Leadership Case Study
Callaway Golf Changes Leadership
Loosing a company CEO can be like a large family loosing a father. The driving force of the entire organization is suddenly gone, and the group is faced with discovering just how much they all relied on, and looked to the departed leader for guidance. Passing away in 2001, Ely Callaway left behind a legacy which described him as irascible, amusing, loquacious, entirely innovative, and as smart a businessman as ever swung a seven iron. Soon after his death, it became clear how big a divot his departure will make in the world of golf. Testimonials flowed from archrivals in the golf-equipment biz and star players who swung Callaway's classy clubs. Many remembered him as a friend, a mentor, and -- most of all -- a maverick.
While learned business skills can be replaced, the attitudes which infuse a company with drive to compete in the marketplace is something that goes deeper in a man than the education he has received. Attitudes flow from convictions and character, and the attitudes of an organization's leader flow down into every aspect of the organization. In recent years, research into leadership styles has demonstrated that the effectiveness of the organization is most often tied to the leadership style of the individual at its helm. (Burns and Cuilla, 1998) The characteristics embodies in Mr. Callaway may be hard to replace. In 1982, he bought an obscure golf-equipment manufacturer, and nine years later, Callaway Golf introduced a metal wood with a swollen, odd-looking head. Callaway called it...
The "bookends" of the model being organization work settings and members is accurate and pragmatic as well. In the authors' analysis of the conceptual models for understanding organizational change in chapter 8 illustrates the depth of his expertise in the academic field and his pragmatism at translating theory into results. It must have been the most challenging chapter of the book to write as it moves quickly between the theoretical
Abstract This paper summarizes three articles. The first two pertain to organizational change and the last one to human resources with respect to the global organization. The first article provides a history of organizational change as a discipline, some statistics that illustrate the challenges associated with organizational change, and some of the best practices for how to make organizational change successful in an organization. The second article is specific to McDonald's,
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