which they were created. This evolution explains how competitiveness (epitomized in Jack Welch’s famous 1980s-era directive to be first or second in every industry in which you compete) gave way to creativity (most famously associated with Apple’s exhortation to “think different”) only to be superseded by disruption (popularized by Zuckerberg’s mantra to “move fast and break things”) and hyperscaling (celebrated in the 10x mantra of the venture capital community) — which in turn have been replaced by the current celebration of empathy.

Which of these leadership ideals is actually ideal in practice? The point is, of course, that the task of leadership is deeply contextual: The attitudes and behaviors that are effective in one environment will not deliver the same outcomes under different circumstances. The form of change sought — enhancing magnitude, reimagining activity, or shifting direction — shapes how contextually effective leaders define and pursue the tasks of map, mindset, and message. As a Chinese proverb powerfully expresses, “The wise adapt themselves to circumstances, as water shapes itself to the pitcher that contains it.”

About the Authors

B. Tom Hunsaker is on the strategy and leadership faculty at Arizona State University’s Thunderbird School of Global Management. Jonathan Knowles is the founder of the advisory firm Type 2 Consulting.

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Leadership, Management and Change

Introduction, leadership, management, and change, list of references.

Change will is always an ongoing process (Goleman 2002). Organizational leaders should embrace new roles and ideas in an attempt to create better structures that can deliver the best results. My dream is to become a successful organizational leader. A proper understanding of the major processes of organizational change (OD) will make it possible for me to achieve my career goals. This reflective essay, therefore, examines the major obstacles faced by my team in preparation for our group presentations. The essay describes the major theories and models that have the potential to change the manner in which the group was managed and led.

Teams have the potential to improve the level of performance and produce the best goals (Nastasi & Hitchcock 2009). Our group was composed of five members. The purpose of the group was to discuss a case study related to a management situation. In order to make the discussion successful, several theories of leadership were used throughout the process. We used Tuckman and transformational leadership models. Some of the group members identified the unique strengths of the theories and their relevance towards effective organizational change. Their contributions made the study process successful.

However, some challenges were observed during the process. For example, some of the members were not responsible and failed to keep time. Some also failed to turn up for the scheduled meetings. Some individuals did not complete the activities assigned to them. Such obstacles made it impossible for our team to achieve targeted goals. The members were unable to make accurate decisions. This situation explains why our team performed poorly. Various theories can be used to ensure the group is managed and led in a better manner (Goleman 2002). The most important thing is to identify the best theories that can deliver targeted goals.

The first powerful concept revolves around the use of behavioral, structural, and technical strategies. The group leader can use behavioral, technical, and structural approaches to achieve the targeted organizational change. The technical approach focuses on the elements, relationships, interactions, and activities that define the productivity of the targeted group. Leaders should present the best machinery, facilities, work methods, and procedures in order to achieve the best goals. The behavioral strategy is usually aimed at ‘rearranging the reward systems in an attempt to strengthen the targeted behaviors (Dzik-Jurasz 2006, p. 28). The structural concept can create rewarding roles and functions for the group members. This approach will ensure the team members address their differences and focus on the best outcomes.

The second theory is the systems OD model. Proponents of the systems theory believe that the effectiveness of a group can be improved by promoting the performance of every organizational system. The inputs should be carefully identified and mentored. The components within the group should relate positively in order to achieve the targeted goals (Dzik-Jurasz 2006). The administrative, social, technical, and strategic inputs should be monitored effectively. The approach will make it possible for the group to achieve its targeted goals. The ‘systems approach, therefore, promotes the best practices such as assessment, implementation, problem-solving, and evaluation’ (Nastasi & Hitchcock 2009, p. 371).

The book “Organisation Development” by French and Bell outlines a number of concepts that can be used to support different forms of change. To begin with, the theorists embrace the power of long-range processes in an attempt to redefine an organization’s social process. The approach also changes the targeted culture. The use of Total Quality Management (TQM) is also critical towards achieving the targeted change (French & Bell 2004). That being the case, the group leader can use new processes that promote concepts such as inclusiveness, responsibility, and commitment. A transformational approach will ensure every individual is ready to be part of the presentation.

Kanter believes strongly that effective interventions can produce new objectives in an organization. According to Kanter, every organizational development strategy requires the most appropriate intervention (Sturdy & Grey 2003). This means that leaders should use their competencies and skills in order to achieve the required outcomes. The group leader should also be empathetic, creative, considerate, and realistic. The individual will address every existing problem and focus on the targeted outcomes. The members will be encouraged to attend every meeting and present their ideas.

The other powerful model was described by Colin Carnall in the book “Managing Change in Organisations”. Carnall believes that a strategic approach towards change has the potential to produce positive outcomes. The group leader should use appropriate concepts to guide, plan, implement, evaluate, and promote the best practices (Carnall 2007). The leader should also acquire new techniques and ideas in order to ensure the targeted change is realized.

The OD Cube was developed to manage the intervention phase of every organizational change. The ‘purpose of every intervention is to disrupt the existing status quo and develop new practices’ (Baulcomb 2003, p. 278). The participants should be empowered in an attempt to promote better practices (Sturdy & Grey 2003). During the intervention phase, the OD leader should focus on the major dimensions encountered within a group. The leader will therefore ‘focus on the diagnosed problem, identify the new attention, and present the best mode of intervention’ (French & Bell 2004, p. 39). These strategies will encourage different group members to address their differences and focus on the best goals.

The Force Field Analysis is a powerful tool developed by Lewin. This model can be used to make accurate and meaningful decisions. The tool can be used by our group leader to analyse the major decisions supporting or opposing the targeted change. This understanding will make it possible for the group leader to focus on the best decisions that can eventually make the team successful. The leader should strengthen the major forces supporting the change and address the ones opposed to it (Carnall 2007).

