The paper “ Right Boss, Wrong Company - Leadership Style of Betty Kester Who Has Been Working at Fancy Footwear” is an intriguing option of a case study on the management. Betty Kester working at Fancy Footwear, a shoe business owned by her uncle, was identified as the most productive worker with unmatched attendance. For this reason, the company decided to groom her by sending her to pursue a Master of Business Administration so that she can occupy a top management position in the future. Afterward, Kester was appointed to head the company’ s largest division following the early retirement of Max Worthy.
She comprehended the drawbacks of being hurled swiftly to a position of leadership, and so, Kester was prepared to shun them through participative management. Her predecessor was an absentee autocrat who made decisions from above and rarely made contact with the workers. A number of groups were established by Kester with the intention of engaging the workers, and all the groups had two meetings every week with Kesmer taking part in one of the meetings. In this case, all groups were encouraged to set up goals in their particular focus area as well as create plans to realize those goals, but in the beginning, the group work was distressingly sluggish.
The employees were unwilling to change their traditional way of working claiming that they are good at making shoes and not to take part in issues of management. Besides most of them were heading toward retirement and had no desire to learning a new way of carrying out their work activities. As a management style, participatory leadership is utilized these days by numerous organizations and companies.
Comprehending how it functions can enable the leader to function better within the work setting. As evidenced by Kester, in a participatory leadership style, decisions are made through participation from employees and the leader. As mentioned by Mehrabi, Safaei, and Kazemi (2013), leaders must identify their reciprocal independence as well as positively influence their workers in order for them to be motivated to participate in responsibility and reaction. Imperatively, leaders may impact worker’ s overall performance through interaction between them and their followers. Self-effectiveness, as defined in Mehrabi, Safaei, and Kazemi's (2013) study, is the employees' beliefs concerning their capabilities to implement and organize the activities that bring about success.
At a personal level, self-effectiveness strengthens the person’ s performance as well as motivation through impacting their activities achieved through determination. Evidently, employees working under Kesmer lacked self-effectiveness, which could have resulted in numerous benefits such as improved performance through learning and could have enabled the workers to develop their occupational skills. Besides that, self0effectivenss is crucial for improving employee satisfaction, especially while working in difficult situations. Jones et al.
(2008) posit that major changes in the organization disrupt the organizational life fabric with regard to group boundaries, the status of work unit and employee, reporting lines, interpersonal relationships, as well as the social identities related to group memberships. Although change, as mentioned by Jones et al. (2008), is implemented for positive reasons such as remaining competitive, workers normally react negatively toward such efforts. Basically, this negative reaction as experienced by Kester is to a large extent because change comes with heightened stress, pressure and uncertainty for workers.
According to Zaeh (2013, p. 395), change efforts mostly fail due to resistance by the employee to change; the resistance significance is compounded by the high change failure rate. Therefore, it is imperative to build positive attitudes, perceptions as well as beliefs amongst so as to succeed in the change interventions. Researchers in their effort of identifying how to effectively manage organizational change have concentrated on the factors that result in employee resistance. Critics of these studies hold the view that researchers must address the subjective change experiences of workers so as to create an understanding of what change resistance actually entails, especially when resistance theoretical paradigms underline their multi-faceted construct dimension (Oreg, 2006).
In view of this, analyzing the workers’ subjective change experience can help exhibit that workers are not inevitably resisting the change, but instead, they are resisting the perceived unwelcome change outcomes or the process utilized to implement change. A number of workers during change can experience difficulty in disengaging from their old way of working since they feel like they are losing the highly-valued and old rules, methods and structures.
At Fancy Footwear, employees were appreciating the old norms and values, and feel hard to let them go and espouse new norms and values.