Leadership To Change

1305 Words 6 Pages
Analysis of Business Bank Customer Services’ approach to change

leadership challenge

The change process in BBCS division was a direct result of the restructuring process

within the entire Barclays Africa, managing change transition.

2.1. The impact of leadership to change

For one to understand the challenges of the change process in BBCS, it is of utmost

importance to first understand the role and style of leadership within the division. Does

the leadership culture engages and energize employees in the division? What impact

does the leadership style have on the change process?

The kind of leadership a business unit has can make or break the change management

project.

The rigid nature of leadership style within the division was not set to take employees
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How change is approached is as important as

the leadership that drives the process. Change is usually unsettling to employees and

therefore requires a well thought through approach. This was the case within Business

Bank division.

According to Leon De Caluwe and Hans Vermaak’s (2004) change paradigms, the

approach to change by the division was through emergence as it lacked a thoroughly

worked out plan, but still had to emerge within the new division, as required by the

company-wide restructuring process. The challenge with this approach was that

leadership relied too much on human resources and financials allocations to drive this

process. There wasn’t a clearly defined end goal, which resulted in more complexities.

In essence from the beginning, management of the division lost control of managing the

change process, which eventually led to a chaotic and uncoordinated situation.

Figure 4: Why BBCS change failed as adapted from Kotter (1995)

Allowing too much complacency

Lack of urgency in ensuring that employees understand why change was necessary

encouraged the status quo to remain for a longer period of time. Also, the lack of

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