Leadership and Strategic Change Management
The modern business environment is very dynamic, challenging and competitive. The establishment of globalization and internet use makes it a necessity for various organizations, both private and public, to adopt efficient leadership styles and strategies. Teams focus much on the adoption of the most effective strategies to help strengthen their reputations. Depending on an organization’s management and leadership style, different strategies will suit the efficient handling of a variety of business needs.
However, it is never automatic that staff members at various organizations embrace the various operational strategies adopted by their leaders; hence, the need for effective strategic change skills among the team leaders who spearhead the need for change (Burnes, 2014). Staff members may be comfortable in their operational cocoons and object to the proposals for new regulations, but with efficient organizational leadership at all levels of management, it is very easy for organizations to meet their envisioned targets. Corporate management always needs information about different global changes occurring in their areas of specialty and to mitigate this, develop functional mechanisms and strategies to achieve them (Vallabhaneni, 2008). Most of the variations in global organizational operations depend largely on the need for reduced cost of operations, reduced energy costs, the need to keep up with global competition in addition to the availability of unlimited sources of essential information on the internet.
At the Ministry of Municipality in Qatar, all operations including the tendering process go through rigorous, transparent electronic procedures (Qatar Digital Government, 2016). The ministry’s endeavours to provide high-quality services to the people of Qatar and beyond ensures that the leadership and staff members of the ministry join hands in ensuring the delivery of services that promote public confidence in the department’s operations. Some of the most sensitive areas in the department’s operations are the tendering process. The bidding process at the ministry of municipality in Qatar is a duty undertaken by a select tendering committee that oversees the entire process from reception and analysis, to the award of the tenders to deserving contractors and suppliers. The transparency in the course of awarding bids to deserving individuals at the Ministry plays a critical role in building necessary public confidence in operations at the ministry.
As such, the organizational leaders at the department needed to adopt the use of a strategic bid management program. This management application is a software program that automates the whole tendering process in the most efficient and transparent manner and aids in speeding up the bidding process. The adoption of an active bid management program is an innovative idea that, once implemented, largely helps organizations save on various costs and assist them in enhancing their levels of competitiveness and branding. To install the bid management program at the ministry, dynamic change strategic leadership was mandatory assist staff to embrace the new plan in addition to using it to meet organizational targets concerning tendering committee goals. Nevertheless, the leadership of both the tendering committee and top ministry management needs to provide dynamic change strategic leadership strategies to help meet all the set objectives.
Literature Review
Uhl-Bien, M., Marion, R., & McKelvey, B (2007) opine that organizational leadership has dramatically shifted from the industrial age to the present day modern era, mainly influenced by the advent of digital globalization. In the knowledge age, innovation guides the formulation of significant organizational development and most leadership decisions have their basis in the availability of information about business trends and future sustainability. Corporate leadership, as noted by Uh-Bien, et al. (2007), was largely bureaucratic in the past century and the top-down leadership model was main means of organizational administration.
The authors record that such company set-ups provide no room for deliberation on various emergent issues and do not advocate for innovation. Such rigid models were successful in the past century, but have no place in modern internet driven business environments where continuous learning and innovation are measures of successful organizational leadership. Modern day leadership requires the use of complex adaptive systems to enhance the sorting of complex administrative requirements. However, for effective leadership, leadership roles such as adaptive leadership, administrative leadership, transformative, and enabling leadership have to be embraced (Uh-Bien, et al., 2007).
Leadership and change management are therefore inseparable factors in effective organizational performance (Quinn & Quinn, 2016). Organizations appreciate good leadership and the adoption of change management techniques are therefore key pillars in the realization of various corporate goals, although at times, it can be being confusing on how best to handle these two vital tools for best performance outcomes. As a result, most organizations separate leadership and change management, resulting in low organizational performances that mostly fail to meet organizational goals and targets. Burnes (2014) notes that the coordination of both change management and leadership is what organizations need for increased performance as it aids in the development of various cultural changes within an organization. Cultural differences are a difficult transition to handle without appropriate skills, as some employees may object to attempts at cultural change. In the process of integrating change and leadership, organizations adopt bottom-up or top-down management styles, depending on the organizational setup.
