Leadership and Change Evelina Assignment Sample

Introduction:Leadership and Change (Evelina)

Leadership is the action of getting people to do things they otherwise would not do and the management of an organisation in a way that renders it more integrated (Soeardi et al., 2022). Change, Burnes (2004) defines it as the process of moving an organisation or individuals from their current status to the preferred one to increase their efficiency, effectiveness, or competitiveness. In the modern complex business world driven by technology, competition, and globalization where existing practice is challenged by various factors ranging from technology to competition, organizations have to adapt to these changes (Eustachio et al., 2023). The purpose of this essay is to discuss how leadership and change work in combination when choosing and analysing two leadership theories- transformational Leadership and Situational Leadership- and two change management theories Lewin’s Change Management Model and Kotter’s Eight-Step Change Model.

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The first leadership theory described in this essay is Transformational Leadership. This theory was postulated by James MacGregor Burns in 1978 as being centred on leaders and their ability to cause their followers to move past individual, special interest for the general interest of realizing organizational objectives (Lawrason et al., 2023).

The second theory of leadership discussed here is the Servant leadership. Under this theory, one cannot say that there is an appropriate leadership style. In contrast, great leaders are those who are capable of assuming different leadership behaviour patterns depending on the level of development of their subordinates (Kainde & Mandagi, 2023).

Theories of change management are just as important for knowing when change can be effectively initiated in an organization. The first of the change management theories discussed in this essay is Lewin’s Change Management Model which was formulated by Psychologist named Kurt Lewin in the year 1951. This model is based on the idea that change occurs in three stages: preliminary state unfreezing of change, the change process moving, and the state of freeze locking of change. The first is the unfreezing stage, where the organization is conditioned into recognizing the need for change, and then the moving stage which is the introduction of new behaviour. Again, the refreezing stage freezes these new behaviours into the organisational culture thus the change(Hussain et al., 2016). The second change management theory under review is Kotter’s Eight-Step Change Model developed by John Kotter in 1996. Another and rather more useful model is Kotter’s which provides a step-by-step framework of change management and suggests steps such as establishing a sense of urgency, building the change team, and managing the change process (Pollack & Pollack, 2014).

This essay will evaluate the effects of these leadership and change management theories on the followers, organizations, and performance levels. Leadership behaviour and communication will serve as the central theme of the discussion regarding actions that impact employee involvement, organizational culture, and change processes. In developing these dimensions, the leadership factor will be established in managing change and the organizational success in the context of this essay.

Main Discussion

1. Identification and Review of Leadership Theories

Identification of Leadership Theories

Leadership theories offer the conceptual tools with which to analyse and predict how leaders can inspire people. Four common leadership theories include:

Transformational Leadership: According to Burn’s leadership theory which is also known as the great leader great follower theory, leadership entails encouraging followers to achieve more than what is in their self-interested. Transformational leaders or charismatic leaders set out a course that is both challenging and attractive and enables people to grow individually as well as gain new ideas (Lai et al., 2020).

Transactional Leadership: Emerging from an exchange relationship process, transactional leadership is majorly based on an agreement to provide incentives for compliance with set performance standards. According to Burns (1978) leaders practicing this style promote order, control, and performance of set tasks possibly with carrots and sticks (Jaqua, 2021).

Situational Leadership: Named after its creators Hersey and Blanchard, this theory posits one key message: there is no one correct way of leadership. Leaders should coach and mentor their employees depending on the levels of required knowledge and concern with the organizational tasks ((Khattak et al., 2023).

Servant Leadership: This theory is named by Robert K. Greenleaf and sees the leadership supporting the people within the organization and organization itself, especially focusing on the leadership identification of the needs of the people and organization, where the leader is giving the service with the humility (Thakore, 2013).

