Chapter-5 
           CASE STUDIES ON THE ROLE OF LEADERSHIP IN 
                    MANAGING CHANGE  
           
           
          The previous chapter presented the results of quantitative analysis conducted through 
       a survey given to employees at different organizations, whereas this chapter presents case 
       studies on International Crop Research Institute for Semi Arid Tropics (ICRISAT), Indigm 
       Consulting Ltd and Oil and Natural Gas Corporation (ONGC). As the study is concerned 
       with the role of leadership behavior in managing change considering the particular change 
       context, case study has been used. Case methodology is used to understand the undercurrents 
       of a particular change phenomenon which are unique to an organization, yet generalization is 
       not possible (Yin, 1994). 
           
          Since organizational change is typically  an integral part of the leadership process 
       (Bennis  &  Nanus,  1985;  Kotter,  1990;  Tichy  &  Devanna,  1986),  events  such  as 
       achievements, failures,  challenges,  opportunities,  and  crises  constantly  reshape  leadership 
       experiences for both the leader and the led. Because leadership behaviors during periods of 
       change is a relatively unexplored domain, a necessary part of this study’s design approach 
       was  to  determine  what  existing  theories,  concepts,  and  methodologies  might  be  used  to 
       understand the leadership behavior in the context of change. Thus, this chapter uses case 
       studies to ascertain employees’ own understandings of change (management, processes and 
       practices) within selected organizations. The emphasis of the case studies is to assess the 
       employees’ work environment and to understand their attitudes, feelings and perceptions of 
       organizational change. 
       5.1 Choice of the organization 
           
          The  endeavor  of  this  research  is  to  examine  the  role  of  leadership  behavior  in 
       managing change. As each organization is unique, so the process for managing change is 
       unique. The scope and extent of the change, the culture, the context and the characteristics of 
       the stakeholders involved influence each and every change. Therefore, it is imperative to 
       examine the leadership of change initiatives within the context of particular organization 
       cultures.  
           
          This  chapter  presents  case  studies  in  three  different  organizations  because  of  the 
       unique nature of the phenomenon. Each case study presents an exceptional understanding in 
       the leadership of change within the organizational context. The three organizations chosen 
       were  International  Crop  Research  Institute  for  Semi  Arid  Tropics  (ICRISAT),  Oil  and 
       Natural Gas Corporation (ONGC) and Indigm Consulting Ltd. All organizations selected 
       belonged to different sectors and had different work cultures. 
           
          ICRISAT was selected as it is an agricultural research institute and not for profit 
       organization and the institute had faced a major crisis in the year 2000 and it underwent a 
       transformational change to bring the institute back to its old days of glory. This case study 
       brings out the various challenges faced by the Director General, Dr. William Dar when he 
       took over and how he managed change in transforming the organization. Also, ICRISAT is a 
       large  enough company in order to gain sufficient insights, and also because of access to 
       information/data and for unrestricted permission to conduct research.  
           
          Indigm Consulting Limited, a private information technology (IT) was selected as the 
       challenges and issues of managing change in an IT company are different. The drivers for 
       change  in  the  IT  industry  are  highly  complex  and  uncertain.  In  recent  years  numerous 
       changes both in back end technologies as well as in consumer expectations have contributed 
       to increase the complexity of the IT infrastructure. This case study brings out the unique 
       aspects of the change initiative implemented due to the legislative forces and the way the 
       change  process  was  dealt  with,  provided  unique  insights  into  the  process  of  the  change 
       management in a private IT company. It also brings out the leadership behaviors of the CEO 
       of the company in managing change and making it more resilient to future changes.  
           