As Martinich (2016) illustrates, bottom-up management style is best suited to a corporate setups that require leaders, throughout all administrative stages, to advocate for the adoption of necessary change that affects the cultural operations of an organization. Through this management style, the identified leaders should study the best way to influence their staff throughout the organization to effect required changes. Kezar (2012) asserts that in top-down management style, leaders create a motivating environment throughout the organization by encouraging lower level leaders and all other employees to adapt to the change management style of the team. Through this type of leadership and management style, employees receive the requisite emotional support to realize their organizational goals, despite the shift in corporate culture (Quinn & Quinn, 2016).
In a different study, Stopford (2001) argues that the onset of digital revolutions in the modern world is a game changer in the way businesses operate. The researcher notes that technological change is so rapid, that executive managers do not find it easy to identify their next course of action to assure a particular organizational future, and corporate leaders therefore need appropriate strategies and skills to ensure this. Strategic change becomes the best way to position organizations for the best performance outcomes to help them achieve priority goals and targets. Hensmans, M., Johnson, G., Yip, G.S. (2013) notes that the management of change is never easy at corporate level, as organizational leaders remain uncertain of the best strategies to adopt to assist future business cycles, while the creation of a new corporate future based on approved change is a big task. Major transformational efforts base strategies on factors such as the availability of extensive information on the internet, the need to reduce operational and production costs and stiff corporate competition in the modern world (Stopford, 2001).
Shea and Solomon (2013) suggest that change management is bigger than organizational leadership based on leveraging factors such as, distribution of information, people, culture, and adopted metrics of measurement amongst others. Leadership was a preserve of the male species throughout history, although this has shifted rapidly with the onset of modernity and the digital evolution, as many women take up challenging leadership roles and perform well. Eagly (2007) notes that qualifications for leadership are no longer gender-based, but based on merit, thus women enjoy positions of corporate leadership in countries like the United States. At the same time, Eagly (2007) notes that women nevertheless face gender prejudice and that, some male directors fear selecting women to positions of corporate leadership.
Paustian-Underdahl, S. C., Walker, L. S., & Woehr, D. J. (2014) argue through a critical review in a meta-analysis aimed at identifying gender perceptions in leadership that the leadership styles of women and men are varied, based on stereotypical beliefs like the belief that women are communal and caring while men are assertive and aggressive. Lopez-Zafra, Garcia-Retamero, and Martos (2012) illustrate that women portray efficiency in leadership especially in middle-level leadership roles that require many interpersonal skills. The stereotypical prejudices that women face sometimes do not directly affect women, but its influence reflects in the manner in which they fear accessing some leadership positions. Eagly (2007) further observes that women in this century have more access to leadership positions than ever before in history, and that the prejudice levels are lower.
According to Smith (2014), successful leaders maintain high levels of decisiveness and authority especially at times of crises to help steady the ship. They have to act in time to handle various situations arising. In such cases, leadership skills must be exemplary and leaders who successfully manage change are generally efficient (Manning & Curtis, 2015). At times when decisive action is necessary, leaders must disregard opposition and address the situation appropriately. Since leaders need to maintain high ethical standards, Grint (2005) posits that leaders need to develop the necessary skills to influence followers to embrace a given course of action. Leaders cannot achieve their targets single-handedly and successful leaders command a following who help them realize their goals. The best decision-making process in moments of crisis never rests entirely on the best situation analysis, but rather on the persuasive abilities of leaders in legitimizing their actions (Grint, 2005).
