The Vision Failed
The Vision Failed
Question 1:
If I were to consult with the HTE board of director soon after Harold started making changes,
I would advise them, regarding the transformational perspective, to follow carefully how
Harold is implementing these. In fact, to benefit from those changes and achieve Harold’s goal, the board of director should encourage him to adopt a transformational leadership.
First of all, to be such a leader, Harold would have to be an example in the company. As a leader, he should inspire trust and communicate a clear vision on the changes he wants to make in the company and why. Moreover, those changes would rather emerge from the common interest and not from Harold only. The board should encourage Harold to review his vision with employees’ that inspire them.
Then, I would explain to the board of director that a leader’s influence is inseparable from follower’s needs. Meaning that, all the changes, implemented by Harold, must be accepted by all employees. I would advise them to warn Harold to take into account all employees’ needs and not favor some among others. Unfortunately, designing changes with only a few senior managers may have created a feeling of unfairness for those left aside. Consequently, they could be reluctant to the reorganization.
Furthermore, the board should expect Harold to promote collaboration and rewards. As a result, employees would be able to innovate, improve their efficiency and commitment to work. To finish with, I would explain the significance of Harold’s behavior in order to achieve their goal because people are not always at ease with changes at work. They need someone to rely on to face their fear of uncertainty. That’s the role I would advise the board of director to help
Harold with.
Question 2:
To answer the question, I think Harold had a clear vision for HTE but I assume he did not know how to implement it.
As we can read in the case, Harold’s vision, was:” to prove new technologies
Question 1:
If I were to consult with the HTE board of director soon after Harold started making changes,
I would advise them, regarding the transformational perspective, to follow carefully how
Harold is implementing these. In fact, to benefit from those changes and achieve Harold’s goal, the board of director should encourage him to adopt a transformational leadership.
First of all, to be such a leader, Harold would have to be an example in the company. As a leader, he should inspire trust and communicate a clear vision on the changes he wants to make in the company and why. Moreover, those changes would rather emerge from the common interest and not from Harold only. The board should encourage Harold to review his vision with employees’ that inspire them.
Then, I would explain to the board of director that a leader’s influence is inseparable from follower’s needs. Meaning that, all the changes, implemented by Harold, must be accepted by all employees. I would advise them to warn Harold to take into account all employees’ needs and not favor some among others. Unfortunately, designing changes with only a few senior managers may have created a feeling of unfairness for those left aside. Consequently, they could be reluctant to the reorganization.
Furthermore, the board should expect Harold to promote collaboration and rewards. As a result, employees would be able to innovate, improve their efficiency and commitment to work. To finish with, I would explain the significance of Harold’s behavior in order to achieve their goal because people are not always at ease with changes at work. They need someone to rely on to face their fear of uncertainty. That’s the role I would advise the board of director to help
Harold with.
Question 2:
To answer the question, I think Harold had a clear vision for HTE but I assume he did not know how to implement it.
As we can read in the case, Harold’s vision, was:” to prove new technologies