Change_in_Leadership

Running Head: Options for Implementing a Leadership Change Options for Implementing a Leadership Change Andrienne Brown University of Phoenix Online March 8, 2010 Carrie Maracle Options for Implementing a Leadership Change “The essential role of top management in implementing change is to formulate an integrating vision and general strategy, build a coalition of supporters who endorse the strategy, then guide and coordinate the process by which the strategy will be implemented” (Yukl, p. 301). Gene One needs a new style and leadership change that will complement the end vision. Over a period of eight years Gene One has managed to create a $400 million business all from their original vision. The importance of remaining marketable and keeping a competitive edge rest in becoming a publicly traded company. Gene One must create an Initial Public Offering (IPO) take the vision to the next level. This may present some challenges amongst the organization and board of directors. Change in leadership is a major adjustment. The board has agreed to implement internal and external changes. Once Gene One implements new changes in structure and implements transformational leadership a public announcement can be made. Gene One successfully created gene technology to change the farming industry. In recent years the Food and Drug Administration made some leadership changes and with this change came an increase in the interest of biotechnology (University of Phoenix, 2006). It was apparent to the late Don Ruiz that Gene One must go public in the near future to continue to expand in the industry. “More and more organizations today face a dynamic and changing environment. This, in turn, is requiring these organizations to adapt” (Robbins & Judge, p. 644). Although Gene One managed to rise to the top within the industry some changes require time to adapt. Several board members have been with the organization since the beginning. Mixed emotions and high expectations about where the change will lead them were expressed. During a major transition the importance of maintaining communication, loyalty, and respect are essential to the outcome. After reviewing the scenario Team C determined some changes needed within board of directors. Board of Directors and their Role in Gene One Gene One’s success comes with growth and dedication of several key players. These original members of the board have invested time and finances into this organization. Currently they are deciding if they should go public with becoming a company of public trading. Emotions run high amongst the senior members of the board on how to approach this process. Making an announcement is not a popular decision. There is some changes that must take place before informing the public. After Don passed the Ruiz family stepped in to fulfill his vision. Realizing how much work was at stake, it was necessary to select a new CEO for Gene One. During this decision process the family wanted to first qualify the senior leaders of the board. The talent on the team is high however the confidence levels in this transition were not high. Charles Jones, Marketing Officer, is an excellent candidate for this position. He exhibits self confidence and has high moral standards. The fact that he has no personal investments in Gene One allows him to make unbiased decisions regarding the welfare of the company. Charles has excelled in the marketing position but his desires are to focus on the big picture rather than the details (University of Phoenix, 2006). Charles would have more of a participative leadership style, which was similar to Don. “Assuming that the participants have the expertise to make a meaningful contribution, their involvement can reduce resistance, obtain commitment, and increase the quality of the change decision” (Robbins & Judge, p. 649). After reviewing the scenario Don was very open to other ideas and concerns. Charles demonstrates similar characteristics by entertaining others comments, questions, and concerns. Teri Robertson, Chief Technology Officer, has the passion to do the research and development for Gene One. She developed the groundbreaking gene technology that led to her success. Teri is hesitant about the transition they are facing. It is apparent she indecisive about if this vision is possible. She expressed her desire to resign after Angela Thomas turned in her resignation. The Ruiz family has decided to accept Teri’s letter of resignation and seek an innovative and dedicated replacement. Knowing this may take some time they are teaming with Greg Thurman, Chief Human Resources Officer for the potential candidates. Greg has a reputation for staffing Gene One with qualified researchers and innovative developers (University of Phoenix, 2006). His expertise and “can do” approach has resulted in a massive increase of employment within the organization. Greg is a man of character and openly expressed his concerns regarding a public announcement. His concern is that before making this announcement the board must have a clear and concise plan. “In some instances, internal management will hire the services of outside consultants to provide advice and assistance with major change efforts” (Robbins & Judge, p. 647). With several positions to fill and board members resignations he recommended Don consider an outside approach to facilitate this transition. Greg provided additional feedback on other unfilled positions. Gene One Board of Directors needs a knowledgeable and experienced individual to meet the standards of the Sarbanes Oxley Act. This act requires that one member of the board have a strong financial background such as Certified Public Accountant (CPA) or a Chief Financial Officer (CFO). To become an IPO Gene One must fill this position. If Charles is selected to be CEO, Greg is recommending Lucas Antonio as his replacement. Leadership and Vision The leadership style that would be best to implement is that of transformational or transactional. The Ruiz family decided on Charles as the CEO. His compassionate and result driven approach is exactly what the board needs. With transformational leadership, the employees feel dedication, confidence, optimistic, and appreciate their leader and this motivates them to exceed the expectations. Charles expresses concern with how the employees will react to this transformation. Therefore, it is important to ensure the employees their concerns matter and include them in the decision making process. Involving and informing the employees when the time is right will help prevent resistance to the change. Communication is pertinent when using transformational leadership. This helps to prevent confusion and misunderstanding of information. Providing answers to questions that have not been asked will help to eliminate rumors. During this transition Gene One must keep in mind the importance of maintaining a positive image. “The strategic leadership process is fundamentally a transformational process. To be an effective strategic leader, one must be willing to have faith in the vision and be willing to be personally transformed along the way“ (Sage, 2004). Charles and the board were able to create the vision. The vision statement: To lead successfully the biotechnology industry in gene technology, provide quality products, and value customer service. This vision is not only for the stockholders, investors, and board members, but it includes the employees as well. Summary . Everyone is a customer and incorporating this mentality will help Gene One transition from a privately owned to a publicly traded organization. The approach of the leaders weighs heavily in the success of the organization. When the appropriate leadership style is applied and every one complies the transformation goes smoothly. Gene One has the talent and potential to be the best in their industry but they must first believe in themselves. References Robbins, S. P., & Judge, T. A. (2007). Organizational behavior (12th ed.). Upper Saddle River, NJ: Pearson Education. Strategic Leadership. (2004). In Encyclopedia of Health Care Management, Sage. Retrieved from http://www.credoreference.com/entry/sageeohcm/strategic_leadership Uniersity of Phoenix. (2006). Gene One Scenario. Retreived from University of Phoenix, Simulation, LDR531 website. Yukl, G. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ: Pearson Education.