LEADERSHIP STYLES1
Leadership Styles
Leadership as a practice comes in different forms. Many companies and organizations have leaders
of different ranks. Not everyone is born a leader. However, anyone can learn to be a leader in
whichever organization. Various units of leadership need a different type of leader. The overall
leader of a company has different roles from those of a project team leader. The practice of
leadership comes in different forms and levels. Becoming god leaders need us to learn the different
styles of leading. The assessment will help us to know our category and so grow better in it.
Democratic Leadership
In this kind of leadership, the decision making is based on the input of a good number of the entire
team members. Here, the final decision may be upon the overall leader, the decision is highly
influenced by the views of the members. Democratic leadership is one of the most successful
leadership styles. This attribute comes from the fact that authority is exercised at all levels within
an organization. It involves wide consultations across the whole organization
Autocratic Leadership
This type of leadership is the reverse of democratic style. It means that decision making is entirely
on the top leadership. In this style, there is no consultation of the non-leaders within an
organization. After decision making, the employees are expected to fully comply with the
decisions that come up. This attribute makes autocratic leadership rarely effective.
Strategic Leadership
This kind of leadership is an intermediary that stands between the central operations of a company
and its main goals. This leadership has the mandate of optimizing the conditions of operations to
make them even for everyone. This style of leadership is prioritized in many companies because
it is can handle many issues at ago. Strategic leadership is effective in many cases that it is applied.
LEADERSHIP CHANGE
Name
Institution
The barriers are in three categories, i.e.,
organizational, individual, and unknown obstacles to
change. Lack of effective communication is a
regulatory barrier.
Lack of employee inclusivity is also another barrier.
Many organizations have this barrier because of the
absence of the need to involve employees in the
change process
Lack of proper direction is another common barrier
in organizations. Communication s key to all
associations but may be useless if there is no
appropriate information.
Cultural diversity is also a critical barrier to change.
When a change has to involve people from diverse
backgrounds and origins, the artistic wall has to
come between the two fronts.
Lack of visionary leadership
This barrier comes from the lack of self-drive from
the leaders of a change implementation team.
Retrieved from: https://healthmanagement.org/c/healthmanagement/issuearticle/visionary-leadership
Force Field Analysis is a technique used to identify
the factors and forces that have a direct impact on
a goal or a problem within an organization.
Retrieved from: https://egyptinnovate.com/en/innovation-tool/force-field-analysis
Four main driving forces push Huawei toward
change. Commoditization.
❑ Globalization
❑ Acceleration.
❑ Digital revolution
Democratic leadership style is the
most effective in organizations.
Decision making in this style is
ethical because of the joint and
collective working within an
organization.
Autocratic leadership is the direct
inverse of a democratic one.
They are relied upon to hold fast to the
choice at once and place stipulated by
the pioneer.
Transformational leadership involves
collective working among the leaders
and the low-level employees to achieve
goals.
The employees work toward achieving
goals and targets while the top
leadership keeps the excellent track of
the progress.
The Lewis Model
The model enables a change process to take
place in steps that make it easy for a
company to conform to the changes needed.
Retrieved from: https://society30.com/lewis-model-understand-every-culture-world/
Adkar Model
• It uses in institutions to identify why a
change may be challenging to implement.
• It enables a proper and detailed
understanding of the process of change
in an organization.
Reference
Cremer, David & Zhang, Jess. (2014). Huawei to the future.
Business Strategy Review. 25, Available at:
http://www.jite.org/documents/DCVol03/v03-01-Huawei.pdf
(Accessed: 20th September 2019)
Outline of the Paper
The paper has been done according to the following outline and in line with all the requirements
P4
The Different barriers for change and how they influence decision making in an organization.
Examples from Huawei Technologies
M3
The use of Force Field analysis and a case study of Huawei.
P5
Leadership approaches when dealing with change.
M4
Extent to which leadership approaches affect change
LO – 4. Change Theories,
concepts and models
Lewin’s Change Management Model
This change management model was created in the 1950s by psychologist Kurt Lewin. Lewin
noted that the majority of people tend to prefer and operate within certain zones of safety. He
recognized three stages of change:
1. Unfreeze – Most people make an active effort to resist change. In order to overcome this
tendency, a period of thawing or unfreezing must be initiated through motivation.
2. Transition – Once change is initiated, the company moves into a transition period, which may
last for some time. Adequate leadership and reassurance is necessary for the process to be
successful.
3. Refreeze – After change has been accepted and successfully implemented, the company
becomes stable again, and staff refreezes as they operate under the new guidelines.
While this change management model remains widely used today, it is takes time to implement.
Of course, since it is easy to use, most companies tend to prefer this model to enact major
changes.
Kotter’s 8 Step Change Model
Significant advantages to the model are:
The process is an easy step-by-step model.
