Critically evaluate leadership theories and assess their utility in the management of change
Assignment Brief
Leadership and Change Management
Assessed Learning Outcomes
- Critically evaluate leadership theories and assess their utility in the management of change
- Explore and critically appraise the strategies and methods used for the planning and management of change
- Utilise appropriate analytical and evaluative skills to solve complex change management challenges
- Develop an effective plan to effectively manage a specified change
Write a report in which you:
- Identify and briefly describe a large organisation from Hospitality and Events sector, which has recently undergone significantorganisational change in the last 5 years. Ensure you clearly articulate what the organisation’s change programme is aiming toachieve. Also use academic concepts to analyse and identify the type of change this organisation has experienced/is experiencing. (20 Marks)
- Use Lewin’s Force Field Analysis to model and evaluate the forces drivingchange, and the forces acting as barriers to change, in this organisation. You should link appropriate PESTEL and SWOT factors into your analysis where appropriate. You should ensure you clearly summarise and justify the single biggest driver for change, and the single biggest barrier to change in this organisation, at the end of your debate. (70 Marks)
- Use the correct format for an report, and ensure the text is supported by academic theory and other robust sources. Ensure sources are cited correctly and that a full reference list is included at the end of the assignment, both of which should conform to Harvard Referencing conventions. The text should demonstrate high standards of grammar and spelling, and use of professional terminology. (10 Marks)
Sample Answer
Leadership and Change Management in Hilton Worldwide Holdings Inc.
Introduction
This report critically examines leadership and change management within Hilton Worldwide Holdings Inc., a global leader in the hospitality sector. Over the last five years, Hilton has undergone a substantial digital transformation aimed at modernising its operations and enhancing customer experience through technology. This report explores the nature of the change at Hilton using academic concepts and models, particularly Lewin’s Force Field Analysis, to evaluate the key forces driving and restraining this change. The report also identifies the most significant driver and barrier to change, with all arguments supported by relevant theory and evidence.
Organisational Change at Hilton: Overview and Type of Change
Hilton Worldwide, founded in 1919, operates over 7,000 properties in more than 120 countries. In recent years, Hilton has embarked on a major digital transformation programme, investing in mobile check-in services, digital room keys, and advanced customer relationship management systems. The primary goal of this programme is to enhance guest satisfaction, improve operational efficiency, and remain competitive in an increasingly digitalised hospitality industry.
Using Balogun and Hope Hailey’s (2004) framework, this change can be classified as a reconstruction – a large-scale but incremental transformation that adapts existing systems rather than overhauling them completely. The change is also planned rather than emergent, aligning with Lewin’s (1947) model of change which involves unfreezing, moving, and refreezing the organisation’s processes.
Furthermore, this digital transformation addresses environmental pressures, such as increased customer demand for contactless services (particularly during the COVID-19 pandemic), and technological advancements adopted by competitors like Marriott and Airbnb. The change programme aims to future-proof Hilton’s services, enhance customer loyalty, and achieve cost savings through automation.
Force Field Analysis of Hilton’s Change
Kurt Lewin’s Force Field Analysis (1951) provides a framework to analyse the driving and restraining forces impacting Hilton’s digital transformation.
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