Leadership perceptions vary, depending on different factors. According to Eagly and Chin (2010), the most common perception considerations of leadership have been race and gender. Racial discrimination constructed the belief that blacks were inferior leaders to whites and gender discrimination considers men to be better leaders than women (Ospina & Su, 2009). Racial discrimination is detrimental to the realization of quality leadership as people from minority races have taken up various leadership positions and performed exceptionally well. Social constructions in leadership management therefore plays a critical role in ensuring that prejudices based on skin colour, ethnicity or gender do not hinder people from taking up leadership positions.
Aguirre and Alpern (2014) observe that developments in leadership in the modern knowledge era, includes ten change management principles. Through these principles, business leaders can quickly gauge organizational performance regarding change management and other standard organizational transformations in modern business. Innovations in technologies have altered capital flows and investor demands, making market operations very volatile, hence, disorientating various corporate cultures and orders of service, making it necessary to adopt sophisticated measures to help manage change. Organizational change is now a reality and previous century business models would struggle to survive in modern competitive markets, prompting the need for organizations to develop effective change management mechanisms throughout their leadership models (Caroll, et al., 2008). Competition in the current business environment is very high and as such, organizations who hold on to ineffective business cultures suffer, implying a cultural shift that modern day firms need to be prepared to face.
Aguirre and Alpern (2014) illustrate that in the process of adjusting to inevitable organizational change, change managers and leaders face hindrances such as fatigue when employees are tired of making changes and lack of involvement prevails. The presence of ineffective channels of operation is a major challenge in the adoption of necessary organizational change as production mechanisms may be slow, failing to match the required output levels.
To guide the transformative path of adopting and managing change, the main change principles advocated by Aguirre and Alpern (2014) include leading with culture and starting from the top in the process of espousing and embracing the change. It requires that all stakeholders in the change process make decisions collectively and act in the interests of the new vision. Additionally, the process requires the involvement of relevant personnel at all points of need as well as leading innovatively by motivating others, staying approachable and advocating for change.
Methodology and Case Study
The tender committee’s main objective was to have an efficient electronic program to help enhance its service delivery process. The committee’s leaders explained the need for the new efficient digital program to all the twenty-five staff members while outlining the benefits all stakeholders expect from the installation of the new program. Before installing the new electronic program at the tender committee department, the leaders conducted a feasibility study of the proposed program and experiment it. After approving its use, the management conducted a workshop to train all staff members on the use of the new program and explained the need to phase out the old program. Additionally, the ability of the electronic program to improve transparency and eradicate bias in the tender allocation considerations was outlined in the workshop.
After the staff members were convinced of the viability of the new program and efficiently trained on how to use it, the program installation took place. Resistant staff members secured appointments with the department leaders where they got in depth counselling on the urgent need for the new program. The leaders also considered their sentiments and checked how best their most valid arguments can be factored into the execution of the new program, hence, making them happy and flexible to the adoption of the new program. Due to the friendliness of the new program, most activities were delegated to all staff members and this gave them motivation as they enjoyed taking up new challenges that were initially handled by the departmental leaders alone. Additionally, staff members who performed well by use of the new program received awards and recognitions during departmental meetings, boosting the employee morale and enhanced the work environment.
The Ministry of Municipality in Qatar state undertakes the planning of development and progress in Qatar. The ministry, established in 1972 as Ministry of Municipality and Urban Planning, helps Qatar develop strategically to realize growth through proper planning and prioritization of essential projects (Qatar Digital Government, 2016). The ministry has a wide variety of departments, different sub-municipalities and other centres. Through the ministry, residents of Qatar are entitled to numerous services. Primary services provided by the department include the maintenance of all urban roads, cleaning of the city, regulation of trade within Qatar through diligent monitoring of the market operations within the municipality, and issuance of permits for practices such as construction and advertisement. Additionally, the ministry’s tasks include licensing of business operations within city limits, maintenance of public parks and planting trees throughout the state of Qatar.