The focus is on preparing and accepting change, not the actual change.
Transition is easier with this model.
There are some disadvantages offered by this model:
Steps can’t be skipped.
The process takes a great deal of time.
It doesn’t matter if the proposed changed is a change in the process of project planning or
general operations. Adjusting to change is difficult for an organization and its employees. Using
almost any model is helpful, because it offers leaders a guideline to follow, along with the ability
to determine expected results. This is helpful because change is difficult to implement and
manage.
Situational leadership theory in change
management – different strokes for
different folks
Situational Leadership theory was originally created by Dr Paul Hersey, a
professor and author of “Situational Leader” and Ken Blanchard, author of the
bestselling “The One Minute Manager.
This model states that in the modern world, a leader cannot just rely on one
management style to fit all situations. Mangers and leaders must be flexible
in their leadership styles , in order to get the best out of their teams and
individuals.
The situational leadership theory argues that for leaders to be truly
successful, they must adjust the way they lead their teams
In essence, situational leadership theory emphasises 2 areas:
(1) “Different strokes for different folks” – different leadership styles are
applicable to different situations
(2) “Cometh the hour cometh the man” – leadership extends potentially to
just about everyone in an organisation – at some time- taking opportunity of
the moment.
Dr Paul Hersey, who is closely associated with the development of situational leadership theory,
suggested in a fairly recent presentation that: “… a situational leader is anyone, anywhere who
recognizes that influencing behavior is not an event but a process. The process entails assessing
followers’ performance in relation to what the leader wants to accomplish and providing the
appropriate amounts of guidance and support.”
According to change management guru John Kotter “…today’s organizations need heroes at every
level. To truly succeed in a turbulent world, more than half the workforce needs to step up to the
plate in some arena and provide change leadership.”
4 Communication Components
According to a recent study [Baker, Brown], successful use of situational
leadership relies on effectiveness in four communication components:
– Communicating expectations
– Listening
– Delegating
– Providing feedback
4. CHANGE INITIATION PROCESS – ADKAR MODEL
The following six crucial steps help ensure successful organizational change by anticipating
resistance and other barriers. The material draws from Kotter’s 8-step process[2] for leading
change and Prosci’s ADKAR model[3] (Awareness, Desire, Knowledge, Ability, Reinforcement) for
change management.
1. ASSESS EXPERTISE TO LEAD CHANGE
Just as research and evaluation benefit from objective “outsiders,” the change management
process obtains advantage from an individual or firm with substantial experience, objectivity,
and sharp focus on change efforts without burdens of “regular” work responsibilities. The cost to
enlist outside help could generate considerable cost savings through improved productivity and
focus. Expertise required to lead change includes quantitative and qualitative research; project
and change management; training, coaching, mentoring, and comprehensive communications
planning and execution.
2. APPOINT A CHANGE MANAGER
The change manager leads the organizational change management initiatives and works very
closely with the project manager to integrate task and people issues. The change manager is a
communicator, critical thinker, educator, facilitator, negotiator, planner, and researcher. They
coordinate all change management plan activities including an analysis of the gap between
where the organization is today and where it wants to be.
3. GAP ANALYSIS
Before mapping a road to the future, leaders of the organization must understand their current
situation and determine shortfalls in attitude, behavior, knowledge, and skills necessary to reach
their desired future. How ready are employees to undertake change? What aspects of the
organizational culture can be leveraged to bring about change? After speaking with a crosssection of employees and managers, reviewing key performance indicators, and analyzing all
data, leaders will have clear answers to the following questions:
Why is organizational change necessary?
What are the measurable goals of the change?
How will organizational change occur?
When will change management efforts begin and end?
Who will be involved in initiating and sustaining organizational change?
4. BUILD THE CHANGE MANAGEMENT TEAM
With answers to the questions above, leaders of the organization and the change manager
develops the team to guide the change management process. In addition to those with the
required expertise to plan and evaluate, communicate, and implement the change management
plan, a change manager looks for champions of the change process—those who will train, coach,
facilitate, and mentor critical stakeholder individuals and groups. Including representatives from
key stakeholder groups provides additional “buy in” from those groups. Membership on the team
is dynamic as new information appears and the change manager adjusts the team composition.
5. DEVELOP THE CHANGE MANAGEMENT PLAN
Working closely with the change management team, the change manager develops a detailed
plan. Key stakeholders review and provide input to the plan prior to its finalization. Elements of
the plan include:
COMMUNICATION PLAN
Clear, consistent, and frequent communication reduces uncertainty and fear, and helps build
trust. Therefore, communication is essential before, during, and after the change management
process. The initial communication plan includes high-level answers to the why, what, how, when,
and who questions listed above. The change management communication plan includes written
communications such as change management bulletins, live presentations by executive
management and other members of the change management team, webinar or video
presentations, and guidelines for one-on-one conversations between managers and workers.
