BCB3BOYS
Using the case below, Analyze the leadership’s role in establishing…
Using the case below, Analyze the leadership’s role in establishing an organizational culture that focuses on positive social change. Include elements numbered 1 to 8:
1. Analyze Dr. Marsh’s challenges and its influence on the organization’s culture.
2. Summarize the leadership style you would adopt to influence the organization’s culture and why.
3. Explain the organizational change or cultural change model or steps you would take to change the culture.
4. As a global change agent, explain how you would infuse positive social change into your leadership style and organizational culture.
5. Describe the incremental steps you would take given your selected model to ensure success.
6. Explain how these steps will influence each of the challenges you face and the mitigation plan to eliminate the challenges.
7. Delineate the key concepts you would include in your vision statement. 8. Provide six peer-reviewed articles to support your analysis.
8. Provide peer-reviewed references
The Case
Dr. Craig Marsh is a business executive with over 25 years of experience in organizational leadership, development, and change, across a number of industries. In this case study, Craig will present a real-world leadership challenge based on his professional experience.
Five years ago, I took over a business unit that consisted almost entirely of people working virtually. I had nearly 500 people working for me who lived all over the world and worked remotely. They were all directly customer facing, andmost significantly they were not employed directly by my organization, but were contracted to us, mostly on a part-time basis.To provide some context, our organization had grown rapidly over the previous 4-5 years and was confronting a classic consequence of that growtha start-up culture now requiring scalable structures and processes to ensure that growth and service standards were maintained consistently. As a leader, I inherited very little structure, other than some early attempts at putting in place performance indicators and quality standards, as well as established central units for monitoring service quality. I also had a small group of divisional directors reporting to me, each of whom were in charge of a subunit of my structure with specific and differentiated customer value propositions. One of my biggest challenges, however, was the very “loose” structure of contracted service professionals who provided the main value work to our customers. These service professionals were highly educated and experienced, multinational, working remotely from anywhere in the world, were mainly part time, and had a tenuous connection to the company. Legally, there were strict constraints on treating them as employees, for fear of violating local tax laws. Because of this, it was very challenging to promote employee engagement and build trust across the team, accurately evaluate performance for all staff, and establish an appropriate leadership structure for this unique situation.