The approach will ensure every group member is ready to promote the best practices. The best thing is to ensure new practices are encouraged in the group. The group leader should therefore be aware of the targeted change. This knowledge will ensure the planning, implementation, and evaluation phases are executed in a successful manner. The group leader can use these stages to implement the targeted functions.

The targeted group leader can use the above models to guide every member. A powerful OD theory will address the existing problem, identify new interventions, and promote new practices in the group. This strategy will ensure the group is aware of its goals. The members will also be empowered to collaborate, make accurate decisions, and guide one another (Weberg 2010). The rate of absenteeism will also reduce significantly. The challenges affecting our performance will be addressed and eventually make the team successful.

Baulcomb, S 2003, ‘Management of change through force field analysis’, Journal of Nursing Management , vol. 11, no. 1, pp. 275-280. Web.

Carnall, C 2007, Managing Change in Organisations , Financial Times Management, New York. Web.

Dzik-Jurasz, D 2006, ‘Supporting sustainable change’, Nursing Management , vol. 13, no. 4, pp. 26-29. Web.

French, W & Bell, C 2004, Organisation Development: Behavioural Science Interventions for Organisation Improvement , Prentice Hall, Upper-Saddle River. Web.

Goleman, D 2002, ‘Leadership that gets results’, Harvard Business Review , vol. 78, no. 2, pp. 78-90. Web.

Nastasi, B & Hitchcock, J 2009, ‘Challenges of evaluating multilevel interventions’, American Journal of Community Psychology, vol. 43, no. 4, pp. 360-376. Web.

Sturdy, A & Grey, C 2003, ‘Beneath and beyond organisational change management: exploring alternatives’, Organisation, vol. 10, no. 4, pp. 651-662. Web.

Weberg, D 2010, ‘Transformational leadership and staff retention: An evidence review with implications for healthcare systems’, Nursing Administration Quarterly , vol. 34, no. 3, pp. 246-258. Web.

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Leading And Managing Organisational Change: A Reflection Essays Example

Type of paper: Essay

Topic: Development , Management , Leadership , Organizational Development , Practice , Exercise , Management And Leadership , Knowledge

Words: 1800

Published: 05/23/2023

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Leading & Managing Organisational Change: A Reflection

