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Essay / Research Paper Abstract
This 5 page paper reviews two chapters in Lee Roy Beach's book, Leadership and the Art of Change. Bibliography lists 1 source.
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5 pages (~225 words per page)
File: D0_HVLeadCh.rtf
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paper reviews two chapters in Lee Roy Beachs book, Leadership and the Art of Change. Discussion We can take our first clue from the books title: leading an
organization through a major change is an art more than it is a science, and a leader has to take employees feelings and motivation into account if he or she
is to succeed in implementing change that will last over time. Beach uses the example of a young man named "Wayne" who was hired to implement changes in an organization.
Wayne thought of himself as a sort of "hired gun" whose job it was to "save" the company; and with that limited objective he didnt really have to know
much about it. He forged ahead, making unilateral decisions and trying to implement them. The results, predictably, were disastrous. People got fed up and quit, the changes
failed, and Wayne soon found himself moving to another company, where it was likely hed repeat the same mistakes all over again. What had he done wrong? His
most serious fault was in ignoring the corporate culture, which comprised employees who were used to being consulted about decisions, not simply told what they should do. But this
is only one of the issues that comes up when leaders try to implement change, and make it stick. In Chapter 6, Beach discusses what he calls the
"follow through" after implementation of change has been accomplished and is winding down. Its now the leaders job to make sure that the changes will stay in place and
that people dont go back to the old way of doing things. There are four tasks that a leader has to implement in the follow through process: communication,
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