Given the sensitivity of all transactions at the ministry, the ministry puts much effort into taking services closer to the people in ways that are more efficient. The primary driver of the streamlining of services to the people of Qatar is the digitalization of service delivery at all levels of ministry operations, including all departmental services. The provision of electronic services to all individuals seeking services at the ministry helps expose all ministry operations and activities to the public, as information is available through the department’s website. The provision of operational information to the public enhances the accountability of the Ministry. The department as a public office is accountable to the people of the state of Qatar and all operations, whether financial or not, needs public approval.
The electronic process thus creates awareness to all concerned persons in addition to fostering its principal objective of realizing a paperless governance system, as all services are electronic. The Qatar government targets full digitalisation, made possible through the adoption of electronic services (Qatar Digital Government, 2016). Digitalization of the bidding process is beneficial to both the taxpayers and the government. The digitalization of the bidding process ensures the reduction of unnecessary costs and reduces the time spent in handling tenders. Transparent bidding processes ensure that suppliers of products to the Ministry meet all set requirements, contributing to the enhancement of the Department’s operations and ensuring transparency of the entire process and its quality requirements.
The Qatar Ministry of Municipality and Urban Planning recognizes the advent of the internet driven technological age and therefore needs to keep pace with these developments. The ministry approved the use of the smart office application system whereby top departmental management quickly engages business communities in Qatar to get in touch with the state of operations on the ground (Qatar Digital Government, 2016). The system is very efficient and actively contributes to the realization of increased public participation and ministry officials engage the public and provide necessary feedback on any issues raised by concerned parties. The main benefits of the smart office application is the availability of accurate downloadable information by providing various files for public interest with a project follow-up feature that allows the project managers to assess the progress of all projects (Qatar Digital Government, 2016). Departmental directors can evaluate project stages from their offices and monitor all expenditure and budgets that reflect online, boosting transparency and accountability throughout all government operations.
Transformational leadership is evident through the adoption of various applications and the digitalization of the ministry’s operations. The tendering committee’s tasks include ensuring transparency and efficiency by the provision of a wide variety of materials used at the ministry such as those employed in the service and maintenance sectors. To enhance the operations of the tender committee and increase its level of efficiency in service delivery, the departmental leadership adopted the use of a strategic bid program, a software application that transformed the traditional operations of the committee.
The strategic bid program ensures an unbiased tendering process, as bidding process documentation and activity is made available online through electronic application, implementation and submission which is digital with all applicants fairly considered according to the set requirements and qualifications for bidding. Companies applying for tenders at the department must meet all set minimum requirements, cannot bribe anyone for qualification, as the bidding process and selection of successful companies is transparent, and aided by the system.
The new program adoption shifted the traditional manual systems of operation, which was slow and included a lot of paperwork, susceptible to compromise. The qualifications of tender awarded companies were not easy to establish as information was previously manual and sometimes golden handshakes led to compromise. The evidence of strategic change management leadership at the tender committee department is a positive shift from the manual system to the paperless digital application system. Through strategic change management, leadership at the tendering department of the municipality guided the transition of the operations of the tender committee, from conventional manual practice, to modern electronic processes.
Case Analysis
Change management is no longer an option, but an inevitable requirement in the contemporary technologically driven knowledge era. Organizations keep modifying themselves and their operational processes and cultures to help keep up with business landscape shifts (Cameron & Green, 2015). Archaic organizational cultures no longer last long, as technology is the main driving force of organizational performance and competitiveness. At the Ministry of Municipality and Urban Development in the state of Qatar, change management is evident through the advantageous manner through which the ministry leadership adopted various technological operations to help enhance its levels of service delivery. The most apparent technological adoption is the elimination of the use of paperwork at all ministry services especially in the department of tender committee, guided by objective of being a digital government by the year 2020.