I. Value of Subject Experience on Capacity to Lead & Manage The current business practice involves numerous complexities in organizational development and change areas. If anything, evolving practices, a more dynamic workforce and, of course, ever changing ICT implementations which enable collaboration and communication – all contribute and inform how organizational development and change are understood, adopted, maintained and sustained. Accordingly, proper knowledge of and practical experience in optimum organizational development and change strategies, policies and practices are most critical not only to survive in current business practice but also to sustain a healthy, if not innovative, organizational makeup. For current purposes, I believe that, having experienced a broad range of concepts, frameworks, models and approaches to organizational development and change, I have gained invaluable insights into history and current business practices in both areas. Primarily, I have come to appreciate that organizations, when at a critical juncture of development / change, can be addressed at different micro and macro levels. That is, as all organizations seek to leverage performance, organizational development and change processes and approaches are performed at individual and functional (i.e. micro) as well as at group, department and company-wide (i.e. macro) levels. The actions made and approaches adopted depend, accordingly, on how much development / change is required. Predictably or not, each specific action / approach depends on each manager's / leader's vision, if any, in implementing / inspiring change. Thus, different management / leadership styles and approaches, aimed at introducing or deepening change in a given organizational setup (of which numerous examples have been offered over semester), have led, I have come to understand, to broader discussions about critical issues in organizational development and change. These include, most notably, individual- / group-level change; differences between management and leadership; leadership styles; leadership skills; roles in change process; differences between change management and leadership; role of organizational development practitioners / professionals; and corporate culture as a significant variable in change management / leadership. II. How & Why Subject Experience Has Changed Thinking on Leading and Organizational Change Informed by different leadership (e.g. people- and task-oriented) and management (e.g. participative) styles; leadership qualities (e.g. edgy catalyser, visionary motivator, measured connector, tenacious implementer and thoughtful architect); approaches to organizational development (e.g. Systems Socio-Technical and Checkland’s ‘Soft Systems’); and, not least, role of organizational development professional / practitioner (e.g. Internal vs. external, ability to straddle boundaries, use of knowledge and experience and emotional intelligence repertoire) – informed by all, my conceptualization of different issues raised and discussed over semester have experienced substantial change. The change I have experienced – and as I believe am likely to experience more of in upcoming years as a professional practitioner – can be attributed to how I have come to think about management and leadership practices not only in organizational setups but also in broader contexts in general. This is evident in numerous management and leadership practice areas. Notably, in implementing change in organizational setups I have developed a different understanding compared to an earlier one. More specifically, change is not an automated process initiated by mere adopted of organizational development and change actions. Instead, change is a much more complex challenge which is inspired by leaders (TED, 2010), is encountered by resistance at differ organizational levels (Dr. John Kotter, 2011a), is performed in a dynamic cultural context (DianaSenichenko, 2012) and, of course, is differentiated along management / leadership dimensions (Dr. John Kotter, 2012). This change can be attributed to how I have come to "read" management and leadership literature, let alone how I have changed plans for internship and professional opportunities. More specifically, in lieu of a merely academic understanding of management and leadership approaches and styles, I have come to better appreciate how practice in different organizational contexts can make one style or approach effective in one context and not so effective, if working at all, in another. Moreover, in shifting perspective from a universal management / leadership style to all contexts, I have reviewed my plans for internships and, over long range, career prospects. More specifically, I have applied to more "action-oriented" management consultancies which, over years, have continued to offer practical and sustainable strategic solutions for different businesses. This change in perspective is in a stark contrast to an earlier one by which search for internship opportunities and professional prospects has been informed by an idealistic view of management and leadership practices. III. Subject Knowledge on Future Career Roles As noted consistently above, management and leadership concepts, approaches and frameworks discussed over semester have had a major impact on changing my perspective. The change in perspective is not limited, however, to academic and learning context. Indeed, discussed issues and, for that matter, perspective change, have far-reaching impact on my professional career opportunities. Of particular interest is role of organizational development professional / practitioner. As I plan to join a prestigious management consultancy, information and practical insights into organizational development practices, shared over semester, are of particular significance for a planed internship at McKinsey & Company or Booz Allen Hamilton. If anything, current business changes are rapid enough as to require constant knowledge and practical updates to available repertoire, changes which generate much more practical and radical recommendations by established experts well beyond conventional organizational development and change concepts namely, successful change management blueprints (Cranfield School of Management, 2012) and continuous organizational transformation (Cranfield School of Management, 2010). Given such complexity and dynamism, knowledge diffusion, of transfer, of my newly acquired knowledge and insights can be applied into future practice in numerous, innovative ways. For one, change remains a critical watchword upon which most, if not all, current corporate practice is centered (Paul Brown, 2011; American University School of Public Affairs, 2013; Dr. John Kotter. (2011b). To apply acquired knowledge and insights into future, I believe I can develop a line of professional career particularly focused on organizational agility. Indeed, organizational agility has come to assume an increasingly significance in recent years as companies, of all sizes and in different jurisdictions, attempt to adapt to rapid changes generated by internal or external factors. By developing a careful professional profile in organizational agility, I can apply basic learning and knowledge I have acquired into a future, expert area of professional practice. This can be performed, more specifically, by, first, refining my learning and knowledge repertoire by participating in more advanced workshops and/or information sessions provided by professional societies. This should ensure I am up to date to state-of-the-art practices. Few years into actual professional practice, I can opt to relocate into different practice jurisdictions, a common move made by professionals to offer management and leadership advice to different internal and external stakeholders. A second course for diffusing acquired learning and knowledge is to pursue a career path with an aimed to establish an independent practice later. This course is, of course, not a novelty and is, in fact, a very common step for ambitious and entrepreneurial practitioners. As companies, particularly in ICT industry, experience radical and rapidly changing business environments, offering "niche" market management and leadership services via an independent practice is particularly important. As startups struggle to establish foothold in markets, navigating change in multiple operation environments is nothing short of an imperative. As a partner / business owner of a management consultancy, I will be able to cater for service needs of startups and SMEs whose comparatively lower budgets and lesser experience represent an ample opportunity for emerging consultancies such as ones I plan to start. IV. Personal Approach to Leading & Managing Organizational Change Given concepts, approaches and styles offered over semester, I am inclined to a more participative management / leadership style. This selection is based on numerous factors including, most notably, industry-wide practice and personal preferences (based on specific personal traits and characteristics). For industry-wide practice, approaches to management / leadership practices are shifting from a more conventional Autocratic / Top-Down Model into a Participative / Flat Model (TEDx Talks, 2013). Indeed, a more participative approach is more likely, I believe, to engage a broader range of stakeholders well beyond immediate subordinates. By embracing more stakeholders, changing organizations can better collaborate and hence enhance organizational learning as more knowledge and learning repertoires are generated, developed and exchanged across networks of knowledge exchange. On a more personal level, participative management / leadership style is more compatible to my own personal traits and characteristics. If anything, I am more inclined to "inspire" and "guide" as opposed to "direct" and "manage" people. More specifically, I prefer a more collaborative approach to managing / leading people since collaboration, above anything else, has shown to enhance organizational performance within and across organizational setups. That, combined by my personal characteristics as a potential leader, hopefully, converges on a more participative approach to management and leadership. This is not to mention, of course, that an increasing number of organizations are giving up conventional, hierarchical management and leadership styles in favor of a flatter, more collaborative structure in which conventional lines between management and subordinates blur.

American University School of Public Affairs. (2013, August 7). Bob Marshak: Making Sense of Organization Development [Video file]. Retrieved from https://www.youtube.com/watch?v=31XAtMjVkos Cranfield School of Management. (2010, June 28). Continuous Organisational Transformation [Video file]. Retrieved from https://www.youtube.com/watch?v=fGOW3Bssor0 Cranfield School of Management. (2012, May 16). Successful Change Management 10 Steps [Video file]. Retrieved from https://www.youtube.com/watch?v=t0siBRHKbIU DianaSenichenko. (2012, January 8). Organizational Change by Woody Allen [Video file]. Retrieved from https://www.youtube.com/watch?v=Dg8KNE_NVJM Dr. John Kotter. (2011a, March 23a). John Kotter - Resistance to Change [Video file]. Retrieved from https://www.youtube.com/watch?v=Wdroj6F3VlQ Dr. John Kotter. (2011b, March 23). John Kotter - The Heart of Change [Video file]. Retrieved from https://www.youtube.com/watch?v=1NKti9MyAAw Dr. John Kotter. (2012, February 6). Change Management vs. Change Leadership — What's the Difference? [Video file]. Retrieved from https://www.youtube.com/watch?v=2ssUnbrhf_U Paul Brown. (2011, January 11). A Brief Introduction to Change Management [Video file]. Retrieved from https://www.youtube.com/watch?v=3Jk6clmMycI TED. (2010, May 4). How great leaders inspire action | Simon Sinek [Video file]. Retrieved from https://www.youtube.com/watch?v=qp0HIF3SfI4 TEDx Talks. (2013, February 20). Leading Change with Humble Audacity: Nancy Giordano at TEDxAustin [Video file]. Retrieved from https://www.youtube.com/watch?v=26omaE1GaNc