Review of Two Additional Leadership Theories

Transformational Leadership

Transformational Leadership which was defined by James MacGregor Burns in 1978 and was developed later by Bernard Bass, was based on leaders who engage and help the followers to achieve improved performance and the moral reasoning of themselves as well as their associates. Transformational leaders are innovative-orientated and have one vision to create change in followers and cause them to look beyond self-gain for the good of the organisation. This theory emphasizes four core components: coercive power, reward power, legitimate power, referent power, expert power, and informational power. Organizational leaders are expected to be prototypes, override concepts, instigate creativity, and promote the growth of subordinates. This model has its strength in the ability to improve the morale and motivation of employees in an organisation. Through communication and perspective building, positive culture, and innovation, transformational leaders build trust and commitment. It is especially useful for managing change or innovation because people understand that their self-interest will be served by attaining the organisation’s goals. Also, transformational leaders are powerful in showing the followers a human side, and that ultimately leads to job satisfaction and employee loyalty. Nonetheless, one of the major impairments of Transformational Leadership is that it depends on the attractiveness and inspiration of the leader. If the leader is inauthentic towards the values that are introduced by him/ her, the followers can easily get disappointed. Further, this style entails a good deal of time and energy to build genuine rapport with followers – something that can be impractical in contexts characterized by heightened tempo or tightly bound organizational cultures. Another shortcoming associated with transformational leaders is the lack of attention to associative activities and contingencies that in effect may jeopardize the organisational function. I would define the practicality of Transformational Leadership in those fields that require a lot of creativity and innovations like technology and education. For instance, in the technological sector, transformational leaders can help organizational members envision novel technological opportunities by building a vision that details technological potential. Finally, the kind of leadership that can be employed in educational settings is transformational leadership through a culture of organizational development whereby faculty, staff, students, and other stakeholders are encouraged to seek higher levels of performance and question the status quo.

Servant Leadership

Servant Leadership: this is a leadership model that was pioneered by Robert K. Greenleaf early 1970s which the main focus of a leader is on the subscribers. Unlike the conventional power-oriented approach to leadership, Servant Leadership focuses on the responses that entail listening to the followers, having a polite attitude, and caring for them. Thus, servant leaders are in touch with the levels of development, self-managing ability, and growth orientation of their followers. This theory assumes that for followers to give positive feedback to the organization – and society as a whole – leaders must first support them(BusinessBalls.com, n.d.). Another major advantage of the Servant Leadership model is that it is anchored on the principles of ethics. Servant leaders are more inclined to embrace leadership positions to help others out hence encouraging followers to open up to the leader. Using this approach fosters teamwork and fosters a positive work atmosphere with employees feeling important in the company. Servant Leadership is also characterized by long-term employee engagement and the process of personal and professional staff members’ development by leaders. However, there are certain constrain on Servant Leadership(Nonaka, 1994). Of these, its concern for follower welfare may at times result in uncertainty or place followers’ interests above organizational objectives. In some cases where an organization faces a lot of competition or offers its products and services in a transforming market, then this type of leadership may be deemed too slow in responding to challenges. Also, in terms of weaknesses, the fact that people under Servant Leadership feel valued and ready to go the extra mile to please the leader means that the leader is willing to kill himself or herself by trying to please everyone all the time(Eaton et al., 2024). In practice, Servant Leadership is effective in organizations, which are oriented on social and community objectives, for example, non-commercial and educational organizations. For instance, in the health sector of an organization, servant leaders promote the satisfaction of professional’s needs to develop a people-oriented care environment that in turn delivers improved patient care(Eustachio et al., 2023).

1. Identification and Review of Change Management Theories

Identification of Change Management Theories

Lewin’s Change Management Model: Kurt Lewin invented this model and divides it into the processes of unfreezing, changing, and refreezing. This model underscores that resistance to change can be cured by preparing the employee for change (ResearchGate, n.d.).

Kotter’s 8-Step Change Model: Based on John Kotter’s model, eight steps are identified that will lead to successful change, such as establishing a sense of urgency, acquiring a coalition, and establishing new behaviours.

ADKAR Model: The ADKAR model was developed by Prosci and focuses on five aspects to be considered: Awareness, Desire, Knowledge, Ability as well as Reinforcement. It is centred upon the individual structure and examines explicit behaviour and results to bring about effective change in organizations.

Bridges’ Transition Model: William Bridges makes a distinction between change and transition while focusing on the psychological aspect of change. It highlights three phases: loss (or a state of no longer), transition (or middle); or renewal (beginning).