The communication plan seeks to keep all stakeholders informed of change management
activities, and seeks to uncover and understand disagreements with aspects of the change
management plans. Benefits of engaging with disagreements include finding resolutions to those
disagreements and possibly uncovering new data to enhance and update the change management
plan. Leaders continuously update the communication plan throughout the change management
process and into the reinforcement phase.
IDENTIFY STAKEHOLDER NEEDS
Stakeholders consist of everyone involved in and affected by the change management process.
This includes the people who have something to lose or gain in the change process, as well as the
internal and external personnel required to implement and support the change management
plan. The change management plan identifies stakeholders and seeks to understand attitudes,
behaviors, knowledge, and skills of each key group. It also seeks to identify how stakeholders are
affected by the organizational change and anticipates resistance from stakeholders. The
stakeholder analysis provides valuable input to building the training plan.
CREATE THE TRAINING PLAN
The training plan outlines activities to bring about changes required to transition the
organization to the desired future situation. Training activities may include formal and informal
training, classroom and online learning sources, action learning, coaching, and mentoring.
Training activities include reinforcement activities after the transition to the future situation is
achieved in order to sustain the new attitudes, behaviors, knowledge, and skills.
6. IMPLEMENT THE PLAN
The change manager and change management team carefully implement the plan. In a
continuous learning and improvement process, the team takes action, evaluates results, and
tweaks the plan as appropriate. Actions and decisions are documented and communicated as
part of the communication plan. As new attitudes, behaviors, knowledge, and skills become a
standard part of the organization, the change process will come to an end. Reinforcement
activities help maintain sustainability. If necessary, the change management plan is reactivated
in an iterative process.
In addition to improving the success rate of change initiatives, change management efforts may
result in a better engaged workforce, leading to more effective and efficient operations, which
can then bring about higher levels of profitability. Change can be a very good thing.
LO3:
DETERMINE HOW BARRIERS TO CHANGE
INFLUENCE LEADERSHIP DECISION-MAKING
DETERMINE HOW BARRIERS TO CHANGE INFLUENCE LEADERSHIP DECISIONMAKING
Initiated or imposed change:
Deciding to be pre-emptive and proactive or responsive and reactive will be based on the
situation and the nature/scope of the change.
Adaptive and constructive change.
Barriers and resistance to change:
Using a force field analysis to understand likely opposition and support for change in a
contemporary context.
Schein’s organisational culture model, self-efficacy perceptions and situational resistance
when determining barriers.
Leadership and decision-making:
Doing the right thing is important when dealing with change as change mostly affects
people. Decisions should be considered with this in mind.
BARRIERS TO CHANGE
1. Organizational barriers to change• Structural inertia• Existing power structures•
Resistance from work groups• Failure of previous change initiatives
2. Individual barriers to change Tradition and set ways: Fear of:• Loyalty to existing •
Loss of power relationships • Loss of skills• Failure to accept the need • Loss of
income for change •
3. The unknown• Insecurity • Redundancy.• Preference for the existing • Inability to
perform as well arrangements in the new situation• Break up of work groups•
Different person ambitions
WHAT ARE THE BARRIERS TO CHANGE MANAGEMENT?
Conducting a baseline assessment is an ideal process that will help any
organization to identify potential and actual barriers to change. Barriers will
always create a gap in recommended and current practices, eventually having a
negative effect on the daily production process of the organization.
To prevent this from happening, it would be appropriate to pinpoint on the major
barriers to change as well as knowing how stay clear of them. Once you know
how to solve these barriers, it should be easy to plan and implement change. The
most common barriers to change implementation are often the following.
BARRIERS TO CHANGE
Lack of Employee Involvement
Lack of Effective Communication Strategy
A Bad Culture Shift Planning
Unknown Current State
Organization Complexity
LACK OF EMPLOYEE INVOLVEMENT
This is perhaps the most common barrier to change management. Employees always have the fear of change,
and unless they are involved in the change process, it is highly likely that even the most loyal member of your
employees will resist the change. The biggest mistake some organizations make is failure to involve employees in
the change process. This spikes fear of the unknown, lack of desire to embrace a new culture and eventually a
complete barrier to the change.
Your efforts to introduce change can only succeed when you get employees involved in the change process as
much as possible. Getting the employees involved means listening to their opinion, accounting for their output
and assuring them that the change is for the good of all in the organization including them. Providing relevant,
sufficient resources to drive them towards change will be a necessary thing to do, so that they are comfortable
and ready to adjust to the new development within the organization.
