Introduction
This leadership brief aims to advise the Chief Executive and top management of the organisation presented in the provided case study (hereafter referred to as Organisation X) on the effective leadership of change amidst current challenges. Given the absence of specific details from the case study, this essay assumes a generic context of a mid-sized UK-based retail organisation facing market disruption and internal resistance to change. The brief critically analyses the leadership demonstrated in Organisation X, compares it with a well-researched organisation, Tesco PLC, and provides strategic recommendations for managing change. Additionally, a personal reflection on the research process and learning outcomes is incorporated. Underpinned by academic literature and industry evidence, this essay applies relevant theories and models to ensure a robust analysis suitable for addressing complex organisational challenges.
Critical Analysis of Leadership in Organisation X
Assuming Organisation X exhibits a transactional leadership style—focused on maintaining stability through structured tasks and rewards—there are both strengths and limitations to this approach. Transactional leadership ensures clear role definitions and short-term goal achievement, which can stabilise operations during uncertainty (Bass, 1990). However, in the context of significant market disruption, this style may hinder adaptability and innovation, as it often lacks the vision needed for transformative change. Employees may feel disengaged if their creative input is overlooked, leading to resistance.
To address these shortcomings, adopting elements of transformational leadership, as proposed by Burns (1978), is critical. Transformational leaders inspire through a compelling vision and foster employee commitment, which is essential for Organisation X to navigate change effectively. For instance, a lack of employee engagement could be mitigated by leaders who prioritise communication and shared purpose, encouraging buy-in for new strategies. Applying Kotter’s (1996) 8-Step Change Model, Organisation X’s leadership must first create a sense of urgency around market challenges, followed by building a guiding coalition to drive transformation. Currently, the leadership appears reactive rather than strategic, a gap that needs urgent attention to ensure long-term competitiveness.
Comparative Analysis of Leadership: Organisation X vs. Tesco PLC
Tesco PLC, a leading UK retailer, provides a relevant benchmark for Organisation X due to its successful navigation of industry challenges through effective leadership. Under the leadership of Dave Lewis (2014–2020), Tesco implemented a turnaround strategy following a major accounting scandal and declining market share. Lewis adopted a transformational leadership approach, aligning the workforce with a clear vision of recovery through cost-cutting, customer focus, and innovation (Ruddick, 2015). This contrasts sharply with Organisation X’s assumed transactional focus, which likely prioritises short-term results over long-term vision.
Tesco’s leadership effectiveness in leading change is evident in its application of Kotter’s (1996) model. Lewis created urgency by publicly acknowledging Tesco’s vulnerabilities, formed coalitions with key stakeholders, and communicated a strategic vision through regular updates. In contrast, Organisation X’s leadership appears to lack such strategic depth, risking stagnation in a dynamic retail environment. Tesco’s emphasis on employee engagement and cultural change offers a model for Organisation X to emulate, particularly through investing in leadership development to inspire adaptability (Tesco PLC, 2016). Thus, Tesco’s approach is more relevant for leading future change, as it balances operational efficiency with visionary thinking, an area where Organisation X must improve.
Strategic Recommendations for Effective Change Management
As a people management consultant, I propose the following five recommendations to ensure effective change in Organisation X. Each includes specific tasks, roles, and timescales, alongside considerations of practical implications for stakeholders.
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Establish a Change Vision (Timescale: 1 Month) – Task: Develop a clear, inspirational vision for change addressing market challenges. Role: Chief Executive and senior managers to lead workshops with input from employees. Implication: Engages employees and aligns efforts, though initial costs for workshops (approx. £5,000) impact shareholders short-term.
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Build a Change Coalition (Timescale: 2 Months) – Task: Form a cross-functional team to champion change initiatives. Role: HR Director to select diverse team members. Implication: Enhances collaboration but may face resistance from managers reluctant to cede control.
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Enhance Communication Channels (Timescale: 3 Months) – Task: Implement monthly town hall meetings and digital updates on change progress. Role: Communications Manager to oversee delivery. Implication: Improves transparency for employees and customers, though requires investment in digital tools (approx. £10,000).
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Provide Leadership Training (Timescale: 6 Months) – Task: Train leaders in transformational leadership skills. Role: External consultants and HR to design and deliver. Implication: Costs (approx. £20,000) affect budgets, but long-term benefits include better employee morale and retention, positively impacting customers through improved service.
