Essay Instructions: request for awest!
Point of in interest: Thesis
Question:
Come May 2008, I need to have a "Literature Review" research project completed and ready to defend. I would like essaytown to create this project for me, as I am finding my time to be limited and might not allow this to be done on time.
Level: Master
Type: Thesis (complete)
Subject: Leadership
Topic: The Ineffectiveness of Leadership during Business Transformation
Requirements: The research project will target "the decay of leadership in the 21st Century." The research problem will include an examination of "the ineffectiveness of leadership during business transformation."
The focus of the project's research should look at trends, situations, moral dilemmas, character traits, behavioral patterns, leadership styles, theories, practices and things leaders did in the past versus what they do today that works or doesn't work.
The examination of this the ineffectiveness of leadership should be based on a hybrid analysis, using qualitative and quantitative samplings.
Seeing that company that I work for is in the midst of a transformation of their largest divisions’ IT department, I would be interested in which companies have went through transformation of their IT or related functions and experience leadership problems.
The overall research project will be a Master Thesis presented as a Literature Review.
I hope this is enough introductory information to provide me feedback on my question. In the following pages, you will find:
- The initial prospectus
- Preliminary work on this project done by me (chapters outlined)
ORGANIZATIONAL LEADERSHIP AND ADMINISTRATION
RESEARCH PROSPECTUS
A LITERATURE REVIEW
“EXAMINATION OF INEFFECTIVE LEADERSHIP DURING IT DIVISIONAL RESTRUCTURING AND TRANSFORMATION”
SUBMITTED BY SYLVESTER JOHNSON
PROBLEM STATEMENT
Harman International Industries Incorporation (HIII) has recently restructured and transformed one of its Global Information Technology (IT) divisions. The problems and concerns with leadership that have surfaced as a result of this effort, has justified the need for an independent study into transformational leadership. This study is designed to examine the causes of ineffective corporate leadership during these types of situations and analyze various themes to provide recommendations.
Harman International is a 4.3 billion dollar company. It has market presence in three different countries (North America, Europe and Asia). Harman’s business model caters to three particular verticals – Professional, Consumer and Harman Becker Automotive Systems (HBAS). The success of the company is due to its market dominant products – speakers, amplifiers, home entertainment and navigation systems – called “Infotainment”.
Because of its strong reliance on innovative technology as the bases for development and support of its products, the Information Technology divisions are viewed as major core competencies within its business model and strategies. Harman has multiple locations around the world that represent its collective IT divisions (Professional, Consumer and HBAS). IT management existed in two geographical locales – North America and Germany.
To address the inefficiencies of it’s dispersed IT function and with strategic pursues to align its services, products and teams with the business and culture demands; Harman took on the task to create and present a global IT shared services image and business support model by consolidating its decentralized IT units, starting with HBAS.
In March of 2006, the decision was made to restructure and transform the HBAS IT division. In this decision, the only executive level management in North America was removed and all IT management was shifted to their VP management leadership team in Karlsbad, Germany. This would create a situation where strong transformational leadership skills would be essential, if this effort was to be successful. However, the absence of these skills in the leadership team would prove disastrous!
After 8 months into the process and multiple meetings to review, discuss and measure the effects of the restructuring and transformation, the major impact revealed was extreme ineffectiveness in leadership and management during this period.
The ineffectiveness in leadership left the former decentralize model and hoped-for consolidated IT model in despair, less efficient, less effective and tainted with a dysfunctional image in the eyes of the business. This also created a problem with perception regarding the future functionality and effectiveness of the entire IT division across Harman International.
While IT projects, services and support continues, leadership is under severe scrutiny for their lack of transformational skills in the areas of: visibility, providing followers with clear direction, communicating the essence of the vision and mission, prompt and accurate decision making regarding processes and project management, establishing creditability, buy-in, and the inability to create team synergy; resulting in employee retention issues and confidence in transformational leadership being questionable.
PURPOSE STATEMENT
The purpose of this independent study is to:
• Identify specific factors that contribute to the ineffectiveness of leadership during an IT divisional restructure and transformation process.
• Consider those contributing factors, analyze them and offer recommendations for correction and prevention.
LITERATURE REVIEW AND ANALYSIS
The literature review and analysis will be based on the transformational leadership model. The focus of our independent study will be the examination of traits and behavioral patterns (in leaders, managers and followers). Utilizing secondary research, provide insight into why IT division restructuring produces a decline in leadership effectiveness.
Some of the themes we will examine are:
• Management v. Leadership – the differences in perception during change
• Diversity v. conversity – introverted and extroverted communications
• Culture boundaries – leadership behavioral patterns during change
• Leader-follower relationship – identifying this dynamic during change
DATA COLLECTION METHODOLOGY AND FRAMEWORK
The data collection methodology will consist of interviews, surveys, journals, articles and OLA program literature that is specific to IT leadership and management styles. The framework will be established through different qualitative matrixes to illustrate patterns pertaining to potential cultural, environmental conditions, situations and economic variances.