Review of Two Additional Change Management Theories

Lewin's Change Management Model

Lewin’s Change Management Model, a foundational theory, emphasizes the importance of preparing for, implementing, and stabilizing organizational change through its three steps: That is the process of unfreezing, changing, and refreezing. This is good in many ways because it can easily fit into most circumstances as it is a very flexible program. Concerning change management resistance, the model assists organizations in managing change by taking employees through the various stages gradually (Cummings et al., 2015). However, it has limitations, these include, the fact that it has a sequential process that may not be effective in organizations that experience frequent changes. Nonetheless, Lewin’s model is still popular with writers, particularly in such fields as healthcare, where straightforward process alterations are expected. For example, hospitals that are adopting changes in patient care systems employ Lewin’s approach to analyse ways by which personnel could change before such changes become a strong part of their organizational policy (Awati & Contributor, 2022).

Kotter’s 8-Step Change Model

Kotter’s 8-Step Change Model is a thorough framework of change management to help leaders achieve the organisational change process in the right ways with a focus on leadership and communication and the creation of a sense of urgency. Given its structure, the model helps sustain changes in the long run since it incorporates acquired behaviours into organizational culture (Bedard, 2023). The model stimulates participation at all levels of the organisation which makes the model especially suitable for change initiatives across large organisations. In this regard, Kotter’s model has strength in reinforcement that creates positive momentum for change. Still, as it is considered to be time-consuming and requires more elaborated approaches, it may be a problem in conditions of rapid changes. In actual case scenarios, organizations that seek to fully digitize their businesses use Kotter’s models to address each change initiative and receive employee support in the implementation of such changes, as evidenced by the technology organizations that implement various software systems within departments (Rajan & Ganesan, 2017).

1. Analysis of a Leader in the Tourism Industry

Identification of a Leader

One of the modern leaders in the tourism industry is Arne Sorenson, who was the CEO of Marriott International – the largest hotel chain in the world. Mr. Sorenson was an active participant in the restructuring of the international hospitality industry example by Marriott’s acquisition of Starwood Hotels & Resorts and the forming of the world’s largest hotel company. The organisation culture that he cultivated was one of innovation, inclusiveness, and stewardship, he made Marriott the leader in sustainable tourism (Arne Sorenson, n.d.). Sorenson led many environmental programs at Marriott on numerous programs for carbon footprint reductions and a green approach to Marriotts operations. His progressive management skills also entailed Diversity, Equity, and Inclusion; making Marriott as a company continue to embrace great employee satisfaction together with corporate sustainability. Understanding changing market situations such as the COVID-19 impact across the globe Sorenson had established himself as a significant shaper of the hospitality and tourism sector. To this day, he shapes the operations of Marriott all over the globe (Arne Sorenson, n.d.).

Impact of Leadership Theories on the Leader’s Style

Marriott’s ex-CEO, Arne Sorenson, used an extended approach to leadership rooted in multiple theories with Transformational Leadership and Servant Leadership being the most impactful for the specific case. These theories informed his style of managing Marriott International through significant changes such as mergers and acquisitions, for instance, the merging of Marriott International Limited with Starwood Hotels & Resorts, and other complications associated with the COVID-19 pandemic and the like. This paper consists of insight into the Iranian leadership theories, with the help of which it is now possible to discuss the main advantages and disadvantages of manner of leadership (Gallo, 2024).

