The internal practitioner know the power structure and does not need to waste time, and money, learning the other systems in place. Yet, combining the external and internal practitioners together will be the biggest impact on the organization. The external-internal practitioner team can initiate and facilitate change in the Grayson Chemical Company. They can support one another to build a dynamic organization change environment that keeps the new top leadership and the current employees involved. Partnering up as an effective team will also experience, objectivity, and new insights. Yet the organization change the new external- internal practitioners could bring can still be held up by a negative and “stable” board members. Robert Temple, James Allen and Hartley Ashford all have to understand that effective, profitable and intrusive leadership does not mean employees have to be fired, let go or terminated just because they “can’t hack it”, or are “old Timers”(Brown, 2011, pg. 113). Toxic leaders come in all shapes and form and even sit in executive board member positions. Marcia Whicker (1996) described toxic leaders as "maladjusted, malcontent, and often malevolent, even malicious. They succeed by tearing others down. They glory in turf protection, fighting and controlling rather than uplifting followers." This is not to say they are bad leaders, but toxic. Baker has to start the change with the three board members. He has to
You've reached the end of your free preview.
Want to read all 3 pages?
- Spring '17
- Management, Grayson Chemical Company