1. If you were consulting with the HTE board of directors soon after Harold started making changes, whatwould you advise them regarding Harold's leadership from a transformational perspective?
2. Did Harold have a clear vision for HTE? Was he able to implement it?
3. How effective was Harold as a change agent and social architect for HTE?
4. What would you advise Harold to do differently if he had the chance to return as president of HTE?
Harold Barelli is the new president of High-Tech Engineering (HTE), a 50-year old family owned manufacturing company with 250 employees. There has been onlyone other president of HTE, its owner.
Harold assumes the presidency and quickly tries to change the vision, hoping to prove it as one of the best manufacturing companies in the country. He created a two-page vision for the company that was displayed on the walls and designed several restructurings within the organization. The changes produce instability among the employees, who felt that they did not have input in decisions and did not agree with Harold's leadership. Morale and production droppedand people were not engaged. Harold stepped down after 4 years at HTE.