How Positive Leadership Can Be Reinforced: Helwet-Packard Company - Research Proposal Example

?An investigation into how positive leadership can be reinforced in order to address today’s global challenges: the case of Helwet-Packard Company merger. The study It is undoubtedly true that positive leadership can make a significant difference between success and failure of an organization in its performance (Robbins, 1993). Due to factors such as cultural differences especially in companies operating in a global environment, it can be noted that the effectiveness of the leader can play a significant role in improving the performance of the employees as well as the organization as a whole. According to Patterson et al (1998), “the effectiveness with which organizations manage, develop, motivate, involve and engage the willing contribution of people who work in them is a key determinant of how well those organizations perform.” Some companies have faced numerous leadership challenges from a global perspective due to their leadership styles. As such, this study focuses on the case involving the merger of Hewlett-Packard Company (NYSE: HWP) and Compaq Computer Corporation (NYSE: CPQ) which was intended to build an $87 billion global technology leader (Palo & Houston, 2001). However, this initiative was a failure due to the fact that the leadership was not effective in dealing with management issues from a global perspective. The CEO, Fiorina significantly differed with the views of the other people who supported the HP way of doing business. It can also be seen that the new culture created was not compatible with the usual HP way of doing business (Malone, 2002). This led to the sacking of the CEO after the failure of implementing effective leadership strategies in solving the global challenges facing the company. Where there is lack of goodwill and positive leadership, it can be seen that there are likely to be numerous challenges that can be encountered in a global environment. As such, this case study based research mainly draws from the work of Podsakoff et al (1990) from their study entitled ‘Transformational leader behaviours and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviours.’ Research problem The need to explore some of the perceptions held by different leaders with regards to global challenges in leadership has influenced the researcher to undertake a study to investigate some of the measures that can be implemented in order to promote behaviour change of the of the leaders so that they can be effective. Basically, positive behaviour change among the leaders is one reliable way that can ensure the organisations’ viability and this can be achieved through exploring different leadership techniques that can enhance the leaders’ effectiveness in a global environment. The broad objective of the study is to investigate the measures that can be implemented by the leaders to address global challenges in leadership. The other objective is to explore the strategy that can be used to positively change the behaviour and attitude of leaders operating in a global environment. Transformational leadership “Focus of leadership research has shifted towards the examination of the behaviours exhibited by the leader that makes the followers more aware of the values and task outcomes, activate their higher order needs and induce them to transcend self interests for the sake of the organization,” (Bass, 1985, Yukl, 1989 as cited in Podsakoff et al, 1990). According to different researches about transformational leadership, followers often feel trust and respect toward a leader and they do more than what they are expected to do. It is imperative that a leader operating in a global environment should be in a position to show positive attitude and behaviour to the employees so that they can be motivated to put optimum performance in their operations. This is beneficial to the whole organization. A leader who is charismatic and capable of creating trust among the employees is also in a position to persuade them to have positive behaviour and attitude toward their work. Research has shown that transformational leadership is a perspective that posits to the effect that leaders change or transform basic values, beliefs and attitude of followers so that they are willing to perform beyond the minimum level specified by the organization (Podsakoff et al 1990). As such, this study seeks to explore further this notion from a global perspective about the measures that can be taken by the leaders in order to positively change their behaviour. A capable leader can persuade the followers so that they can positively change their behaviour which can help to turn around the fortunes of the company. Leading is a process that requires the leaders to be in a position to influence, persuade as well as to motivate the employees so that they can pull their efforts towards the attainment of the desired goals. Choosing for strategies for change Managing change is one of the main challenges of global leadership during the contemporary period. As leaders more from one organization to the other in a global environment, it can be seen that they ought to adopt change in order to operate effectively. The dynamic environments in which organizations operate also make it imperative for them to adopt change. However, there are numerous challenges that can be encountered since it is not an easy feat to implement change in an organization particularly the one operating in a global environment. “It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things,” (Kotter & Schlesinger, 2005). As change becomes apparent in the organization, it can be seen that reorganization in the operations of the organization becomes imperative. Reorganization is usually feared, because it means disturbance of the status quo, a threat to people’s vested interests in their jobs, and an upset to established ways of doing things (Kotter & Schlesinger, 2005). However, when the need for change has arisen such that it can improve the effectiveness of the organization, the leaders ought to take a holistic approach in dealing with the situation. Peter F. Drucker as cited in Kotter and Schlesinge (2005) has argued that the main obstacle to organizational growth is usually the managers’ inability to change their attitudes and behaviour as rapidly as their organizations require. Organizations operating in a global environment may require rapid change and the leaders ought to be proactive in order to keep pace with the changes taking place in the environment. Therefore, it can be seen that positive leadership is essential in order to address today’s global challenges. As such, this study will seek to investigate some of the strategies that can lead to positive behaviour change