There is no acknowledgement that leaders may indeed be flexible according to the situation and followers that they are dealing with. Even though women, for example, may favor a more laissez-faire type of leadership style than men (Eagly, Johannesen-Schmidt & Van Engen), this does not mean that they will do so in all circumstances, or indeed that all female leaders will have this tendency.
The Path-Goal Theory
The path-goal theory is one of the most flexible and popular models used in the changing business world today. It allows for an integration of various styles, personalities and situations. The components inherent in this theory is the particular path that employees are expected to follow in order to reach a certain desired goal. The position of the leader in this model is to provide followers with desirability in terms of goals and the removal of obstacles along the way towards obtaining the goals.
In terms of critical success factors for Long Beach Mortgage, significant obstacles can be removed by increasing the perception of desirability. Employees should be provided with a full description of the benefits inherent in implementing the new technology. The obstacle of resistance can be significantly reduced in this way. Furthermore, as mentioned above, open communication is a vital component of any change process, as emphasized by Kuriger (2006). While management must communicate with employees regarding the prospective changes, it is also necessary to provide employees with a platform to voice their comments and concerns. Only by communicating in an open way, can change models be effectively implemented.
In terms of effectiveness, I believe the path-goal model provides the greatest potential for specific applicability to the situation of Long Beach Mortgage. Technological change necessarily involves a large amount of uncertainty, fear, and hence resistance. The path-goal theory includes all the elements necessary to enable the elimination of this obstacle.
Sources
Eagly, A.H., Johannesen-Schmidt, M.C., & van Engen, M.L. (2003, July). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129(4), 569-591.
Hughes, Richard L., Ginnett, Robert C. & Curphy, Gordon J. (2002). Leadership: Enhancing the lessons of experience (4th ed). New York: McGraw Hill.
Kuriger, Craig C. (2006, July/August) Workplace change and worker fears: when new technology enters the workplace. Army Logistician
Parker, Dennis R. (2002, January/February). Create opportunities, not fear, through change. Leadership.
Skipton, L.H. (2003, Winter). Leadership development for the postindustrial, postmodern…
Sample Source(s) Used
Sources
Eagly, A.H., Johannesen-Schmidt, M.C., & van Engen, M.L. (2003, July). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129(4), 569-591.
Hughes, Richard L., Ginnett, Robert C. & Curphy, Gordon J. (2002). Leadership: Enhancing the lessons of experience (4th ed). New York: McGraw Hill.
Kuriger, Craig C. (2006, July/August) Workplace change and worker fears: when new technology enters the workplace. Army Logistician
Parker, Dennis R. (2002, January/February). Create opportunities, not fear, through change. Leadership.
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