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Leading and Managing Change - Literature review Example

• Subject: Management
• Type: Literature review
• Level: High School
• Pages: 7 (1750 words)
• Downloads: 0

Extract of sample "Leading and Managing Change"

Introduction

For the long-term success and sustainability, the organizations need to take some practical steps such as accepting, adopting and implementing changes in their business models. It is the great role of leadership in managing people and making their efforts to be at their best in favor of change implementation. At the same time, to lead and manage organizational change, there is a need to understand how change impacts the different levels of organization, individuals and teams. Such understanding will help in leading people both individuals and teams. This reflective journal represents what we have examined in leadership and it connection to strategic decision making and principles of change management. The knowledge obtained helped to understand why and how organizational change happens and steps that can be done to make the process of change more acceptable. This reflective paper integrates theory and practice, explaining the main theoretical perspectives of the topic of change management and leadership, evaluates the effectiveness of practical knowledge and considers how the information obtained can be applied in the future.

Leading change at different levels

We have started to learn about leading an organizational change with understanding of how change occurs at different levels, in particular, we examined how individuals and teams learn and how they respond to change. Because organizations are composed of individuals, the need exists in developing numerous strategies which would emphasize employees’ participation in organizational change. Nordin (2014), states that individuals’ perception of the overall organizational culture influence willingness to engage in the organizational change.

The importance that many individuals attach to their identities directly impact organizational change and leadership ability to execute this change. Those individuals, who do not believe that the change process does not satisfy their paradigms, are not likely to exhibit change behaviors. I think that given the improvements of communication and information sharing technologies will give organizations the ability to better implement change. The attention should also be given to organizational leaders in creating predispositions for successful change implementation and sharing of experiences during the process with individuals.

I have referred to considerations of Liu (2009), where Peter’s analysis model of successful change implementation was associated with focusing on several important characteristics. Here, the importance of the people resource and not just the abstract resource but as individuals should be respected. The importance of such information is that organizations should not only make tough demands on individuals but also treat them appropriately, in particular, to provide training, develop and give new and interesting challenges in order to prepare them to organizational change. There were also other models which we looked at in order to understand how individuals respond to organizational change. Here, I have to mention the teleological motor theory of change, which described change as the result of purposeful social construction by individuals of the particular organization. The theory relates to individuals in terms of their perception of the current actions that should be changed to enable them to attain new goals.

In addition, I have found important information in the article of Borman, Ilgen and Klomoski (2004), where researchers focused on individual’s role in combining innovation with environmental characteristics that enabled people to generate organizational change.

Moving from the individual, we have also examined teams and how organizational change impacts teams. According to Chen, Hou and Fan (2009), when an organization sets its direction on change, which includes restructuring or downsizing, it can cause such feelings of employees as anxiety, fear and insecurity, impacting productivity as individuals as whole teams. One reason for that is that when change is about to implement, the members of different teams should cooperate in such implementation. This includes cooperation of people from different professional background and those who view differently certain mental models. I think that to accomplish organizational tasks in response to changes, there is a need to structure work, manage it through leadership abilities. I agree with the fact that work groups can be designed to enable teams with diverse skills and backgrounds to communicate effectively and interact constructively for organizational needs and in particular, for managing change.

Developing leadership skills

The next step in examining organizational change and leadership was associated with leadership skills and characteristics needed to be an effective leader. First we have explored the nature of leadership. Here, I should mention that according to Barker (2001), leadership is one of many forms of social organization distinguished from other human behavior phenomena.

The concept of leadership provides certain social defense with the central purpose to repress uncomfortable needs and emotions when individuals try to work together. Building upon this foundation, we have looked at different theories of leadership. However, we have paid more attention to the contingency theories of leadership. For years, researchers and scholars have developed or propounded different perspectives and approaches of leadership. Thus, contingency theories of leadership take a broader view of situational factors about the skills and capabilities of leader. For example, I find it useful to mention about Fiedler’s contingency theory of leadership effectiveness which argues that leader effectiveness is dependent on the interaction of style of a leader with the characteristics of the situation. Thus, the leader can be involved in the leader-member relations, task-structure and leader-position power. According to Peretomode (2012), Fiedler has recognized task-oriented and relationship-oriented leadership styles which are relatively inflexible and none is good for every situation.

As the next step in the look at leadership, my attention is given to development of leadership skills. A successful leader should now know what one is expected and execute it accordingly. For the global leader, one should show expected competence in cross-cultural awareness and practice, should build interpersonal skills to deal with conflicts. According to Prewitt, Weil and McClure (2011), the leadership is expected to communicate, collaborate and to establish the course for the whole organization. For that purpose, a leader should use collaboration and communication skills and abilities that will help to gain trust of people and gain influence. In addition, it is the task of an organization to provide training for leaders in the global leadership competencies in order to utilize them as a generalized model of global leadership.

Thus, by addressing cultural component of leadership, leaders will be able to apply difference culturally. I would like to mention the importance of Katz’s three-skill approach in determining effective leadership, which is highlighted in the article of Moore and Rudd (2005). Thus, the effective leader should have technical, human and conceptual skills based on the specific knowledge, skills which are proficiency in working with people and skills that allow a good leader to think through and work with ideas. I think that the significance of the approach is in realizing leader as administrator, the one who directs the activities of other individuals and is capable of undertaking the responsibility for achieving organizational objectives through efforts of all involved. I should also point that technical, human and conceptual skills, being not interrelated, but all constitute the personality of effective leader.