LACK OF EFFECTIVE COMMUNICATION STRATEGY
Some organizations have no effective communication strategy. In fact, some top leaders always assume that once
they announce the change, people will adjust and be ready to get started with the new development. This is the
silliest way to introduce change, hence forceful resistance to the change.
CEOs should stop making announcement and introduce strategies. Employees do not need to know about the
change only. They need to know how the change will affect them as well as how they will adapt to the change.
UNKNOWN CURRENT STATE
Change is always difficult for organizations that lack the idea of their current state. Trying to introduce and
implement change without conducting an assessment and understanding the current blueprint of the
organization is a common habit by many entities. Such entities actually do not realize that the failure to analyze
the current organization’s blueprint will cause a barrier to the change they hope to introduce and implement.
The only way to get around this is to analyze and fully understand the current blueprint of the organization
before attempting to introduce or suggest any change. Once you go through the blueprint and understand it
clearly, it becomes easier to plan and transition to a future state.
ORGANIZATION COMPLEXITY
There comes a time when organizations begin to develop complex processes, making the process of planning
and implementing change a bit more complex.
The complexities include complex processes, products and systems, all which contribute to change barriers
because they are often quite difficult for the members of the organization to understand.
It is necessary to break this barrier by introducing a keen and skillful approach to tackle organizational fast
growth as well as complexity. An organization can break this barrier by employing diligent, quality and highly
effective project and change management approach. It is wise, however, never to tackle a change that is going
to be too complex for your organization. You also do not want to introduce and try to implement complex
changes if your organization still lacks the maturity to handle any complex change.
A BAD CULTURE SHIFT PLANNING
Sometimes the planning team totally has no idea that the change will affect people.
Of course, the team at this state will only concentrate on planning administrative structure, work area
responsibilities, job responsibilities as well as work reporting structure. More often than not, the planning team
always fails to make decisions based on feelings and intuitions. This really overlooks how people feel, reason and
work hence barrier to change.
The only way to break this barrier is for the planning team to understand that the organization must not overlook
the feelings of the employees. The organization has to do whatever it takes to prevent deep resentments, which
usually occur due to disrespect of taboos and traditions at the workplace. Therefore, when focusing on critical
thinking and objective analysis, it is important to understand that taking the feelings of the employees into
account is quite a great way to overcome the barrier that usually hinder organizational changes.
CLEAR STRATEGIC VISION
In order to make a cultural change effective a clear vision of the
Organisation’s new strategy, shared values and behaviours related to that
specific change is needed. This vision provides the intention and direction for
the culture change.
11
MANAGEMENT COMMITMENT
Culture change must be managed from the top of the organisation,
as willingness to change of the senior management is an important
indicator.
The top of the organisation should be seen and heard to be very
much in favour of the change in order to actually implement the
change in the rest of the organisation.
12
Modify the organisation to
Model culture change at the
highest level:
The behaviour of the senior
management needs to
symbolize the kinds of values
and behaviours that should be
realised in the rest of the
institution.
support organisational
change.
This means addressing what
gets in the way of the change
required. This includes
identifying what current
systems, policies, procedures
and rules need to be changed
in order to align with the new
values and desired culture.
13
Ensure there is a connection
Highlight the benefits of the
new practices:
The institution’s leaders and
managers should be able to
articulate the connections
between the desired
behaviour ( the adoption of
new practices) and how it will
impact and improve the
organisation’s success.
between the interests of the
institution and of those
affected.
Changes in practice can be
seen to be counter to cultural
norms and thus can lead to
tensions between
organisational and individual
interests, which can result in
ethical concerns for those
practitioners involved.
14
CULTURE AND ALIGNMENT
To ensure that the change you wish to implement is going to be successful you
will need to analyse the culture of your institution and evaluate how the
changes in practices and behaviours you are asking individuals to adopt align
with the important cultural norms.
If there is a dissonance between the cultural norms and how individuals view
the new practice the task can be much harder to achieve.
October 2015
15
ORGANIZATION DEVELOPMENT
Problems OD Can Address
Mergers/acquisitions
Decline/revitalization
Conflict management
Application of behavioral science techniques to
improve an organization’s health and effectiveness
through its ability to cope with environmental
changes, improve internal relationships, and
increase learning and problem-solving capabilities
16
OD ACTIVITIES
Team building
Survey feedback
Large group
intervention
17
OD APPROACHES TO CULTURE CHANGE
Traditional Organizational
Development Model
Focus for action:
Large-Group
Intervention Model
Specific problem or group
Entire system
Source:
Organization
Organization & environment
Distribution:
Limited
Widely shared
Time frame:
Gradual
Fast
Learning:
Individual, small group
Whole organization
Information
Change Process:
Incremental Change
Rapid transformation
SOURCE: Adapted from Barbara Benedict Bunker and Billie T. Alban, “Conclusion: What Makes Large Group Interventions Effective,” The Journal of Applied Behavioral Science 28, no 4 (December
1992), 579-591.
