How should the leader deal with the situation?
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The leader of your client organization has observed a lack of flexibility and a slow decision-making process in many of the departments. He believes that he is not serving his customers well, and has decided to move to a team environment and to push many of the decisions to the lowest possible levels. In other words, he wants to create a team-based, empowered organization. Several of his best managers are resisting the idea strongly. They not only feel that many employees are not ready for the change, but they also believe that they personally could never change from a "command and control" style to allowing more participation (adapted from Nahavandi).
Your client has asked you to prepare a report in which you address the following questions:
1. How should the leader deal with the situation?
2. What arguments can he use to persuade his managers?
3. What can he do to help his managers change their style?
4. What are the implications of his actions and decisions?
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How should the leader deal with the situation?
The leader should deal with the problem by first explaining the positive aspects of this empowerment and decentralization of decision making, not only to the whole organization but to these managers as well. They should be explained this fact that such empowerment will decrease their workload as well as make their subordinates more efficient. Further, once empowered and motivated, the level or degree of supervision will also decline.
The leader should engage in one-to-one personal counselling sessions with these managers to resolve their queries and grievances as well as make them feel comfortable about these changes. It is often seen that a new change is not encouraged and resisted by the existing employees, as they feel that they will ...
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- BCom, SGTB Khalsa College, University of Delhi
- MBA, Rochester Institute of Technology
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