Leading and managing organizational change

To effectively manage change, it is essential that a leader understood organizational design as one of the context of where change takes place. Here, I referred to journal article of Dannar (2014), where the role of organizational design is explained as the way to facilitate the implementation of strategy designed to cope with the current operational dilemmas. While leaders pay less attention to understanding organizational design as it is critical success factor, however, the fact that design of an organization can enable the focus and creative energies of leaders to be released on the work is obvious. It is the role of organizational design in helping to choose market strategies and understand the resources needed to pursue objectives.

The other context where change takes place is organizational transformation. In my opinion, regardless the strategies of an organization, change involves identifying and formulating of answers to different social, economic and technological dynamics, where the process of transformation is a complex one with many factors influencing it. Thus, to manage change, an organization and its leadership should understand behavioral changes and transformations as the components of equilibrium of habits and norms of the participants of the process. The more valued the latter are, the greater change is required. Codreanu (2010), states that Lewin’s solution to change group norms in the organization can be through creation of disequilibrium. The stage will put people in the uncomfortable position but will help in further stages of moving to changes and creation of new organizational equilibrium.

Understanding change

We further explored theories of planned and emergent change taking precise look at change and paying more attention to the forces of change. Thus, I have referred to the article of Liebhart and Lorenzo (2010), which states that many factors contribute toward the traditional planned change management strategies to be altered on new organizational and individual strategies. Here, the authors have also discusses Lewin’s planned change concept, however, due to economic instability, his ideas became also not always relevant in change management. Emergent change has appeared as unpredictable and unintentional phenomena, which involved informal self-organizing and where the actors were given structures to the new conditions simultaneously. It is probably the challenge for the organization to experience emergent change, however, in the modern dynamic business environment, there is a need to calculate such risk and take it into account when developing strategies.

Managing resistance to change

The final step of analyzing change and leading organizational change is about resistance. There is no point to say that change is always welcomed and that participants of organizational process are always glad to change the way they did things. At the same time, literature indicated a high proportion of change initiatives which are successful as well as those initiatives which are unsuccessful. Wittig (2012), considers that many factors impact employees’ negative reaction on organizational change. These factors are associated with inability of a leader to have appropriate level of emotional intelligence. Lack of communication and social accounting become barriers to change understanding. I think that one of the most important is employees’ participation in the decision making process. At the same time, open communication, expressing of new idea and shared vision as well as bigger collaboration of leader with employees will help to overcome resistance to change.

I find the topic of leadership and change management very important to me as I understand that it is the prerequisite of modern organizations to remain competitive. Thus, successful implementation of change initiatives is essential for business. At the same time, change agents should realize the great role of employees and that their reactions are valuable in shaping change initiatives. The change agents should understand that good communication and active participation of employees in the decision making processes will help to implement change without conflicts.

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Leading vs. Managing: What’s the Difference?

Leading vs. managing: these two organizational skill sets are often confused, in part because they overlap. let’s explore the difference between leading vs. managing and examine when each can be useful..

By Katie Shonk — on January 8th, 2024 / Leadership Skills

Are you a manager or a leader? Many people would say they are a bit of both. Indeed, the overlap between the two roles can be confusing. Here, we take a look at the difference between leading vs. managing and consider when each role is called for in organizations . 

Leading vs. Managing : Definitions

In his 1990 book, A Force for Change: How Leadership Differs from Management , Harvard Business School professor emeritus John Kotter clarifies that both leading and managing are essential roles for those who steer organizations and supervise employees. Kotter offers definitions of leading vs. managing that pinpoint the differences between them.

The concept of management was created to “help keep a complex organization on time and on budget,” he writes. The goal of management is to create order and consistent results for customers, clients, shareholders, employees, and other organizational constituents. 

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According to Kotter, the processes that form the core of modern management include:

• Planning and budgeting: setting targets or goals for the future; establishing steps for meeting those goals, including guidelines and timetables; and allocating the resources needed to accomplish those objectives.
• Organizing and staffing: establishing an organizational structure and jobs; staffing those jobs with qualified workers; delegating responsibilities for meeting goals; and setting up systems to monitor implementation.
• Controlling and problem solving: monitoring results; identifying problems that crop up; and planning and organizing to solve problems.

By contrast, leadership in the workplace produces something very different: movement. “Throughout the ages,” writes Kotter, “individuals who have been seen as leaders have created change, sometimes for the better and sometimes not.” Leadership is generally considered effective if it “moves people to a place in which both they and those who depend upon them are genuinely better off, and when it does so without trampling on the rights of others,” writes Kotter. 

In particular, leadership practices in organizations include:

• Establishing direction: developing a vision for the future and strategies for realizing the changes needed to meet that vision.
• Aligning people: communicating the direction to key actors in order to create coalitions that grasp the vision and are committed to achieving it.
• Motivating and inspiring: keeping people moving in the right direction despite political, bureaucratic, and resource barriers to change by appealing to basic human needs, values, and emotions.

Leading vs. Managing : Similarities and Differences

As these definitions suggest, management and leadership have overlapping concerns and goals. “They both involve deciding what needs to be done, creating networks of people and relationships that can accomplish an agenda, and then trying to ensure that those people actually get the job done,” writes Kotter. It would be a mistake to think of management as “only the implementation part of leadership,” he writes, because leadership also requires an implementation process, such as “aligning people to new directions and then inspiring them to make it happen.” Similarly, management includes processes typically thought of as aspects of leadership, including setting direction. 

But the two processes differ in clear ways, Kotter notes. For example, in management, planning and budgeting tend to range from a few months to a few years and are focused on details. By contrast, leadership has a longer time horizon and a big-picture perspective. 

The difference between leadership and management can lead to conflict, according to Kotter: “Strong leadership, for example, can disrupt an orderly planning system and undermine the management hierarchy, while strong management can discourage the risk-taking and enthusiasm needed for leadership.” 