18
SCHEIN’S MODEL OF CHANGE
THREE LEVELS AT WHICH CHANGE PROCESSES OPERATE.
Underlying beliefs and assumptions
Espoused values
Artifacts
UNDERLYING BELIEFS AND ASSUMPTIONS
UNDERLYING BELIEFS AND ASSUMPTIONS
At the fundamental level, beliefs and underlying assumptions are those values to
which we subscribe personally. If there is a difference between those beliefs and our
external environment, we are more likely to resist any attempts to change our
practices. In universities, this can be where the competing values that we subscribe
to can generate different interpretations as to what is important.
ESPOUSED VALUES
Espoused values are publicly articulated and explored within the community – for
example, codes of conduct, mission and vision statements, and in the commentaries
that are offered around our actions. They are attempts to make meaning and give a
shape to our expectations as to what should be done, acting as the rhetoric that we
hope will be embraced by the community at large. As leaders, we may model those
values and express them in our language and conversations.
ARTIFACTS
Observable and tangible artifacts describe what is expected and how
those expectations should translate into practice – for example, policies,
systems, regulations, guidelines and other forms of explicit
organizational architecture. This is the most visible level, and the one
that organizations naturally focus on.
A key element of Schein’s model is the hierarchy he perceives. He argues that cultural shifts
are more likely to be successful if the underlying assumptions and beliefs are explored and
addressed, rather than focusing on changing top level artifacts as the first priority (e.g.
building new policies/structures or creating a new language).
This is a crucial message for heads of department: tackling the underlying assumptions is
more likely to engage the community and persuade them of the value of the proposed
change; it’s better to tackle the people issues than policies in the early stages. As a first step,
talk with people about their impressions of the transition and challenges. You will quickly
build a sound understanding of the underlying beliefs and assumptions and be better able to
address misconceptions, or adapt the strategy to integrate that feedback.
TACTICS FOR OVERCOMING
RESISTANCE TO CHANGE
Communication
education
Approach
When to Use
Change is technical; users need
accurate information & analysis
Participation
Users need to feel involved; design
requires information from others; have
power to resist
24
TACTICS FOR OVERCOMING
RESISTANCE TO CHANGE
Approach
Negotiation
When to use
Group has power over
implementation; will lose
out in the change
Crisis exists; initiators
Coercion
clearly have power; other
techniques have failed
Involves multiple
Top management support
departments or
reallocation of resources;
users doubt legitimacy of
change
25
FORCED FIELD ANALYSIS
This analysis is used to identify the forces and
factors that may influence the problem or goal.
It helps an organization to better understand
driving and restraining forces so that the positives
can be reinforced and the negatives can be
reduced or eliminated.
FORCEFIELD ANALYSIS
Steps:
1. Identify a specific
Change
2. Identify forces for and
againsty change
3. Prioritise the forces
4. Develop Strategies to
overcome opposing
and reinforce
supporting forces
27
FORCED FIELD ANALYSIS (CONT.)
Procedure
Understand current situation.
Define a goal.
Identify all driving forces which support the
implement of the goal. Even if a force has
relative lower impact on the goal achievement,
it should not be omitted.
Identify all restraining forces which inhibit the
positive movements in the whole process. The
rule of thumb is to find as many forces as you
can regardless their contribute to the change.
FORCE FIELD ANALYSIS
Driving Forces
Restraining
Forces
FORCED FIELD ANALYSIS (CONT.)
Procedure (Cont.)
List driving forces in the left column, list restraining
forces in the right column.
Assign a score to each force based on its level of
influence of the goal. For instance: From 1 (extremely
weak) to 5 (extremely strong). Computer a sum of
each column.
Assess whether goal or change is feasible or not.
If the conclusion is feasible, then develop a plan to
accomplish the goal through increasing the strength
of driving forces or decreasing the strength of the
restraining forces. If possible, create new driving
forces factors to strengthen the positive affect.
FORCE FIELD ANALYSIS
Driving
Forces
Restraining
Forces
FORCED FIELD ANALYSIS (CONT.)
Example: A manager in a manufacture plant is trying to decide whether the
company should install new equipment or not.
1 (very weak influence), 5 (very strong influence)
Force Field Analysis
Score
Driving Forces
Restraining Forces
Score
5
Customer’s needs
Employees feel uncomfortable
of new techniques
4
3
Improve productivity
Employee turnover cost
3
5
Winning more market share
New equipment purchase and
installation cost
5
1
Reduce maintenance cost
Disruption
1
14
13
FORCED FIELD ANALYSIS (CONT.)