In his content analysis, Sorenson applied Transformational Leadership that mainly centres upon the leader’s call to foster followership beyond the ordinary by inspiring passion, vision, and drive for creativity. Linked as Marriott’s CEO, Sorenson demonstrated behaviours of a transformational leader as he always promoted innovation and new, challenging plans. He always stated and explained marvellous strategic intent, especially when it unveiled the biggest-ever acquisition of Starwood. Thus, his decisions on how to make Marriott a world-class company in the sphere of hospitality and mobilize people to follow this course can be successfully described as transformational. Transformational Leadership has potentially positive effects on Sorenson, especially in terms of encouraging the style that creates a positive organizational attitude involving loyalty and motivation from the employees (Howard University School of Business, n.d.). Marriott speaks about organizing values that were effective due to Sorenson’s ability to convey the company’s strategic objectives and inspire people, as well as due to the general commitment of the employees. In particular, Marriott’s global workforce appreciated his focus on process improvement and on designing new ways of working as a response to the dynamic industry. In particular, a combination of transformational leadership allowed Sorenson to deal with major changes, like the acquisition of Starwood property and its culture into Marriott. This massive transition was made easy by the fact that the man was able to secure a commitment from the members of the organization. Nonetheless, the unbeneficial side of transformational leadership as applied by Sorenson included the fact that Sorenson relied heavily on personal appeal and vision. In transformational leadership, the change is attributed to the personality of the leader and there are often difficulties in the implementation of the change program if the leader is transferred or loses his/her authority. When Sorenson died in early 2021, Marriott had the problem of growing the company after Sorenson. Moreover, although transformational leadership is most effective for inspiring change and innovation as well as long-term outlook, it may disregard many aspects of short-term management (Jelski, 2021).

However, another theory that significantly influenced Sorenson’s leadership profile emerged from the Servant Leadership theory, which was pro-employee/ stakeholders and not self-centric. Sorenson was a very compassionate leader and always respected his employees, which according to me are the elements of Servant Leadership. He put much effort into setting up a healthy organizational culture so that Marriott’s stakeholders both corporate-level executives and operatives appreciated their worth. These ensure that his practice of Servant Leadership involves diversity and inclusion within the firm and an endorsement of CSR activities. Servant Leadership had a positive influence on Sorenson’s style regarding the contributing and developed culture of trust and loyalty at Marriott. By paying much attention to the welfare and development of human resources, Sorenson was able to engage the human resource and make Marriott one of the best companies. As a social tact, he was able to reorient Marriott into a more diverse company which worked for the internal employees, while at the same time enhancing the organization's image. Further, with the help of servant leadership, Sorenson could provide empathetic leadership: as during the pandemic, he was caring about employees’ health to preserve jobs and provide help. Still, some elements of Servant Leadership could be problematic in a rather intense competitive environment and the growing tempo of operations that characterizes the global hospitality industry. Sorenson established fairly consistent tension between business needs and the well-being of the employees which on occasion might have been a weakness. For example, when the COVID-19 pandemic emerged and the world was faced with a financial crisis, the issues of cost reduction and letting employees go enjoyable with the principles of servant leadership at Sorenson. On one hand, it is attempting to balance the needs of the employees of the organization and on the other striving to achieve the organizational financial targets – both of which were big challenges for Sorenson. Further, servant leadership poses several challenges, and one of them is that decisions to be made may take lots of time. In an industry that requires competitiveness such as hospitality, this could hinder efforts to respond to some key business issues.

1. Evaluation of the Leader's Impact on Change Management

Change management can be seen throughout Marriott International’s history, particularly regarding its former CEO Arne Sorenson, especially during critical years like Marriott’s acquisition of Starwood Hotels & Resorts as well as the COVID-19 period.

Thus, Sorenson influenced his followers, and Marriott’s employees through leadership. His implementation of change management was done by the Transformational Leadership Theory which meant motivating the employees to accept change by appealing to a common vision and creativity. In the case of the Starwood acquisition, Sorenson only sold the positive changes that came with the acquisition and succeeded in engaging the employees as a result reflecting a positive organizational change. He was able to influence the staff through trust and rapport with him since he was understanding of their issues and made them overcome their resistance to change (Musaigwa, 2023). This capability to lure and engage followers led to commitment, the creation of a substantial organizational culture, and empowered employees to contribute to the continuously developing strategic directions of Marriott. But there were issues also at the same time. Compared to Sorenson’s servant leadership which focused on employees’ welfare, the response established that it sometimes poses some challenges in responding to change. For instance, during the COVID-19, the company was left in a volitive position where on one hand, it needed to implement measures of optimizing expenses, including furloughs and layoffs, while Sorenson, on the other hand, was aware of the importance of employee care (Jango, 2023). While continued communication which was empathetic when this crisis occurred prevented the erosion of trust among employees, feelings of insecurity and uncertainty were experienced due to job losses. However, with Sorenson’s number one focus on transparency and his attempts to support employees alongside the rapid change, the situations certainly eased the transition making it easier for Marriott to maintain its workforce loyalty.