Yet, for organizations to prosper, Kotter emphasizes, both leadership and management are needed. Even as they aim to meet daily, monthly, and annual targets, managers and leaders must set a direction for the future and motivate others to create change. Organizations that have weak management and strong leadership “can become messianic and cultlike, producing change for change’s sake.” Those with strong management but weak leadership—a common pitfall for older organizations—“can turn bureaucratic and stifling,” lacking innovation and becoming risk averse, according to Kotter. 

Leading vs. Managing : Applying Your Skills

Managers must often lead, and leaders must often manage. How can you balance the two roles of leading vs. managing ? 

Managerial skills are relevant when you need to boost productivity, solve process or project problems, train new employees, meet a deadline, or delegate tasks, writes Cara Hutto for InHerSight . Meanwhile, leadership skills often are needed during a crisis, when setting organizational values, during creative discussions and meetings, and when going through a merger or acquisition. 

However, both managerial and leadership skills are called for in most organizational contexts. When organizations were confronted with the Covid-19 pandemic in early 2020, for instance, those in charge needed to draw on their managerial skills to establish social-distancing protocols, set up standards for remote work, and cope with short-term logistical challenges. At the same time, leadership skills were required to keep employees motivated and connected, rethink existing practices, and set a vision for the post-pandemic era. 

What other distinctions would you make between leading vs. managing?

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Preparing for negotiation.

Understanding how to arrange the meeting space is a key aspect of preparing for negotiation. In this video, Professor Guhan Subramanian discusses a real world example of how seating arrangements can influence a negotiator’s success. This discussion was held at the 3 day executive education workshop for senior executives at the Program on Negotiation at Harvard Law School.

Guhan Subramanian is the Professor of Law and Business at the Harvard Law School and Professor of Business Law at the Harvard Business School.

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Leading and Managing Change

Introduction, brief summary of the situation, communication as a key problem, the model used to implement change, applicability of the model, factors influencing change.

The human race is known to be ambitious and productive. These attributes have over the years seen the man and his environment evolve rapidly. As such we are often faced with situations that demand different courses of action than what we are used to and as a result, change is inevitable. To some, change is perceived as an opportunity to better themselves while to others it acts as a threat to the natural occurrence of things. With these disparities, it is important that change be managed in order to fully realize the potential that comes with it. This paper shall focus on leadership and change management. Factors that influence it shall be highlighted and solutions shall be discussed. Methods through which change can be implemented shall also be analyzed and a conclusion on its effects given in a bid to help understand the whole concept of change.

Mrs. Groins a fourth-grade teacher has been the center of great discussion among the school administration, the parents and the student as well. This is because over the past months there have developed credible doubts and complaints about her work ethic. The principal out of sheer concern has offered solutions to the problems evolving around Mrs. Goins but her efforts have been futile because the situation has instead worsened. More students are being sent to the principal’s office, more parents floating in to bail out their kids from petty issues and worse of all students are missing lessons without clear instructions on why or what to do. All this has happened within a single month after the lecture given to the teacher about changing or rather improving her attitude and professional ethics. The whole situation has led to an ultimate conclusion that Mrs. Goins clearly does not respect the parents, students and worse of all, the administrative body governing the school. From the information provided, it is irrefutable that she has lost her focus and as such has developed some communication as well as authority issues.

In order to provide the best of service to the students and parents related to this school, there needs to be a major change in the communication system in place as well as management skills from the staff members. This is evident from the fact that the principal of the school has failed in her duty as a leader to manage Mrs. Goins the fourth-grade teacher. This statement is further supported by the fact that despite the principal’s suggestions to Mrs. Goins to handle her class in terms of discipline and learning standards and also to improve on her communication skills especially to both parents and teachers, the situation has only grown worse. This clearly shows that the school leadership (principal), lacks the effective communication skills required to facilitate change. Also the number of students being sent to the principal’s office is increasing even after the teacher has been advised on how to avoid this. This also indicates that the teacher herself has failed to communicate her expectations, goals and objectives to the students and the students have become more rebellious towards her due to her poor professional ethics.

This being the case, the administration of Kelsey Elementary School must re-evaluate their communication strategies in order to change the current situation for the better. Fullan literates that effective change can only be realized by adopting a change model that smoothly transforms the communication system without compromising the integrity and comfort of the targeted individuals (2007). The ADKAR change model is therefore the most appropriate tool for installing change in this situation. The model was developed by Prosci and was aimed at managing change on an individual level (Blokdijk, 2008). According to Prosci, there are five stages through which an individual can embrace change. The first one is creating self-awareness of why the change is required and necessary. Secondly is to develop the desire to support and be part of the change. The third stage is gaining knowledge of how to change. Fourthly is to believe in one’s ability to apply new skills and traits and finally input extra effort in order to sustain the change (reinforcement).

This model is applicable in the situation because Mrs. Groin is a change manager. This means that she views her students as the source of problems rather than the assets they are to the school, she deals with problems as they come, has short-term goals instead of visions and believes in solving problems through higher authorities irrespective of their magnitude (Bruhn, 2004). Even after being given clear instructions, she still does not change meaning that the communication problem is not on the administrative side but her own.

As a leader I would have implemented this model in a systematic design. First of all I would develop three stages that incorporate the model into the system. The first stage would be educating the members of staff about the benefits that can be accrued from implementing the proposed change. Secondly I would ask each member to suggest ways through which the implementation process can be carried out or even how the model can be improved. This would make them feel like part of the decision-making process and therefore reduce the chances of rejection. Finally, I would develop a follow-up system through which the members can monitor their progress as well as that of their colleagues. This would motivate them to embrace and work on change.

