Implementing Leadership Change



Implementing Leadership Change Conclusion Gene One has become the fastest growing organization in a very short span of time. Its goal is to produce better varieties of produce for the benefit of the society. To main growth, Gene One has resolved to go public. To accomplish this, Gene One requires an IPO plan. The autocratic CEO with the lack of decision-making process has made it difficult to make the necessary changes. Implementation of the Levin and Kotter’s model would help the board members reach consensus. Success of Gene One can be attributed in part to the existence of entrepreneurial attitude throughout the company’s leadership. Organizational personnel’s beliefs and values need to be addressed for the change to be implemented successfully. Lewin has emphasized on bringing social change with the behavioral change in all contexts. Implementation of Lewin’s approach requires the CEO to confess being the cause of problem and accordingly the main part of the solution with improved decision making involving the consent of the leadership team. Mutual consensus in decision making would improve clarity of organizational personnel’s roles, and would improve the organizational culture. Kotter’s eight-step change model is an alternative solution to Gene One’s problems. The first four steps of Kotter’s model are consistent with the unfreezing step of Levin. The leadership team at Gene One needs to evaluate the effect of change and the way the new process’s importance can be communicated across the organization. Steps five through seven of the Kotter’s model generalize the movement step of Levin whereas the eighth step is consistent with the refreezing step of Levin’s approach. Gene One needs to improve its leadership structure and adopt measures to implement the changes effectively.