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Thesis proposal in English - The effect of Leadership on change fatigue $7.02
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Thesis proposal in English - The effect of Leadership on change fatigue

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The basis of a good thesis is the proposal. But how do you start? This thesis proposal was immediately approved and formed a robust basis for the final thesis that was assessed with an 8.7. Subject: The impact of transformational leadership on change fatigue.

Last document update: 4 year ago

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Document information

  • October 6, 2020
  • October 8, 2020
  • 9
  • 2018/2019
  • Thesis
  • Unknown
  • Unknown

Subjects

  • leadership
  • thesis
  • proposal
  • change management
  • change management
  • change fatigue
  • thesis
  • thesis proposal
  • change fatigue
  • transformational leadership

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  • NCOI (NCOI)
  • management van cultuur en verandering
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NCOI
Ma st e r: M as t er M a na g em e nt , Cu l tu re a n d Ch an g e ( M CC) , s p ec i a l iz at i on O r ga n iz at i on
Ps y c ho l o gy

Sub j ect: T h es is pr o p o s a l

Na me s tud ent :

Stud en t nu mb e r:

Dat e:




Transformational Leadership
Cure or Placebo?

An investigation into the effects of transformational leadership on
Change Fatigue in xxx




The si s Ad vi so r: x x x

,CONTENTS

1. Problem definition .....................................................................................................................................................3

2. Proposed Purpose and Research questions ..............................................................................................................4

3. Theoretical framework ..............................................................................................................................................4

4. Proposed Research Design ........................................................................................................................................5

4.1 Method and Instruments .................................................................................................................................5

4.2 Population and Sample Size .............................................................................................................................6

4.3 Data Analysis....................................................................................................................................................6

4.4 Research Plan...................................................................................................................................................6

References .....................................................................................................................................................................7

Appendices ....................................................................................................................................................................9

1 – Employee survey results 2019 ........................................................................................................................9

2 – Interview Data Capture Sheet ..........................................................................................................................9

3 – Transformational Leadership and Change Fatigue scale .................................................................................9




Page 2 of 9

, 1. PROBLEM DEFINITION

XXX is a xxx, providing xxx services for the xxx industry. The company was acquired by Private Equity company in
2015. To achieve the expected value for its investors, XXX is implementing a multi-year change program called
“Acceleration” (AXL). Many of the changes are targeting the xxx (XXX) business unit, which represents the largest
department within XXX.

In the recent Employee Survey (ES), 13% of XXX respondents indicate that the pace of change is right, 61%
indicated the pace of change is too fast, 23% indicate that changes are well administered and 31% indicate that
senior leadership is doing a good job in managing change (Appendix 1).

To gain a deeper understanding of what drove the responses to the ES, five semi-structured, remote interviews
were conducted with XXX employees between February 18th – 26th. Interviewees represented two key roles in the
XXX organization; Xxx and Xxx. Interview input was transcribed in real-time through screen-sharing so participants
could validate the accuracy of the captured comments (appendix 2).

Questions included:

• What are your thoughts about the pace of organizational change in XXX?
• What is being done to enable you to adopt the changes in XXX?
• What is the role of leadership in leading the changes in XXX?
• What else would you like to share about change in XXX that we haven’t yet covered?

Findings from the interviews confirmed that the volume of change is perceived as too high: “we push so many
changes on our people. In my team I see good people getting sick or they quit due to such frequent organizational
changes.”, “we are not given the time to learn how to do things differently because the next change is already
hitting us.”, “I feel we are facing too many process and team changes within the Xxx department”.

In addition, there is criticism on to the way change is managed: “they are actually overwhelming us, instead of
helping us to adopt the changes.”, “There is a lot of noise in the system and people just don't know what to focus
on”, “Change management at (XXX)is the worst I've seen anywhere”, There is no clear direction where our main
service is heading”.

Finally, interviewed employees say the following about leadership; “while they are empathetic, it doesn't really
change anything. My people lose their faith in leadership because they say one thing and do another”, “I have also
seen some leaders almost threatening people; you are either with or against the change. “Some leaders are good,
they actually invite some people to be part of the change team.”

Problem statement: leaders in XXX are under pressure to deliver the desired business results for its investors
through the planned organizational changes. Meanwhile, employees indicate they are overwhelmed by the volume
of change and they don’t feel consistently supported by leadership.




Page 3 of 9

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