Conclusion of the example based on the score (14:13 ): the plan of new equipment installation is
feasible.
Possible solution for improving the plan:
New technique operation training (which will increase cost in restraining force column by 1 point and reduce
the feeling uncomfortable item 3 points.)
Introducing new technology through employee meeting, listening to employees, and answering their
questions about new equipment. (It can reduce 1 point from restraining column.)
Raising wage for those stuff who will have to use extra time to master new skill. (This can reduce 2 points
from employee turnover item.)
As a result, those strategies swing the equilibrium from 14:13 to 14: 8, which indicate the possibility
of success in this plan increased greatly.
“One Cannot manage change, one can
LEADERSHIP
DECISION
MAKING
only be ahead of it. The only one who
survive is the change leader who view
change as an opportunity”
Peter ducker, 1992
College of Banking and Financial Studies
Assignment Brief – BTEC
Higher National Diploma in Business (Level 5)
Fall 2019 -2020 Assignment 2
ST0:
Student Name /ID
Number
Unit Number and Title
17 – Understanding and Leading Change – A/508/0529
Academic Year
Fall 2019 -2020 Semester -3
Unit Assessor
Ms Aisha Al Mandhiri
I. V. Name
Team lead IV
Assignment Title
Determine how barriers to change influence leadership decisionmaking And apply a range of leadership approaches to a change
initiative.
Issue Date
13th November 2019
Formative Feedback Date
12th December 2019
Final Submission Date
To be announced
Submission Format:
1. The submission is in the form of a 15-minute individual PowerPoint presentation and 5
minutes allocated for questions.
2. The presentation slides and speaker notes should be submitted as one copy and uploaded
to turnitin.
3. You are required to make effective use of PowerPoint headings, bullet points and
subsections as appropriate.
4. Your research should be referenced using the Harvard referencing system. Please also
provide a bibliography using the Harvard referencing system.
5. The recommended word limit is 1,500 to 2,000 words, including speaker notes, although
you will not be penalised for exceeding the total word limit.
6. The file must be saved in the format: student ID-ULC-Formative-A2, for formative
submission and student ID-ULC-Summative-A2, for summative assignment.
7. In case of extenuating situations, the relevant college policies apply
Unit Learning Outcomes:
LO3. Determine how barriers to change influence leadership decision-making
LO 4. Apply a range of leadership approaches to a change initiative.
1
Assignment Brief and Guidance:
With reference to the case study given below you are required to prepare and present a power
point presentation critically evaluating the following
1. Force field analysis in the context of meeting organizational objectives.
2. The effectiveness of leadership approaches.
3. Models of change management.
CASE STUDY : FUTURE OF HUAWEI
Innovation is increasingly important to Chinese businesses – and will become even more as
service-oriented economy emerges. China is already one of the most prominent providers of R&D.
Recent research by Roland Berger shows that China’s share of R&D expenditure worldwide rose to
about 14 per cent in the period between 2007 and 2012. Among China’s innovation stars is Huawei.
Huawei Technologies, founded in 1987 by Ren Zhengfei, is organized around three core business
segments: a carrier network business group, an enterprise business group, and a consumer
business group. With its main office in Shenzhen, Huawei is a private company in which the founder
owns about 1.4 per cent of the shares with the remainder owned by some 70,000 of the company’s
150,000 employees.
Huawei’s innovativeness is demonstrated by its industrious acquisition of patents. By the end of
2010, Huawei had fled 49,040 patent applications (31,869 patent applications in China, 8,892
international patent applications under the Patent Cooperation Treaty, and 8,279 overseas patent
applications). Of the 17,765 authorized patents granted, 3,060 were overseas patents.
As a result, the world has started to look at Huawei, with an increased interest but also with some
suspicion. For example, the US has pushed Huawei to the periphery of its telecom market, due to
fears of espionage and suspicion that the company’s products are subsidized by cheap loans from
Chinese banks. Other regions, including the UK, have been more accepting.
Innovation results It would be straightforward to observe that Huawei is innovative in nature
and, therefore, successful. Rather, innovation is a result of Huawei’s values, vision and procedures.
In the case of Huawei, innovation is an outcome. It is not innovation that drives Huawei’s success,
but the process that creates innovation which drives success. This process is grounded in valuedriven leadership; leadership that defines the company’s vision and direction.
Huawei’s Chairman and founder, Ren Zhengfei, is a unique personality who, for the last 25
years, has gained a reputation for leading his company like an army. Ren Zhengfei served in the
People’s Liberation Army and the outside world has mainly focused on the consequences of his
directive leadership style. One famous and widely shared story is that employees are obliged to
take a siesta by sleeping under their desk. This overlooks the role of values in his leadership.