According to Cameron (2004), implementing change depends on various factors that consequently influence the process. Factors that influence change positively include; having a common goal, good interpersonal relations within the organization, efficient communication channels and individual desire to change. Those that affect the process negatively are; discrimination, cultural diversity, and poor management. However, these negative influences can be resolved and avoided. The administration should ensure that the organizational goals and visions are communicated to the staff effectively and efficiently. Also, training should be provided to the employees on how to resolve conflicts and cope with diversity in workplaces.

From this paper, the various aspects surrounding change have been discussed. Challenges and benefits derived from implementing it have also been highlighted. Models used to initiate change have been suggested all in a bid to ensure that the process is successful. If the implementation process is poor then the proposed change may end up harming the organization instead of benefiting it. It is therefore important that a lot of caution be exercised while choosing a change model and also as it is applied in any organization so as it can benefit both the individuals involved and the organization that they serve.

Blokdijk, G. (2008). Change Management 100 Success Secrets – The Complete Guide to Process, Tools, Software and Training in Organizational Change Management. Lulu.com

Bruhn, J, G. (2004). Leaders Who Create Change and Those Who Manage It  How Leaders Limit Success. Uppincott WUliams & Wilkins, Inc.

Cameron, E & green, M. (2004). Making sense of change management: a complete guide to the models, tools & techniques of organizational change. Kogan Page Publishers

Fullan, M. (2007). The new meaning of educational change. Teachers College

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A Growth Strategy that Creates and Protects Value

• David A. Hofmann
• John J. Sumanth

Four steps to build a continuous value creation cycle.

For organizations to truly innovate and grow, leaders in every role and at every organizational level must be attuned to how they are creating new value while simultaneously protecting existing value. Just as a soccer coach must simultaneously pursue both scoring and defending, leaders must constantly focus their attention on opportunities to create value — through innovation, risk-taking, and experimentation — and to protect value — by preserving and defending key aspects of their responsibilities. Because both approaches are essential to success, organizational leaders must proactively and continually encourage their teams to adopt both a creating value and protecting value mindset when tackling their day-to-day responsibilities. But how can leaders do this? More specifically: Where and how do leaders deploy these two approaches, and how do these approaches change over time? In this article, the authors offer four steps leaders can take to ensure that they’re on the right path for growth.

Ask any leader what comes to mind when they hear the word “innovation” and you’ll quickly hear examples of a new, user-centric product design, or an R&D team pursuing a new mission, or their company’s exploration of a new market opportunity to drive additional revenue. But what if this relatively narrow view captures only a slice of the potential innovation that resides within your organization? What if your organization could unlock non-traditional avenues and areas for innovation, experimentation, and value creation?

• David A. Hofmann is the Hugh L. McColl, Jr. Distinguished Professor of Leadership and Organizational Behavior and Senior Associate Dean of UNC Executive Development at the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill.
• John J. Sumanth is the James Farr Fellow & Associate Professor of Management at the Wake Forest University School of Business.

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Strategic Change Leadership in Management Essay

Introduction.

Change leadership is a planned move toward transitioning persons, groups, and establishments from a present situation to a preferred future state, to accomplish or put into practice a vision and plan. Therefore, the capacity to initiate change is a significant aspect of the business arena and the aptitude to assist the organization adjust to change is a serious business problem.

Change leadership involves facilitating the attainment of proposed, actual transformation that satisfies the vision of an organization. It involves mutual development and implementation of plans to attain constructive change in an organization.

The change manager learns new ideas from other administrators, develops the vision, and motivates the employees to remain focused on achieving the proposed plan. The change leader inspires others to adopt new methods of thinking and conducting business and regularly invigorates the change course and eliminates obstacles to change. This paper discusses change leadership.

Against a background of rising globalization, rapidity of scientific novelty, advancing knowledge personnel, and changing social trends, many individuals agree that the main duty of administration at present is the leadership of managerial change.

Significant words in the glossary of the recently emerging managerial model comprise innovation, excellence, flexibility, speed, and carrying out tests. “In view of these requirements, the traditional organizational structure, with its hierarchical, centralized control, and historically entrenched values of stability and security, is an anachronism” (Graetz, 2000, p. 552). The momentum at present is towards creating more dynamic, flexible, and nimble administrative models.

These adjustments have prompted a fundamental shift in the position of higher-ranking managers from the conventional authoritarian control model to a more flexible, open, and participative organizational system. Currently, many organizations stress on teamwork and communiqué; therefore, administrators need to embrace various management skills. Habitually, many leaders have centered on the operational element of administration.

Nonetheless, to be an efficient manager in a setting of transformation and volatility, a second, interpersonal element becomes vital. This implies that transformative management encompasses influential and captivating functions and blends operational expertise with superior interpersonal abilities (Ulrich & Wiersema, 1999, pp. 115-120).

Many organizations go through four main stages of change. The first stage of the change process is called the formative period when an organization is newly established. Although at this point there is usually a set vision, formal definitions are often lacking since many tests and advancements usually take place at this point.

The second phase of change in a given organization is often characterized by fast growth or expansion. Coordination and direction are included in the company to maintain growth and facilitate achievement of vision. Change is centered on explaining the purpose of the association and the mainstream activities. The mature phase is the third stage and this is when the growth curve balances with the general trend of the economy.

At this stage, changes are required to sustain created markets and ensuring utmost benefits are realized. The fourth level of change is termed the phase of downfall. This is the most demanding period in any given organization and it involves cutbacks, restructuring, and reorganization.

During change execution, a director should make sure that the correct communication has been relayed through the right channel. Implementation is conceivably the most unfavorable stage of alteration. In this phase, proper communication is vital and without it, the transformation process cannot be executed effectively.