among the leaders in order to improve their effectiveness in a global environment. Organizational culture and employee attitude According to Patterson et al (1998), organisational culture is interpreted as the aggregate of employees’ perceptions of aspects of the organisation such as values, support for innovation, communication styles as well as supervisory support. Values which form the back born of organizational culture are very important in shaping the behaviour of the employees in the organization. Ivancevich, Konopake & Matteson (2011), describe values “as guidelines and beliefs that a person uses when confronted with a situation in which a choice must be made.” These values often influence an individual to behave in a consistent manner across different situations. Robbins (1993) concurs with this notion when he states that values influence attitudes and behaviour of the people in an organisation and they help them to distinguish between something that is right or wrong. In their study, Patterson et al (1998) found that there is a strong correlation between organisational culture and employee attitude with the performance of the workers as well as the organization as a whole. It is the role of the leader to take a leading role in interpreting the culture of the organization as well as shaping the attitude of the employees towards their work and the organization. If a leader becomes slack in his or her leadership style, the organization is likely to be negatively impacted since the employees will develop a negative attitude towards their work and the leadership in the organization. In such a situation, it can be seen that organizational effectiveness suffers a great deal. Therefore, it is imperative for the leaders to reinforce the culture of the organization in order to align the performance of the employees in the company. In order to achieve this, a leader should show positive attitude towards the culture of the organization as well as its values. This can also influence the employees to develop a positive attitude towards the organization. This study therefore particularly seeks to investigate the measures that can be implemented by the leaders in order to develop positive leadership styles that can be used to address today’s global challenges. Development of capable and supportive human resources leadership The development of senior leadership in an organization must not be underestimated (Patterson et al, 1998). These people need to be developed so as to develop positive behaviour when dealing with issues and opportunities that may face the organisation operating in a global environment. It is imperative to provide adequate training and support to the senior leaders in the company so as to be able to create an effective vision as well as direction for the organization. Positive leadership style can be created through constant development of the leaders where they can gain more knowledge in their day to day operations so that they can also be in a position to influence the behaviour of their followers to positively contribute to the overall growth and development of the company. Employees in a global company usually have different perceptions towards their leaders and this is the reason why there is need for leadership to gain more knowledge about different values that affect the behaviour of people from different backgrounds. Research design A research design is a conceptual structure, outline or blueprint of what the researcher will do in the study by following proper guidelines that are meant to obtain data that can be used to solve the research problem (Oppenheim, 1992). The study has been designed in a descriptive manner where the researcher seeks to describe and explain the trend of the results going to be obtained from the data gathered from the study. Data collection instruments The study is qualitative in nature and will mainly use secondary data since it is case study base. A critical analysis of the case of Hewlett-Packard Company will be used as the main case of the study in evaluating the statement of the problem highlighted above. Basically, qualitative data cannot be statistically quantified (Struwig & Stead, 2004). Apart from case study, the other instrument that will be used includes focus groups and interviews. Focus groups This is a more structured method of collecting information where about six to twelve respondents are grouped and they can give their views about a certain topic. This method is advantageous in that it gives insight about the people’s perception towards a particular subject. Interviews The interview technique can also be used where a certain number of respondents will be drawn from different people with leadership positions especially in multinational companies. The interview questions will be maintained at a simple level that is easy to understand and the questions will be open ended. The advantage of this technique is that first hand information can be obtained from the respondents which can also improve the reliability of the study. Data analysis The data will be analysed through the use of a descriptive strategy. A subjective analysis of the key terms in the study will be used to generate more knowledge and insight into the problem upturned in the research. Research ethics The researcher will avoid engaging academic misconduct such as plagiarism, deliberately distorting information, reproducing results from other case studies without acknowledging the source as well as failure to maintain confidentiality. The researcher will seek consent first from all the participants before engaging them to contribute to the research. References Ivancevich, J.M., Konopaske, R. & Matteson, M.T. (2011). Organisational behaviour and management. 9th Edition. New York, NY: McGraw Hill Irwin. Kotter, J.P. and Schlesinger, L.A. (2005). Choosing strategies for change. Crowne Copyright. Malone, M. (14 February 2002). Hewett-Packard’s failure to communicate. Viewed from . Oppenheim A.N. (1992). Questionnaire Design, Interviewing and Attitude Measurement, New Edition. New York: Pinter Publishers. Palo Alto, C.A. & Houston, T.X. (September 3, 2001). Hewlett-Packard And Compaq Agree To Merge, Creating $87 Billion Global Technology Leader. Viewed from: . Podsakoff, P.M. et al (1990). Transformational leader behaviours and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviours. Leadership quarterly, Vol 1, No. 2. Patterson, MG et al (1998). Impact of People Management Practices on Business Performance, Institute of Personnel and Development, London. Robbins, S.P. (1993). Organisational behaviour: Concepts, controversies and applications. 6th Edition. NJ: Prentice Hall. Struwig F. W. & Stead G.B. (2004). Planning, Designing and Reporting Research. CT: Pearson Education. Read More