Question 1: If you were consulting with the board of directors soon after Harold started making

changes, what would you advise them regarding Harolds leadership from a transformational
perspective?
Answer: if I were a consultant for the board of directors, I surely would advise the BOD that the
method Harold used in transforming HTE is totally a failure. He surely had major problem in listening
to the employee. He is trying to imply a strong democratic tone in the organisation, but seems that it is
a failure. In transformational leadership a leader supposed to tap the motive of followers in order to
reach a better goal of leaders and followers. But as I go through the case I realised that the major
outcome of each changes made by Harold was to dilute the leadership and create a feeling of
instability among the employees. The changes made were not with an overall input from lower and
middle management. This had caused the employee to be uncertain about their responsibility in the
organisation. So as a consultant, I would surely suggest the Board Of Directors to either interrupt in
Harold management or give him some advice in the correct way of leadership so that throughout the
years Harold tenure as a leader, he could contribute for the improvement of the organisation. Harold
seemed to neglect the history of HTE, and trying to imply a new environment. The employees do felt
that Harold was an enigma, as in a person that nobody could understand. This gave a bad perception
on Harolds leadership. Even the Board of Directors should advice and emphasise Harold on using a
transformational leadership rather than changing it to an advanced organizational structure as the
employees were comfortable with it.
Question 2: Did Harold have a clear vision for HTE? Was he able to implement it?
Answer: In my point of view, I realised that at first Harold do have a clear vision for HTE. He
sincerely wanted to but he does not have the correct method of making his vision a success. At first he
wanted to transform HTE. He wanted to prove that new technologies and advance management could
make HTE the best manufacturing companies. He also created a vision statement to make all the
employees clear on their vision and mission for the company. But, as years pass, the vision seemed to
be unclear. The employees were starting to feel uncomfortable because there are some changes that
gave employees more control in circumstances where they need less meanwhile other changes limited
employee input in context where employees should have been given more. The employees also started
to feel uncertain about their responsibilities and how they could contribute to the development of the
company. So this showed that Harold was unable and was failed to imply the correct method of
leadership and finally caused to a major failure and serious lost in business.
Question 3: How effective was Harold as a change agent and social architect for HTE?
Answer: Not to deny, but Harold at the beginning was very determined. But as time flies the vision
seems to be uncertain. A blur vision caused an overall effect of the reorganizations was a precipitous
drop in workers morale and production. Harold was not effective as a change agent because in my
opinion I realised that Harold could not stand strong with his vision and mission. Harold also could
not influence the workers to follow his method. And this makes the employees to feel instability. They
also started to feel difficult to support the companys vision. Harold faced a failure in having the
employees trust. There wasnt a good relation between Harold and the employees. Their words were
neglected by Harold resulting to a huge gap between leader and employees.

Question 4: What would you advise Harold to do differently if he had the chance to return as
president of HTE?
Answer: As an advisor, I will surely advise Harold to have a clear vision about the changes that he
would like to have in HTE. He must firstly have an idealized influence whereby it describes leaders as
a strong role model of the followers. These leaders have a high standard of moral and ethical conduct
and can be counted to do the right thing. These leaders provide followers with a vision and a sense of
mission. So with this charisma, followers will be certain with their job scope and responsibilities in
developing the company. This charisma also can help Harold to preserve the rich history went through
by HTE in the past. Harold will be able to create a new atmosphere in the company by not neglecting
the history and the culture of HTE.