2. Leadership during Acquisitions (1) In the short run, empower employees to recommend ways to restructure jobs For example, employees in work groups analyze operations across functions to identify inefficiencies in the way jobs are structured and tasks are performed. These groups recommend changes in strategies to move towards cleaner and more efficient organization. In the longer run, the acquisition should act as a catalyst for changes in the organization’s culture. Remaining jobs are invested with more responsibility and autonomy. Special emphasis on continuous change and innovation. Managers must be prepared to give more frequent and clearer performance feedback in relation to the evolving task responsibilities. Newman, J. & Krzystofiak, F. (1993). Changes in employee attitudes after an acquisition Group & Organization Management, 18
3. Leadership during Acquisitions (2) One of the observed outcomes of acquisitions is that managers become overly involved with details or become self-absorbed. The result may be feelings of abandonment. The exact opposite behaviors are needed. Turmoil requires leaders to remain visible and more interactive with employees Employees need to feel that loyalty is not a devalued commodity If there are lay-offs, recommend leader training in helping people deal with loss of friends and anxiety Newman, J. & Krzystofiak, F. (1993). Changes in employee attitudes after an acquisition Group & Organization Management, 18
4. Leadership in a Crisis Survey Results Bill CollinsRotterdam School of Management, Erasmus UniversitySeptember 2009
6. Thinking about the past year, please indicate the extent to which you have heard the leaders in your organization use each term. 1 2 3 4 5 Much Less Somewhat Less Same as Somewhat More Much More Frequently Frequently Before Frequently Frequently 10 words Associated With Transactional Managers 10 Words Associated with Transformational Leaders Deliver Back to Basics Cost cutting Core business Security Targets Budgets Planning Sure things Obligation Experimentation Expansion Investment Values Risk-taking Vision Culture Exploration Break New Ground Opportunity
7. Transactional Management Terms Transformational Leadership Terms Cost cutting Budgets Targets Deliver Core business Planning Security Back to Basics Obligation Sure things Opportunity Culture Values Vision Investment Risk-taking Break New Ground Exploration Expansion Experimentation Increased in Use No Change Decreased
8. Similar questions about whether the following have increased or decreased in the past year: Employee Attitudes Anxious Stressed Hopeful Committed Engaged United Focused In control
9. Employee Attitudes Stressed Anxious Focused Committed Engaged United Hopeful In control More No Change Less On average, commitment and engagement were not perceived to have either increased or decreased during the crisis. But that is not to say that changes in commitment and engagement were not reported. It was nearly evenly split between people reporting that employees seemed more committed and engaged (i.e., 30% and 35% respectively) and reporting they seemed less committed and engaged (i.e., 20% and 35%).
10. Employee Attitudes More 30 – 35% Committed Engaged No Change 20 – 35% Less On average, commitment and engagement were not perceived to have either increased or decreased during the crisis. But that is not to say that changes in commitment and engagement were not reported. It was nearly evenly split between people reporting that employees seemed more committed and engaged (i.e., 30% and 35% respectively) and reporting they seemed less committed and engaged (i.e., 20% and 35%).
13. Yerkes-Dodson Law (1908): Stress Yerkes-Dodson Law states that too little stress (or arousal) as well as too much stress can both lead to poor performance. Job Performance Panic Burnout Apathy Boredom Too much stress Too little stress Stress or Anxiety about future
