Ineffectiveness of Leadership During Business Transformation Term Paper

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Ineffectiveness of Leadership During Business Transformation

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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 vs. what they do today that works or does not work to develop some best practices recommendations. The examination of this the ineffectiveness of leadership should be based on a hybrid analysis, using qualitative and quantitative samplings. Some of the key questions concerning technological imperatives that need to be considered in a theory of organizational leadership will include the following: How does information technology change the strategic decision processes of leaders, particularly top executives? What kinds of support systems (such as decision support systems and control systems) are available to assist in leadership and decision making? How do executives use technology in the service of organizational transformation and change? How does technology operate to change or deny traditional leadership roles or functions to answer these questions, the study will review organizational transformations in general with a specific emphasis on identifying important considerations involved in companies that have experienced transformation of their it or related functions and any leadership problems that emerged.

Review and Discussion

TOPIC: Term Paper on Ineffectiveness of Leadership During Business Transformation Assignment

Background and Overview. Current macro theories of organizational change, such as institutional theory and population ecology, have placed primary emphasis on explaining change within a population of organizations and the rates at which change may occur, with little emphasis on the details of the process of transformation itself; however, in order to understand the organizational transformation process, it is necessary to consider the micropolitical exchange processes within organizations as well as the macro environmental changes that often trigger transformations (Bacharach, Bamberger and Sonnenstuhl 477).

Leadership Styles. Add discussion concerning how different leadership styles affect organizational performance and transformational outcomes... (3-4 pages)




Factors Influencing Organizational Transformation. When organizational members from diverse cultures interact and, especially, when one culture is required to adopt the methods and practices of the other culture, disruptive tensions emerge. These have been described in terms of the concepts of acculturative stress or culture clash. The conflicts mostly result from the introduction of new management methods that are incongruent with the values underlying existing practices; nevertheless, despite cultural diversities between the members of merged or acquired organizations, a sense of community, loyalty, and commitment can still evolve if the practices and values of the parent company are perceived by the managers of the acquired organization as just and fair (Breu 28).

Impact of Organizational Transformation on Information Technology Services. Over the years, information technology has been transformed from a process-driven necessity to a key strategic issue. Dramatic developments in the underlying technologies plus deregulation and strategic repositioning efforts of financial firms have all had their it consequences, often requiring enormous investments in infrastructure. Meeting new it expectations leads to significant operational complexity due to large numbers of new technology options affecting both front- and back-office functions. This evolution is often welcomed by the it groups in acquirers who are newly in charge of much larger and more expensive operations. At the same time, however, they also face a very unpleasant and sometimes dormant structural problem -- the legacy systems (Walter 133). Most European financial firms and some U.S. firms continue to run a patchwork of systems that were generally developed in-house over several decades. The integration of new technologies has added further to the complexity and inflexibility of it infrastructures. What once was considered decentralized, flexible, multi-product solutions became viewed as a high-maintenance, functionally inadequate, and incompatible cost item. The heterogeneity of it systems became a barrier rather than an enabler for new business developments. Business strategy and it strategy were no longer in balance (Walter 133).

This dynamic tended to deteriorate further in when organizations experienced fundamental transformations of one sort or another. Being a major source of purported synergy, the two existing it systems usually require rapid integration. "For it staff this can be a Herculean task. Bound by tight time schedules, combined with even tighter budget constraints and an overriding mandate not to interrupt business activities, it staff has to take on two challenges -- the legacy… [END OF PREVIEW] . . . READ MORE

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How to Cite "Ineffectiveness of Leadership During Business Transformation" Term Paper in a Bibliography:

APA Style

Ineffectiveness of Leadership During Business Transformation.  (2007, November 2).  Retrieved December 2, 2021, from

MLA Format

"Ineffectiveness of Leadership During Business Transformation."  2 November 2007.  Web.  2 December 2021. <>.

Chicago Style

"Ineffectiveness of Leadership During Business Transformation."  November 2, 2007.  Accessed December 2, 2021.