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Introduction
Sound leadership is an important factor to every sound organization. In the words of Burns (1978), leadership can be defined as the act of inducing followers to align their behaviours and act to the accomplishmant of certain goals that reprsents the values and motivations, the wants and needs, the aspirations and expectations of both the leaders and followers.
There are various styles of leadership that characterize various organizations, and each style adopted by each organization is dependent on such organization's distinct characteristics in its policies, structure and culture. It is evident that Gene One Technologies, leadership style is a bit autocratic, with Don Ruiz, the CEO making all the major decisions. This essay will describe a change strategy that will aim to take the organization through a complete leadership change to attain a democratic leadership where everybody counts in leadership and major decision making.
Leadership Change Strategy
A leadership change strategy can be defined as the steps taken towards steering an organization towards a different style of doing businss that has prospects of higher returns. In the case of Gene One, it can be seen that the company began its journey from humble beginnings with only a start value of $2 million and hjave grown to $400 million within eight years. Yet, there is still a new opportunity that can be exploited  to take the organization to still greater heights. The organization has strength in young and experienced staff who have been able to work and place Gene One among the movers of wall Street. To further the growth, the organization needs further Investments through IPO, an issue which has raised issues and style of Don Ruiz leadership. There is need to transform the leadership and implementing a new leadership style,given the current misunderstandings and resignations,and  in this case a pure


democratic one through adoption of strategy which takes the following steps:
Step 1: A Cultural Leadership Transformation

The entire Gene One team should have  a clear and purposeful plan to move from the current state, of managing a business worth $400 Million to a future desired state, essentially not to please the Wall Street, but remaining in a business that is overly threatned by influx of competitors. According to Adamson(2003), the organization need to adopt a plan to deal with the causes and effects of such a planned move. The team should come up with leveraged actions to deal with the problems that may arise, such as resignations and committing members to a new way of thinking. The team should also ensure that the team is committed to change, and are comfortable with the new ways of doing business.

Step 2: Transferring Momentum and Change Implementation
After aligning the new culture and leadership, the newly created and empowered staff should embark on implememnyting the change. Change should be implemented gradually and each individual in the team should be actively engaged. According to Laudon and Laudon(2006), each and every leader should play an active role in change implementation while imparting a sense of ownership to those people directly below them.
At this change, the participants at all levels should be able to see how the corporate goals, mission and values are transmitted into reality.
Step 3 : Sustaining Changes Throughout
Several approaches should be used to sustain the improvements made in leadership style. This includes the institution and building new leadership skills, governance and decision making. It is necessary to


keep track of the metrics achieved so far. There is ned to make some valuable excetions to protocols, for example, allowing the leadership team to make cionclusive decisions at some p[oint, delegation of duties and powers on various issues from the CEO to other members to make them feel accomodated in the changed set up.
Transformational Leadership
According to Dervitsiotis, K. (1998) , transformational leadership makes change happen in the self,others, groups and organizations. T requires a great deal of charisma that is extremely powerful, appealing and har to teach. At this level, the leadership should strive to create and sustain a context that maximizes human and organizational capabilities. Transformational leadership facilitates  mutiple levels of transformation and aligning them with the core vlues of a unified purpose. Its leadership should always focus on responding to a dynamic business environment.
Democratic Leadership
According to Dervitsiotis, K. (1998), democratic leadership is participative and encourages staff to be part of decision making. It keeps the staff informed about  everything that affects their work and shares decision making and problem solving responsibilities. The democratic leader allows staff to establish goals, has the final say but first gathers information from staff before making the final decision.
Conclusion
Gene One Technologies is experiencing the current problems because there exists a gap in leadership. It is my conclusion therefore, by adopting tranformational and democratic leadership, the organization will be able to convince all members about the IPO and any other future decisions that may arise.


References

Adamson B (2002).Strategy, Leadership and Change: The North York General Hospital Transformation Journey. Journal of HealthCare Quartely, 11 (3) 55-58.

Andreoni, J. (2006) “Leadership Giving in Charitable Fund-raising.” Journal of Public Economic


Theory, 8(1), pp. 1–22.


Burns, J. (1978). Leadership. New York: Harper & Row Publishers.


Dervitsiotis, K. (1998). The challenge of managing organizational change. Total Quality


Management 9 (1), 109-122.