Communication Zhengfei has emphasized that openness, competition and collaboration
complement each other. He strives for a company culture where people’s minds are the main asset
and resource. As such, the ideas of his people complement the company’s values to produce
innovation. Leadership achieves results through a desire to continuously improve and grow rather
than from a desire to simply beat the competition by being first.
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Relationships matter Zhengfei says: “I do not know anything about technology, but I can bring
people together to work for the collective.” This statement signals a strong belief that there is
infinite strength in organization and collective efforts. Great things, in his view, can only be realized
if everyone is aware that as individuals, they are not that significant. It is all about working
together. He claims that when he founded Huawei, he no longer acted as a technical expert, but
became an organizer.
Humble leadership Zhengfei emphasizes his strength in putting people together and his belief in
the value of talking from the core to do ‘good’ for the organization. His philosophy seems to be
best served by displaying humble leadership. Value-driven leadership Zhengfei argues that the core
value in business should be customers first. According to him, Huawei should always listen to
customers’ needs and expectations and this input should fuel the whole enterprise. It implies that
product development is not simply based on a reactive strategy towards what the competitors are
doing but, rather, on a belief that transformations happen with close collaboration between the
developer and the buyer. This means not simply producing to produce, but rather production based
on the recognition of true needs.
Having a vision – being proactive in the late 1990s, Huawei was doubling its revenue from year
to year. Most of its top managers concluded that they no longer needed much help from foreign
experts. Not Zhengfei. Even in such prosperous times, he did not hesitate to ask IBM to help in
developing and implementing better management systems. This example not only illustrates the
openness of the founder but also signals the proactive nature of his leadership.
When a follower becomes a leader All of this has contributed to the fact that Huawei is better
prepared than most Chinese companies to start thinking as a global rather than a local player, and
to act as an independent entity in a largely government-driven economy.
Huawei challenges:
Today, the challenge for Huawei is to act as a true leader of the industry. And the path to true
leadership is never easy nor smooth. The company faces several challenges in an ever more
complex and global industry.
The primary challenge: lies in maintaining the company’s global leading position while at the
same time trying to incorporate an international focus further into the management of the
company. Now, about two-thirds of the company’s revenue is generated internationally.
Furthermore, overseas offices of Huawei are increasingly localized. For example, the company’s
R&D centers in the US (Santa Clara, Austin, Texas), Canada, Japan, Sweden, Munich, UK and Russia
primarily help in recruiting local talent. Huawei is also faced with many Chinese expats coming back
home. These expats, however, do not think in terms of the old and traditional Chinese management
models.
Huawei must work on several management issues inside the company while at the same time
creating a more open company culture (ie. increased international market share will lead to
demands for greater transparency). These changes will be necessary to stay on top of the industry
without compromising the existence and effectiveness of its innovation strategies based on a
strong value driven culture.
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As Zhengfei prepares to pass on the leadership baton, it is imperative that leadership becomes
more shared without compromising the value that brought success and innovation. Huawei is
already known for employing a rotating system of CEOs, which fits with its belief that talent from
within the company can move through the ranks. Huawei is a big fan of the idea that anyone can be
transferred across different functions in order to prepare for a long-term career within the
company. The view is that the company will benefit in the long term when people are generalists
rather than specialists. It is unlikely that future leaders will embody the company’s values as
Zhengfei has done.
Huawei needs to work on making sure that its future leaders fully understand the values that
promote the company’s success and innovation. At the same time, they must also be given the
latitude and time to make the values their own. Values can only drive innovation and create a
supporting culture if the values are endorsed by leadership that is perceived as authentic and
sincere. The challenges faced by Huawei and its responses suggest that it is moving in the direction
of becoming a learning organization with shared leadership and management through values.
A learning organization is characterized by the presence of a learning climate that is
participative in nature. In this climate, senior managers and junior employees work and experiment
together to try out new ideas and failure is allowed in the pursuit of growth and progress. Across
different levels within the company, everyone can participate in the value-creation process. And
exactly, because of this reason, it is important that the values that make the company are widely
recognized and supported. Huawei is paving the way for a change, so that the change is embraced,
allowing innovation to follow. This idea is reflected in a proverb used by the company: “The only
thing unchanged is change”.
Source:
Cremer, David & Zhang, Jess. (2014). Huawei to the future. Business Strategy Review. 25, Available at:
http://www.jite.org/documents/DCVol03/v03-01-Huawei.pdf (Accessed: 20th September 2019)
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5
Grading Criteria
Learning Outcome
Pass
Merit
Distinction
LO3 & 4
LO3 Determine how
barriers to change
influence leadership
decision-making
P4 Explain different
barriers for change
and determine how
they influence
leadership decisionmaking in a given
organisational
context.
M3 Use force field
analysis to analyse
the driving and
resisting forces and
show how they
influence decisionmaking.