Quantitative analysis will be used to present any imperial or historical data that supports or disannuls the logic or trends of leadership ineffectiveness, during periods of restructuring and transformation.
TIMELINE FOR COMPLETION
Considering data availability for this independent study and the overall time to complete the project is eight months, the following timeline represents the milestones for this effort:
• Problem identification and prospectus submittal – 1st month
• Literature review, data collection and framing – 2nd – 6th months
• Preliminary presentation review and advisory steering – 7th month
• Revising and final presentation of study – 8th month
“EXAMINATION OF INEFFECTIVE LEADERSHIP DURING BUSINESS TRANSFORMATION”
BY SYLVESTER JOHNSON
A LITERATURE REVIEW
SUBMITTED TO THE PROGRAM IN ORGANIZATIONAL LEADERSHIP AND ADMINISTRATION
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE DEGREE OF
MASTER OF SCIENCE
IN
ORGANIZATIONAL LEADERSHIP AND ADMINISTRATION
MARCH 6, 2008
TABLE OF CONTENTS
APPROVAL iii
ABSTRACT iv
CHAPTER
I. Description of the Problem 1
II. Literature Review 2
III. Description of the Research Method 8
IV. Summary of Results 9
V. Conclusion and Recommendations 10
BIBLIOGRAPHY 11
APPENDICES 12
APPROVAL
ABSTRACT
CHAPTER I – Description of the Research Problem
The purpose of this research is to determine what contributes to ineffective leadership during business transformation, site examples and offer recommendations. The research will be based on a case study regarding Harman international Industries Incorporation’s “Harman Becker” business division, with a focus on their automotive division.
Harman International is a 4.3 billion dollar company. It has market presence in three different countries (North America, Europe and Asia). Harman’s business model operates three different markets – Professional, Consumer and Harman Becker Automotive Systems (HBAS). The success of the company is due to its market dominant products – speakers, amplifiers, home entertainment and navigation systems – called “Infotainment”.
To address the inefficiencies of its dispersed Global IT division and strategic pursuit to align its services, products and IT teams with the business culture; In March of 2006, the decision was made to restructure and transform its Automotive IT division. However, the absence of strong transformational leadership skills produced broken continuity between IT management, leadership and teams.
The questions become, why did this happen and what could have been done to prevent it? In our review of researched literature, we will examine and site causes, effectives and recommend solutions to these occurrences.
CHAPTER II – Literature Review
What are the problems that contribute to Leaderships’ ineffectiveness during periods of business transformation? One of the problems we’ve began to see is an increase and frightening level of decay and propensity of erratic leadership behavior. This decay is like we’ve never seen before in the 20th Century.
Over last 20 years or so, the holistic image of leadership has been severely tarnished and broken in values – integrity, truthfulness, compassion, focus and vision. There are many ideas as to what leadership is or should be. But these have been considered only theories. When the current state of this global economy – where markets and businesses now operate in international territories. Where the leaders of major companies are sited for unreeled behavior – is view closely, it speaks to this very fact that – “leadership has become transparent and not apparent!”
In the past, we’ve had leaders that paved the way to what a modeled leader should represent – such as: Jesus Christ, Moses, Abraham Lincoln, Martin Luther King Jr., Gandhi, Colin L. Powell, John F. Kennedy and many more – and the character and behavioral traits they should possess. But over time, the rod of these standards, ethics and the moral principles to sustain this movement has struggled, and brought peerless times to those that look for hope and improvement, through leadership. In an article called: “Can America deal with the 21st century: "Strong and imaginative leadership, coherent policies, and responsible politics and government will sustain our great nation.” USA Today (Society for the Advancement of Education); March, 2006 by Chuck Hagel;(1) it states: MORE THAN 230 years ago, a group of exceptional individuals set upon a perilous and uncertain course in a land that would become the United States of America. They had a purpose to their lives and a vision of liberty with a life free from tyranny, where industry, not privilege, would determine one's future. These free-thinking people were imbued by a sense of fair play, and religious and social tolerance. They possessed a spirit that history never before had seen. They went about building a new land of hope and opportunity.
Yet, the Founding Fathers were not perfect. Slavery and the treatment of Native Americans were two blights oil this new land and this legacy remains with us today. Imperfect as they were, however, the Founders built for this nation the sturdy foundation for a democratic and vibrant society that has prospered since its creation.
Now, as then, we live at a time of historic transformation. The world is confronted with a universe of challenges, threats, and opportunities unlike any that we ever have known. In a 21st century global community, all leaders of all institutions are faced with more uncontrollables than at any time in history in their efforts to govern and lead. This will require a 21st century frame of reference. The margins of error for miscalculation are razor-thin. The 24-hour news cycle that dominates our lives--coupled with the rate and intensity of change--complicates leadership, governance, and society. There is greater diffusion of economic power and global access to information--meaning newfound global economic power--than in the past.