The change management process requires consultation with staff members at an organization to help ensure they embrace envisioned changes and facilitate the adoption of the new practices (Hayes, 2014). In the development of its digital programs, the ministry engaged all stakeholders in the formulation of various policies for its operations and this led to the development of different goals such as the 2020 goal of not using any paperwork in all its operations. The formulation of such organizational goals goes through various stages with significant input from concerned stakeholders who are mainly the ministry’s staff members and the public. The engagement of all different parties in the formulation of goals that involve organizational change, leads to harmonization of the change process. The change process at the tender committee department is in line with the Ministry’s goal of adopting a culture change. The Leaders at the department exhibit strategic change management qualities and transformational leadership as they successfully rally all the twenty-five staff members in embracing the new operational methods (Manning & Curtis, 2015). The formulation of futurist programs such as the 2020 goals is an indication of the commitment of the ministry throughout all its departments to ensure sustainable development throughout Qatar. The ministry is integral in the development of various economic sectors of the state. The stretch of its programs into the future indicates the commitment of its leaders for better governance at the ministry. The tender committee department exhibits great industry leadership throughout the state as it successfully managed change in shifting from paper work while still having its members satisfied in performing their duties using the current technology.
The Qatar ministry of municipality case study, with specific focus on the tender committee department exhibits excellent change management strategy implementation as the system has enhanced service delivery to the people without any major hitches. The department provides the people of Qatar with very essential and sensitive services, hence the need to ensure that it keeps pace with the innovations and developments of modernity to enhance its accountability in the bidding process. The shift of service delivery at the procurement department from a manual system to a modern digital system is thus a real test for strategic transformational leadership and change management. Through the new regime, the departmental leaders at the tendering committee displayed exemplary leadership abilities throughout the installation of the new system. Leaders’ ability to influence followers to embrace a particular development path is regarded an essential leadership attribute. This is evident in the manner in which the leaders at the department implemented the change with high efficiency as the staffs got satisfied with the program as it enhanced their motivation through delegation of various services hitherto considered only for senior personnel.
Transformational leadership must demonstrate the power of influence and command the loyalty of supporters in the pursuit of organizational goals (Padilla, 2013). Such leadership power is a dominant force in the management of organizational change just like in the case of the tendering committee. Strategic change management at the tendering department is emphasised by the change of culture from manual to digital in a sensitive department where some of the employees operating a manual system, could easily become susceptible to compromise by the influence of powerful cartels, leading to corruption. The persuasion of employees to follow a new course that reduces the cost and time of operations in addition to enhancing transparency is thus a measure of influential leadership, change management and decisive decision making from the organization’s leaders (Johnson, et al., 2012). The power of influence is thus an established measure of sound leadership as it helps reduce any objections to various leadership propositions that organizational leaders propose. Thus, all stakeholders share the same vision as the leaders, namely, to digitalize government operations processes as a goal for the future. The evidence of the power of influence is evident in the digitalization of all major tender committee department operations at the ministry of municipality of the state of Qatar.
Scenario planning is an essential attribute of sound leadership. At the Ministry of Municipality and Urban Development, scenario planning helps develop strategies to counter the technology and information driven future through the digitalization process. The situation of an organization lagging behind in analogue while the rest of the world is digital, is unimaginable, hence, the development of proper planning as a transformational strategic change tool to help adjust to the forces of modernity (Ringland, 2006). The future may be uncertain, but through appropriate strategic planning, as indicated in this case, the effectiveness of the strategies put in place validate all goals and targets such as the attainment of a purely digital and efficient tender committee department (Anika, 2008).
To help realize its aims and objectives for the future the ministry has therefore employed all possible alternatives to step up to the developments and technological advances of the modern world. The only option to stay competitive and effective in this knowledge-driven era is to implement a digitalization, which is a good way to evaluate all alternatives to ensure the adoption of the most efficient and cost-effective methods of operation that can sustain the future goals and objectives of an organization (Kahane, 2012). Thus, the planning and strategic abilities of the leaders at the tender committee department is a demonstration of stable leadership, capable of managing change and realizing set organizational goals and targets. The Ministry enhances innovation in its operations, whereby it keeps pace with technological developments around the world. Technology guides modern day organizational operations as it serves to provide solutions for the reduction of the cost of production, reduces the service delivery period and furthermore enhances quality and accountability. Organizational cultures undergo considerable distortions upon discovery of better technological operational methods and organisations are therefore obliged to alter their respective cultures to accommodate development through innovative ways of operation.
