Case A: Retention and Succession Planning in Municipal Recreation
Yes, Katherine is looking for the right characteristics in the people she hires since she focuses her instincts and recruiting practices on individual competency and potential, a process that has been successful for a decade. However, she needs to take into account additional characteristic of long-term employees, such as enthusiasm and reliability. Enthusiasm can drive employees and make them loyal to working with the organization and watching it grow. Reliability is an important characteristic that helps shape one’s commitment and leadership potential within an organization.
One of the possible root causes of the retention and succession issues is the lack of ambition to grow professionally in one organization. The failure to commit to the organization limits one’s potential to grow as a leader (Popp & Hadwich, 2018). The young recruits are attracted by the lucrative pay in the private sector. The factor applies to the transformational leadership theory, where the recruits can be assisted to grow professionally and become future leaders within the organization.
Katherine’s recruitment criteria could be adjusted to address the retention and succession issue by adding extra factors and characteristics in the process. The process must ensure that the recruits are committed to the organization, demonstrate a passion of working in the sector, and have the potential to become future leaders. Katherine can apply the authentic leadership model as it involves sincerity. The model can help recruits understand what the values of the organization are and how they should strive to reflect those values in the way they speak, act, and lead.
The current culture of the organization has focused more on recruitment rather than retention with a high number of young employees leaving the firm after two years. The culture has affected the organization’s finances for training recruits, who leave the organization after a few years. Adaptive leadership theory can be applied to shift the organization’s culture to support retention and career progression of the young staff members. The theory will include mobilizing all people in the organization to ensure that they understand that the firm appreciates their commitment and is willing to help shape them into future leaders.
Using the authentic leadership approach, Katherine might help in changing the culture of the organization. Authentic leadership is about sincerity. The model can increase her credibility and make her trustworthy in the eyes of the young staff members. The four concepts of the authentic leadership model, including self-awareness, balanced processing, relational transparency, and internalized moral perspective, could prove important in changing the organization’s culture. Moreover, Katherine can apply a servant leadership approach to support the retention of young leaders. The main goal of the leadership philosophy is to serve. Such traits such as listening, stewardship, empathy, persuasion, foresight, and commitment to the growth and development of personnel, can assist Katherine in shaping the professional advancement of young staff members. Thus, the organization can successfully retain its young employees.
Case C: Management Hiring to Support Culture Change
David Allison is the most suitable applicant to head the new management structure. He has a higher score on the LPC scale and has been referred to as the most caring manager. While Gladys has been with the organization for longer and understands its culture through and through, the new position requires an individual with high management skills and the ability to get the job done efficiently. Therefore, the owners should choose Allison to head the new management structure.
A change in organizational culture requires more of a leader than a manager. The successful candidate needs to utilize more leadership competencies to head the department effectively and facilitate the change in culture. Knowledge on leadership is important, especially when making strategic organizational decisions. Leadership skills, particularly in effective communication with the staff, is imperative to the management process. Once, a strategy is in place, the head of the department is responsible for facilitating the actions involved in the plan.
According to Fielder’s Contingency Theory, there is no definitive approach to lead the organization. Rather, the manager will lead the team based on the situation. Both the applicants have unique competencies and styles that match the current needs of the organization. Understanding favorableness is important to the cultural change objective (Schyns & Riggio, 2016). Firstly, it is vital to establish leader-member relations to ensure that the employees trust the leader. Secondly, task structure will define the tasks that should be performed. Lastly, the position of power will determine the way subordinates are rewarded or reprimanded.
Using the Contingency theory will be beneficial for Global Curling’s new management position. The owners did not have to define the new position according to the Contingency theory. The applicant that gets the position will manage the organization based on the situation that presents itself during the cultural change process.
A transformational leader is best suited for the position, especially since the main objective is to bring change in the organization. A transformational leader can help mentor his or her subordinates and assist them in professional development (Harrison, 2017). Moreover, the leader can help subordinates adapt to the new organizational changes. Lastly, a transformational leader can identify the strengths of different staff members and ways they can contribute to the change process.
Harrison, C. (2017). Leadership theory and research: A critical approach to new and existing paradigms. Cham: Springer.
Popp, M., & Hadwich, K. (2018). Examining the effects of employees’ behaviour by transferring a leadership contingency theory to the service context. SMR-Journal of Service Management Research, 2(3), 44-62.
Schyns, B., & Riggio, R. E. (2016). Implicit leadership theories. In Global encyclopedia of public administration, public policy, and governance (pp. 1-7). Cham: Springer.