          Oil and Natural Gas Corporation (ONGC), a public sector company was selected as 
       the  organization culture in a public sector organization is totally different compared to a 
       private  organization.    Public  sector  organizations  are  often  perceived  as  resisting  change. 
       However, in present times, public sector organizations are continually searching for ways to 
       improve the efficiency and effectiveness in their service delivery. Management of change is a 
       key requirement for success in these endeavors. Most change management research in India, 
       however has been done specifically in the private sector. The objective of selecting ONGC, 
       therefore, was to identify factors responsible for successful change management unique to the 
       public  sector  energy  company.  This  study  should  also  be  valuable  in  providing  the 
       government a basis to formulate successful change strategies. This study highlights how the 
       leadership of Subir Raha, the chairman of ONGC brought about a change in its strategy to 
       reduce risks and achieve financial stability through corporate rejuvenation programme to put 
       it on a path of steady growth. 
           
       5.2 ICRISAT Case Study  
       5.2.1 Data Collection Strategy for ICRISAT 
          In  order  to  have  a  clear  view  of  the  change  process  and  to  better  understand  the 
       situation,  employees  were  interviewed  from  different  departments,  at  different  levels  of 
       management, with different roles in the change process in the organization, and, as observed 
       after the interviews, with different opinions about the organizational change. Data collection 
       strategies was designed to capture organizational members’ accounts of change across time 
       and the role  of  leadership  in  managing  the  said  change  and  also  to  understand  how  the 
       organization culture and structure impacts the management of change and how the leadership 
       behavior influences the level of resistance to change and its impact on stress on employees 
       and employee satisfaction. The method of data collection chosen for this case study was 
       informal  and  formal  interviews,  that  sought  to  gain  information  on  the  perspectives, 
       understandings and meanings constructed by people regarding the events and experiences of 
       change (management, processes and practices). This study relies heavily on semi-structured 
       interviews, formal interviews and analysis of organizational documents. 
        
       5.2.2 The Interview Process  
        
          After receiving permission from the DG of ICRISAT, in March 2010 the researcher 
       interviewed  the  employees  on  an  informal  basis  (informal  conversational  interviewing) 
       regarding current and past work processes and practices. A total of 10 informal interviews 
       were conducted and those participants were chosen who had been with the organization for 
       atleast 12 years. The criterion of 12 years was selected, as the crucial period under study was 
       the year 2000. The participants were all middle level managers and senior scientists, who 
       were asked questions related to the crisis faced by the organization, probable reasons for the 
       crisis, employees’ morale at the time, research output effectiveness, various actions taken and 
       their impact on the human resources effectiveness, team work, empowerment.  All comments 
       echoed by employees were noted by the researcher. Managers and scientists were all asked 
       the same guiding questions which formed the basis of discussions. This informal interviewing 
       allowed maximum flexibility to encourage participants to provide information on employees’ 
       views on current and past workplace processes and practices within ICRISAT. Participants 
       were  also  informed  that  their  anonymity  would  be  protected  and  the  data  would  be 
       aggregated  and  individual  respondents  would  not  be  identified.  However,  due  to  time 
       constraints and the number of processes and practices involved, viewpoints relating only to 
       what  employees  considered  important,  were  noted  by  the  researcher.  In  most  cases,  the 
       employees  did  not  hesitate  to  respond  to  the  questions  and  were  quickly  engaged  in 
       conversational dialogue. At the end of interviews, participants were always asked if they had 
       any final words, which usually led them to provide recommendations. 
           
           
          In  November  2010,  the  top  level  employees  which  included  the  DG,  DDG,  the 
       various project directors, especially those employees who had been with the organization 
       since year 2000, participated in the phase two of data collection process that is the formal 
       interview process. A total of 8 formal interviews were conducted which lasted approximately 
       one to one and a half hours. The research questions as stated in chapter one helped to guide 
       the process of the interviews and provided a context to develop an interview guide consisting 
       of questions and statements to assist the participants in reconstructing their own experiences. 
       The guiding questions which led the interview are placed as Appendix-C.  The interview 
       process was not a structured question and answer session. Rather the questions guided the 
       process and helped to facilitate a discussion with the top managers, allowing for individual 
       differences  and  similarities  among  the  participants.  With  permission,  the  interviews  were 
       audio taped to support and clarify the written documentation that was also taken in note form 
       by the researcher at the time of the interview.