Klick Inc. provides hosting abilities that provide visual and audio teleconferencing for up to $100$ participants. The software company started in $2000$ and sales are made primarily to companies with multiple regional offices or companies with a substantial number of remote workers. Its benevolent but autocratic leader, Jeannette Barbosa, single handedly developed the software, had been the primary

reason for the company's start up and early growth. While the early days of the company were inspiring, the company has continued with the single product and few changes have been made to the software.

Barbosa will be stepping down next month as president and CEO to pursue other interests. Also, she is aware that the company must expand its market and its offerings to continue growing, a task she feels would fare better under a different leadership approach that will encourage greater participation and innovation.

You are the current Marketing Vice President and will take over as president and CEO at the start of next month. For a while, you have been seeing the need for change in the company. Recently, the company lost a major client to another teleconferencing company whose popular services are more familiar to potential

users. Turnover has been high in the IT group, an issue attributed to more interesting and lucrative work elsewhere. While a good product, the software has not changed since $2000$ and the company brand and products are no longer distinct in the industry. Sales have been business$-$to$-$business with a "personal selling approach"; the company does not market online. The company is dependent on the

single software product and growth is slower than competing companies in the industry.

In a recent survey, employees commented that decisions in the company are made $"$at the top" and there is little opportunity to work with others in a team environment. They discussed the culture as non$-$collaborative with work "sectioned $"$ out in silos.

As the incoming CEO, your goal will be to re$-$energize the company's mission of "Supporting collaboration through innovative technology". You remember a time when the company was true to this mission, and Klink Inc. supported the stated company values of collaboration, teamwork and innovation. You have $100$ employees: a VP $($vacant$)$ of Marketing $(10$ salespeople, $7$ marketing people$)$; a VP of operations $(25$ people$)$; a VP of Technology $(30$ Technical Support,

$4$ "developers"$)$; A VP of HR $(5$ people$)$; and a VP of finance $(10$ people$).$ Nine vacant positions were budgeted for this year but were not yet hired. The company is in good financial standing with reserves for next year.

$1$ Use your knowledge of leadership theories, assess how the current leadership has led to a mismatch between the companies missions and values.

$2.$ Assess which leadership style is most appropriate for transitioning your company to a participative and innovative culture.

$3.$ Analyze chnages you will make in $4$ of the following elements of the organizations culture.: empowerment, engagement, performance planning, communication, delegation, decision making, taking initiative, change management, increasing employee morale, team building, creating a diverse evironment, employee development.

Describe at least $2$ tactics for each $4$ goals chosen

$4.$ Summarize your change coalition and the role for carrying out the changes.These can be any of the participants from the company or new hires.