Question

Mandy recently returned from her two-day managerial seminar, How to Totally Change Your Management and Leadership Style in Two Days. Even though she felt the seminar was worthless (as she had predicted), it did give her a chance to think about how to change the culture of her organization. She had been brought in by the new CEO as a change agent, and her position had the authority to make an impact. She felt that the recent hostile takeover by their parent company had shocked everyone, especially given that the entire organization consisted of only 150 people and had been in business for only five years. She felt this might be the time to attempt cultural change while everyone was still thinking in terms of change. As she tossed her leadership seminar manual into the wastebasket, she considered What might be her first step and how well the cultural change would work.

Which of the following statements is TRUE concerning the leadership of Mandy's company and its effect on cultural change?
A) New top leadership can be an advantage.
B) New top leadership is rarely an advantage.
C) It is important for the cultural change to begin with employees first.
D) Leadership issues have little impact on cultural change.

Answer 1

The true statement concerning the impact of leadership on cultural change in Mandy's company is that new top leadership can be an advantage. As a change agent, Mandy can leverage this opportunity to facilitate cultural transformation, ensuring both leadership and employees are involved in the process.

Step-by-step explanation:

Considering the leadership of Mandy's company and its effect on cultural change, the true statement is that new top leadership can be an advantage. When there is a paradigm shift in leadership, especially after a significant event such as a hostile takeover, there is often an openness to change within the organization. At this juncture, Mandy, as a change agent with the authority to make an impact, has an opportunity to guide the organization through a cultural transformation. Drawing from organizational behavior literature, such change initiatives must be carefully planned and executed. Workplace culture plays a significant role in shaping employee behavior, and leaders are pivotal in facilitating cultural integration and adaptation alike.

It's important to note that successful cultural change involves both the leadership and the employees. Mandy must work in partnership with her colleagues to develop a strong onboarding and socialization program that is aligned with the new cultural objectives. This approach should not only account for the new vision and strategy but also respect the existing values and integrate them into the change process.