For this reason, the realization of alteration challenges communication competencies of a manager. An efficient leader should demonstrate valuable leadership conduct to mitigate the pressure on transformation tasks, such as harmonization with other directors in an establishment, concern for comfort of the personnel, honesty, and readiness to involve in joint feedback.

Therefore, it is very crucial for leaders to be ready to accept and adapt to change because it is unavoidable. It is also imperative for a leader to uphold the key values of an institution when it is undergoing transformation to ensure that the needs of the clients are fulfilled.

Successful and lasting managerial developments depend on efficient change directors who are familiar with how to make and implement a vision, surmount opposition to change, and deal with disagreements.

These competencies can make the distinction between a triumphant change attempt and unsuccessful one. “Managing change means having a clear idea of what you want to accomplish; identifying stakeholders and communicating with them; and knowing how to manage the varying levels of support and resistance that will inevitably emerge in response to any change” (Hambrick & Cannella, 2008, pp. 278-282).

Leaders must encounter several impediments and difficult circumstances in their endeavor to transform an establishment. When leaders sort out various problems, they make decisions that influence their personal lives and other individuals. Intrapersonal communication is crucial during judgments and facilitates a leader’s individual development, which is a significant feature of headship.

Self-reflection assessment is one way through which leaders get involved in intrapersonal communication. Interpersonal communication takes place within a person’s mind. This kind of communication can enhance the level of a leader’s personal-awareness.

Leadership capabilities include a cognitive feature, in terms of information and abilities the manager has, and a performance characteristic which allows managers to organize their abilities properly. A leader’s aptitude will affect the activities, arrangements, and procedures that improve the change and reinforce the efficacy in executing change.

Leadership is dissimilar from administration. It improves administration, but it cannot substitute it because administration is concerned with dealing with difficulties. On the other hand, leadership involves handling change. Lastly, a leaders’ judgment and abilities are noticeable through the activities of executing change in the association.

At this point, a leader is supposed to be conscious about evading coordination matters when various useful units in an establishment work on a general assignment. Lack of coordination often leads to disagreements during the execution of change and it lessens the success (Kotter, 1995, pp. 59-67).

Change leadership necessitates social analysis skills to comprehend, judge and examine social circumstances precisely, and relational skills to react to the transformation and deal with them effectively. Since change execution involves accepting different types of persons, social-emotional capability is considered to have a straight effect on the faculty to direct change.

It serves as a superior forecaster of guiding change than organizing complexity. Social-emotional capability comprises examining the workers’ opinions, giving positive response, encouraging the collaboration among group participants, upholding valuable interpersonal associations with other individuals, and treating them decorously regardless of their cadres or social status.

A leader’s position in alteration process is to influence their workers to recognize the need of transformation. Understanding organizational alteration involves assessing kinds of modification within the establishment. Regardless of its magnitude, any transformation has a ripple outcome on business.

The critical problem that several leaders encounter is the opposition to change and it has an observable effect upon the achievement of a managerial alteration scheme. Resistance is generally considered as a conduct, which is not corresponding to the efforts of the transformation leader. Thus, the leaders must examine the confrontation from motivational and personality-based viewpoint (Johnson, 2009, pp. 183-200).

The fundamental features of the transformation management are formation and encouragement of dedication and trust. Apparently, change leaders are not able to encourage these traits unless they have these characteristics. The leaders who focus exclusively on administrative duties may not offer proper leadership that is needed to sustain the performance. Thus, leaders must learn to recognize the sustainability issues and then come up with suitable competencies to handle those challenges.

Based on the reviewed manuscripts on change leadership, several of the investigators propose that efficient leadership relies on three essential individual competencies; they are scientific, inter-personal, and theoretical abilities.

Technical ability is information about particular kind of vocation or action and the individual skill is capacity to work harmoniously with others. Finally, theoretical skill refers to capacity to apply various thoughts and concepts in different work environments.

Leaders from various management backgrounds need varied amount of these indispensable skills. “Leaders from top management level mainly require inter-personal and conceptual skills rather than technical skills, whereas the leaders from supervisory management level require greater proportion of technical and inter-personal skills than conceptual skills” (Graetz, 2000, pp. 551-562).

Consequently, change leaders should apply cognitive competencies, business techniques, and planned skills for the proper achievement of change because they have a serious task of ensuring that the transformation attempt is successful.

Graetz, F. (2000). Strategic change leadership. Management Decision , 38(8), 551-562.

Hambrick, C., & Cannella, A. (2008). Strategy implementation as substance and selling. The Academy of Management Executive , 9(4), 278-885.

Johnson, G. (2009). Managing strategic change; the role of symbolic action. British Journal of Management , 1(3), 183-200.

Kotter, J. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review , 9(8), 59-69.

Ulrich, D., & Wiersema, F. (1999). Gaining strategic and organisational capability in a turbulent business environment. Academy of Management Executive , 13(3), 115-122.

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IvyPanda. (2023, December 22). Strategic Change Leadership in Management. https://ivypanda.com/essays/change-leadership/

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Bibliography

IvyPanda . "Strategic Change Leadership in Management." December 22, 2023. https://ivypanda.com/essays/change-leadership/.

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Simpson Thacher Appoints Three Co-Managing Partners in Houston

By Bloomberg Law Automation

Matthew Einbinder, Breen Haire, and Christopher May have been appointed co-managing partners of Simpson Thacher & Bartlett’s Houston office, the firm said Tuesday.

Einbinder counsels borrowers and direct lenders in complex banking and credit transactions in the energy and infrastructure industries, according to Simpson Thacher. Haire serves as co-head of the energy and infrastructure practice and concentrates on mergers and acquisitions and private equity transactions across the infrastructure sector.

May represents corporations and private equity sponsors and infrastructure funds on merger and acquisition transactions, said the firm.

The trio succeeds David Lieberman.

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