A significant impact is that Sorenson influenced Marriott’s organisational change remarkably by changing its approach to leadership. With the help of transformational leadership, Sorenson managed to bring Marriott a lot of large-scale changes that included its worldwide diversification and acquisition of Starwood. That is why the focus on innovation and visions of the future allowed Marriott to retain its status as a global giant in the sphere of hospitality. Sorenson's change management strategies that focused on changing the organizational culture were effective in preparing Sorenson for change in response to different forms of market conditions such as the emergence of the use of digital platforms in booking services as well as changes in customer preferences (Engida et al., 2022). Sorenson put in some positive results, specifically that Starwood properties had been incorporated perfectly into Marriott enlarged the company’s coverage worldwide, and enriched the product mix. Marriot’s proved his operational efficiency and sustainable growth strategy in the face of rather stiff competition in the industry. But there was one problem: Sorenson preferred the role of a servant leader, which was not always possible when it came to decision-making. Even though his top priority was the employee’s welfare which was laudable at times this compromised organizational goals as evident from the COVID-19 when Marriott was forced to downsize in a bid to cut down costs in opposition to Arne Sorenson’s strong belief in employee care. It was evident that the good leadership and change management by Arne Sorenson influenced Marriott’s performance (Walk, 2022). He managed to record high levels of organizational financial performance and increased the geographical coverage of the company. Many of its strategic moves of acquiring Starwood, the hotel chain valued at over $13 billion, under its belt has made Marriott the largest hotel chain in the world and improved its revenues and market share significantly. This leadership insight of Sorenson let Marriott manage the challenges in the hospitality industry, including the emergent digital invaders, like Airbnb, and continue to dominate their niche. Another major advantage was the strengthening of social activity of the firm focusing on sustainable development, to which Sorenson significantly contributed, thus contributing to the positive impact on Marriott’s performance (Ford et al., 2021). It helped to strengthen Marriott’s market position due to such concerns as corporate responsibility, diversity, and environmental responsibility that Orbit attracted an increasing number of socially aware consumers. Of course, some drawbacks may be reported about the COVID-19 pandemic which significantly affected Marriott’s activity. While Sorenson tried to shield Marriott International, the entire hospitality sector was negatively affected and so too was Marriott. Even though due to Sorenson’s transparency in communication and leadership the impact was not as bad, Marriott suffered significant financial losses and a drop in performance during the pandemic (Getzels & Guba, 1957).

Conclusion

This paper has therefore discussed leadership and change management theories that affect successful organization as well as individual leadership styles where it focused on Arne Sorenson of Marriott International. The principles of Transformational and Servant Leadership theories were apparent when presenting a case of Sorenson as a leader who mobilized followers and guided the organization toward change: the acquisition of Starwood and the global COVID-19 social contingency. The self-study revealed that Sorenson established a mutual vision and understanding, trust, and commitment to change and the long-term growth of the company among the governing and employee base. However, the issues that appeared in periods when there was an increased external pressure, for example in the pandemic, showed some weaknesses in the process of providing the employee benefits on one hand and financial stability on the other hand. While Sorenson strongly believed in practicing servant leadership, several changes that occurred due to the pandemic, like cost reduction measures that entail layoffs and furloughs among the workforce are some hard facts that occurred due to organisational change. Based on the analysis, the following recommendations should be used by future leaders in the hospitality and tourism industry; therefore, the recommendations are to maintain a transformational leadership approach by emphasizing clarity, innovation, and vision. Thus, this will not only assist in following fans but also assist in the organizational change readiness. However, it is equally good for leaders to embrace a more pragmatic solution whenever they are faced with a problem touching on financial aspects and at the same time can always protect the formal values of servant leadership. Besides, organizations should develop a backup plan and work strategies that would ensure the safety and security of employees and their families without negatively affecting organisational sustainability. Through this sort of shift management, supported by a ground of applicable theory and led by innovative leaders like Marriott, organisations can persistently learn from the global environment and succeed.

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