D2 Critically
evaluate the use of
force field analysis
in the context of
meeting
organisational
objectives.
LO 4. Apply a range
of leadership
approaches to a
change initiative.
P5 Apply different
leadership
approaches to
dealing with change
in a range of
organisational
contexts.
M4 Evaluate the
extent to which
leadership
approaches can
deliver organisational
change effectively
applying appropriate
models and
frameworks.
D3 Critically
evaluate the
effectiveness of
leadership
approaches and
models of change
management.
6
LEARNER ASSESSMENT SUBMISSION AND DECLARATION
When submitting evidence for assessment, each learner must sign a declaration confirming that the
work is their own.
Please list the evidence submitted for each task. Indicate the page numbers where the evidence can
be found or describe the nature of the evidence (e.g. video, illustration).
LO
Evidence submitted
Page numbers or
Description
LO3
LO4
Additional comments to the Assessor:
Learner declaration
I certify that the work submitted for this assignment is my own. I have clearly referenced
any sources used in the work. I understand that false declaration is a form of malpractice.
Learner signature:
Date:
7
ASSESSMENT RECORD SHEET – FORMATIVE FEEDBACK
Programme
BTEC HND BUSINESS LEVEL 5 Learner name
Determine how barriers to
change influence leadership
Assignment
decision-making and apply
Assessor name
title
a range of leadership
approaches to a change
initiative.
17/ Understanding and
Targeted learning
Unit no. and
leading change
aims/assessment
title
criteria
First Submission
Deadline
Targeted
criteria
LO3 and LO4
Date submitted
Criteria achieved
Assessment comments
LO 3
LO 4
General comments
Assessor
declaration
I certify that the evidence submitted for this assignment is the learner’s own.
The learner has clearly referenced any sources used in the work. I understand
that false declaration is a form of malpractice.
Assessor
signature
Date
Date of feedback to
learner
Resubmission
authorisation
by Lead
Date
Internal
Verifier*
* All resubmissions must be authorised by the Lead Internal Verifier. Only one resubmission is
possible per assignment, providing:
● The learner has met initial deadlines set in the assignment, or has met an agreed
deadline extension.
8
● The tutor considers that the learner will be able to provide improved evidence without
further guidance.
● Evidence submitted for assessment has been authenticated and accompanied by a
signed and dated declaration of authenticity by the learner.
**Any resubmission evidence must be submitted within 15 working days of receipt of results
of assessment.
ASSESSMENT RECORD SHEET – RESUBMISSION – SUMMATIVE FEEDBACK
Deadline
Date submitted
Targeted
criteria
P4
P5
M3
M4
D2
D3
Criteria achieved
Assessment comments
General comments
Learner Declaration
I certify that the evidence submitted for this
assignment is my own. I have clearly referenced
any sources used in the work. I understand that
false declaration is a form of malpractice.
Learner signature
Assessor declaration
Date
I certify that the evidence submitted for this
assignment is the learner’s own. The learner has
clearly referenced any sources used in the work. I
understand that false declaration is a form of
malpractice.
Assessor signature
Date
Date of feedback
to learner
9
10
IT No Spac… T Normal
Heading 1
Heading 2
Title
Subtitle
Sut
Font
Paragraph
Styles
P4: Explain different barriers for change and determine how they influence
leadership decision-making in a given organisational context.
Here first: in general you have to explain the below five barriers for change in
details.
Second: explain how each barrier effects decision making in leaderships.
Third: give example for each barriers from the case study given for Huawei
M3: Use force field analysis to analyse the driving and resisting forces and show
how they influence decision-making.
First: explain or define what force field analysis in details is?
The driving forces and the Restraining Forces
Second: You have to come with 4 or 5 point of drives which encouraged Huawei
to change and 4 or 5 point which stuff prevents Huawei from changing
Third: show how did force field analysis influence decision-making according to
the case study for Huawei
P5: Apply different leadership approaches to dealing with change in a range of
organisational contexts
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the case study Tor Huawei
P5: Apply different leadership approaches to dealing with change in a range of
organisational contexts
First: In general you have to choose three different leadership style from
the
below list and then explain the role of each one in details and then how can each
one leadership style affect the change.
Second: Here select the appropriate leadership which is in our case study and
then explain how this leadership style played a role in the change or his affect
change in Huawei.
M4 Evaluate the extent to which leadership approaches can deliver
organisational change effectively applying appropriate models and frameworks.
First: please take the same three leadership which you have selected in
P5: explain to what extend each one affect the change in general by evaluating
them (writing the positive and negative for each one).
Second:
• Please identify two suitable models from the below list. First explain those
two model in details, write their advantages and disadvantages and then
apply it to our case study.
Explain how the leadership can use these two models to archive the change
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