To reflect on the analysis of strategic management as practiced at the tender committee department, it is noteworthy to be cognisant of the peaceful transition that brought about a change of culture at the ministry. Organizational change is no longer an option, but a reality that must be lived in the technological era while the change of culture can be a daunting task. Aguirre and Alpern (2014) indicate that when implementing change in an organization or department, it is prudent that leaders should consider the ten aforementioned principles to assist in realizing sustainable organizational change. Based on this, the leadership at the department noticeably observed the requirements of the various suggestions by Aguirre and Alpern to ensure the effective management of all possible effects of the anticipated change. Everybody seems appreciative of the advanced modifications made at the ministry, and all department officials enjoy doing their work with the aid of applications such as the smart office application that streamlined all administrative processes at the ministry.
Conclusion and Recommendations
The business landscape is no longer, what many imagined it to be in the past century. Information technology developments have taken over the business environment and competition and as such, the quest for cost reduction and access to unlimited information on the internet is the new driving force of business. To keep up with these rapid shifts in organizational performance, business leaders have to adjust continuously to new operational environments by the development of on-going strategies to remain effective. The plans developed by corporate leaders, however, must factor in the needs of current change for them to remain efficient and productive for the benefit of the organization and its stakeholders. The availability of unlimited information online concerning competitors, provide a compulsion for innovation to help keep up with the competition. Companies are able to monitor the performance of their competitors and use it as a benchmark for market activity. The presence of stiff competition in the modern business landscape inspires a quest for innovation as companies seek the best alternatives for business operations, which can reduce the costs of operations and enhance product quality while saving production time.
The main area of focus by the leadership of institutions should therefore be to consider the effects of necessary change and plan accordingly. Some corporate cultures were only relevant in the past bureaucratically orientated century and have not been able to cope with the demands of current times, as their archaic systems are inapplicable in modern business environments. Any continued use of archaic business strategies and rigid operational conditions may therefore spell failure for the operational system of the organization. Such failures result in reduced competitive advantage and such companies would suffer collapse operational systems, lag behind in competition, and most likely, experience eventual failure since they are unable to manage change. Since rigid systems put companies at a disadvantage, companies need to upgrade to modern systems to remain competitive.
At the Ministry of Municipality and Urban Planning of Qatar, effective leadership and the transformational management accompanying it, has been demonstrated by the adoption of various technology-driven policies and as a result, provided the assurance of a more predictable future. The most notable change is at the tender committee department where a new software program replaced the old paperwork system and staff members and other stakeholders satisfactorily embraced the change. The management of change at the department through effective leadership, led to an innovative process whereby the ministry has greatly enhanced its level of service delivery while at the same time, gaining massive public support for its efforts. The new system enhanced the bidding process and ensured increased accountability and effective service delivery at the tender committee department. Through the adoption of the various organizational changes at the department, the leadership improved the standards of its service delivery, which is no longer an option, but an operational trademark.
The departmental leadership therefore needs to ensure the sustainability of all its newly adopted operational methods by constantly monitoring their relevance and making changes when necessary to keep up with new developments. The new systems such as the strategic bid management program require auditing and evaluation to ensure its future sustainability. It is furthermore recommended that all residents of Qatar be encouraged to participate in various online government interaction drives which would enable them raise any issues of serious concern that require urgent government intervention. Through such public interaction, government can always scale its operations accordingly while at the same time, developing innovative ways of responding to the various needs of the public and implementing transformational change strategies whenever necessary.
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