The paper "Paul's Leadership Situation in terms of His Sources of Power" is a perfect example of a management assignment. Most efforts to bring changes in a firm are always unsuccessful. The disruption brought about by change and its scariness often makes people resist change. In some instances, changes initiated in firms don’ t last long and hence people often go back to old ways of transacting activities. Various reasons have been documented to be responsible for resistance to change in firms. Some of these include no finding enough justification to undergo change, an unknown outcome that may result from adoption of new methods of conducting business, concern over the personal loss, believing that the change initiated is not the interest of the firm and little tolerance for change (Robinson et al.
192). It seems that Paul encountered problems in making changes because people in his organization did not see the need for it and believed that it was unnecessary. Such views and beliefs are often based on powerful mental maps, simplistic views of the past, present and future. We are told that Paul had established a strong relationship with fellow employees who seem to have created powerful mental maps within them.
This could have led to the attitudes of employees of not taking Paul seriously when he was elevated to a leadership role and tried to initiate some changes at the firm. The mental maps that were created when Paul was still a junior employee seem to have made employees desire to maintain the previous status quo and hence Paul could not succeed in his initiatives (Garrett 18). The mental maps created earlier on in the relationship between Paul and fellow employees while still, a subordinate employee could not allow the employees to think of and treat Paul as a leader but rather encouraged them to see him as an equal employee.
This could have contributed to Paul’ s failure to maintain discipline among his employees. In addition, since Paul used to relate with other employees in a simplistic way prior to becoming a leader, the employees could have extended this to the present time when Paul was elevated. This could have made the employees feel that there was no need of doing things the way Paul wanted since what they were used to had been working.
Thus the employees did not see any difference between Paul’ s past status as an employee and the present state as a leader (Robinson et al. 192). Paul failure could also be attributed to his fear of losing prior friendship relationships with fellow employees (Garrett 21). Paul had previously invested much effort in cultivating a friendship with fellow employees and thus he feared to lose such relations if he employed some leadership types such as autocratic.
In addition, since Paul had established himself as a performer, he feared to consult his seniors because he thought they will think of him as a failure. As a consequence of this, he failed to instil discipline among employees since he could not punish the employees who failed to follow his directives (Robinson et al. 193).
Garrett, Steve. Leadership Strategies: Strategies That Will Make You a Better Leader in Your Business, Your Community, and Your Family. London: Steve Garrett & Associates, Incorporated, 2006.
Palestini Robert, and Moyer Jamie. Practical Leadership Strategies: Lessons from the World of Professional Baseball, 3rd Ed. London: R&L Education