These trends and issues can be contributed to leadership, their incompetence and behavioral traits that have become ineffective as well as inefficient during time of change, transition and transformation.
Believe it or not, change is inevitable! But before change can be made, decisions – the right decision – must be made. History seems to have a way of repeating itself. Whether good or bad, it will set the stage for the future and the events that shape it. These changes come at the hand of leadership and can influence people, demographics, geographical areas, families, businesses and world! Whether the decisions are right or wrong, the effects will impact those that depend on them.
Considering most decisions are made by leadership that causes tasks contributing to change, transitioning and transformation to be executed; what’s the problem? Answer: “decision making! According to Justin Menkes in his book called: “What Great Leaders Have – Executive Intelligence”; decision making is the main problem we face with leadership today. We need to understand when leadership is transparent and not apparent, they are not supporting the decisions that are made and taking the responsibilities for their actions and the results. Justin Menkes (in chapter one, speaks about “Making the invisible visible”) states: “In today’s workplace an individual cannot become a star executive without processing a unique type of business “smarts” that we call Executive Intelligence. Historically, business “smarts” has been a bit like a word “indecency”. (2) As stated earlier, this decision making epidemic is proliferating across all borders of the world and we see it in the news, internet and in major companies (such as Harman International) more prevalent than ever, on a daily bases.
Since the problems surrounding ineffective leadership during business transformation occur at the executive level, we have identified a point of origin, but not the root cause. Justin continues to elaborate and share insight regarding discovery of root cause: “To create a useful understanding of the concept of business “smarts”, we need to pull back the curtain and show how the magic trick is done. What’s more, we need a consistent and reliable way to recognize and measure this kind of intelligence if we are to develop it in ourselves and also ensure that decision-making responsibilities are assigned to those best qualified to handle them”.(3) Cleary we can see that intelligence is key to the success of any decision having a positive impact. But not everyone posses it nor have the ability to recognize those that do!
Justin defines Executive Intelligence and indicates the application in which it’s measured: “So how do we define Executive Intelligence? In its simplest form, it is a distinct set of aptitudes that an individual must be able to demonstrate in three central contexts of work: the accomplishment of tasks, working with and through other people, and judging one-self and adapting one’s behavior accordingly.” Decision making is a skill. Whether innate or learned, it’s relevant! This skill is depended upon ones ability to think critically and clearly. One of the greatest tools we have available to us is our brain. Using this tool allows us to tap into the Executive Intelligence needed to make the right decision in a timely fashion, based on the situation.
The problem leadership has with decision making is due to the overwhelming pace of business transformation and transactional needs. And critical thinking has become a dying art in executive decision making.
Our challenge is to ask the hard questions and get the right answers:
1. How do we get this ability back in to the forefront and thought process of leadership’s critical thinking process, as a number one item before decisions are made execution occurs?
2. How do we improve the behavior and sustain the integrity in leadership that people rely on and have come to trust in?
The King James Version (KJV) of the Bible (Psalms 37:37) states: “Mark the perfect man, and behold the upright: for the end of that man is peace”. (4) We must strive to identify those that have strong decision making abilities, and once found, hold on to them! These are the problems and challenges we face now and will continue to face throughout the 21st century and those that are to come, if we don’t began identifying and fixing them, now!
This is a critical time for responsible governance, necessitating hard choices and difficult decisions. This requires courageous, informed, and wise leadership.
Maintaining the U.S.'s competitive position in the global economy demands that we begin to inventory and address the first-order challenges in our country such as trade, energy, deficit spending, entitlement programs, infrastructure, education, immigration, and foreign policy. We only are beginning to understand the scope and complexity of the threats from terrorism and Islamic extremism, pandemic health outbreaks, endemic poverty, environmental crises, and cycles of despair. Allies and international institutions will be essential to our successful engagement of these threats.
Today, we see some parallels to the period following World War II. The world was--and is--in the midst of adjusting to new challenges. After the war, the U.S. and its Gillies created organizations of global benefit and common purpose such as the United Nations; General Agreement on Tariffs, Trade, NATO and World Bank. These institutions and alliances are as vital today as when they were formed. However, they need constant adjustment and calibration to stay relevant to the contemporary world. What remains unchanged is the critical importance of institutions, alliances, and relationships to achieve global security, stability, and prosperity.
America needs to prepare itself for a period of global uncertainty and complexity. We are witnessing this reality being played out with the great upheavals of corporate giants like General Motors, Delphi Corporation, the major airlines, and others. Technology, productivity, and markets will continue to drive global economic dislocation. No nation will be spared from this phenomenon. (5)
CHAPTER III – Description of the Research Method
CHAPTER IV – Summary of Results
CHAPTER V – Conclusion and Recommendations
BIBLIOGRAPHY
APPENDICES