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Monitor and Adjust Strategies (Timescale: Ongoing, Review Every 3 Months) – Task: Establish KPIs to measure change success, adjusting plans as needed. Role: Data Analyst and senior management to evaluate. Implication: Ensures adaptability but requires ongoing resource allocation, potentially concerning shareholders if results are slow.
These recommendations consider financial constraints, with total estimated costs around £35,000, balanced against long-term gains. Legally, compliance with UK employment laws during training and restructuring is essential to avoid disputes. Stakeholder impacts vary: employees gain from engagement but face uncertainty; shareholders face short-term costs for long-term stability; and customers benefit from improved service, enhancing loyalty.
Reflection on Learning (500 Words)
Using Gibbs’ (1988) Reflective Cycle, I review my learning from this assignment and the broader module on Business and Management. Firstly, describing the experience, I found researching and writing this leadership brief both challenging and rewarding. The task required integrating theoretical models with practical examples, which deepened my understanding of organisational dynamics.
Feeling-wise, I initially felt overwhelmed by the need to select a comparable organisation and apply theories like Kotter’s Change Model. However, as I progressed, I felt more confident, particularly when analysing Tesco’s leadership strategies through credible sources. What went well was my ability to structure the essay logically, ensuring each section addressed the brief’s requirements. Accessing academic journals via my university library was straightforward, aiding in grounding my arguments.
Conversely, difficulties arose in assuming details for Organisation X due to the absence of a specific case study. This limitation forced me to generalise, which sometimes felt restrictive in providing precise recommendations. Additionally, time management proved challenging; balancing research with drafting meant I occasionally rushed critical analysis, a lesson for future tasks. If I were to redo this, I would allocate more time for initial planning and use project management tools to track progress, ensuring deeper criticality.
Evaluating the experience, I recognise that my knowledge of leadership theories, such as transformational and transactional models, has significantly expanded. My analytical skills improved as I critically compared organisations, though I need to develop confidence in handling ambiguous contexts like assumed case studies. Attitudes-wise, I’ve grown more open to iterative learning, accepting that initial drafts can be refined. Behaviourally, I’ve become more proactive in seeking feedback from peers during the module, enhancing my collaborative skills.
In terms of organisational working, the module taught me the importance of adaptability and communication in change management—principles I mirrored in my recommendations. Understanding stakeholder dynamics, particularly balancing employee needs with shareholder expectations, reflects real-world complexities I now appreciate more deeply. This learning will influence my future academic and professional approach by prioritising empathy alongside strategy.
Action planning for future tasks, I aim to start research earlier and explore diverse sources beyond core readings to enrich perspectives. I will also practice applying theories to hypothetical scenarios to better handle ambiguous briefs. Individually, this process has reinforced my resilience and problem-solving skills, key for my development as a management student. Collectively, the module’s focus on group discussions highlighted how diverse viewpoints strengthen decision-making, a lesson I’ll carry into team settings. Overall, this reflective exercise, guided by Gibbs’ model, has clarified my strengths and areas for growth, equipping me to tackle complex business challenges with greater competence and insight.
Conclusion
This leadership brief has critically evaluated Organisation X’s current leadership, identifying the need for a shift towards transformational approaches to navigate change effectively. Comparing with Tesco PLC underscores the value of visionary leadership in dynamic markets. Strategic recommendations provide a practical roadmap, addressing stakeholder needs and practical constraints. The reflective component highlights personal and organisational learning, reinforcing the importance of adaptability. Collectively, these insights urge Organisation X’s top management to prioritise vision, engagement, and continuous evaluation to ensure sustainable success amidst challenges.
References
- Bass, B.M. (1990) From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), pp. 19-31.
- Burns, J.M. (1978) Leadership. New York: Harper & Row.
- Gibbs, G. (1988) Learning by Doing: A Guide to Teaching and Learning Methods. Oxford: Further Education Unit, Oxford Polytechnic.
- Kotter, J.P. (1996) Leading Change. Boston: Harvard Business School Press.
- Ruddick, G. (2015) How Dave Lewis plans to turn Tesco around. The Guardian, 23 January.
- Tesco PLC (2016) Annual Report and Financial Statements 2016. Welwyn Garden City: Tesco PLC.
