1.

If you were consulting with the HTE board of directors soon after Harold
started making changes, what would you advise them regarding Harold’s
leadership from a transformational perspective?
I would advise the board that Harold is slowly turning into an ineffective president. Yes,
changes are being made, but the employees aren’t being treated properly. Also, although the
mission statement of the company is posted throughout the building, people are becoming
unsure as to where it is going. There aren’t clear expectations and when Harold tries to
explain something, the employees aren’t taking it very well. The employees aren’t feeling
valued like they should be and something needs to be done. There are ways to change
without degrading the employees.

2. Did Harold have a clear vision for HTE? Was he able to implement it?
I don’t think Harold had a clear vision. I feel he had an “idea” but was unsure of how to go
about accomplishing it. Perhaps he thinks he was able to implement it, but I don’t think he
did. It didn’t turn out the way it was supposed to be and it failed in the end.

3. How effective was Harold as a change agent and social architect for HTE?
Harold was not effective as a change agent. I see this in the way the employees acted and felt
towards him. I feel there were a lot of negative consequences after changed were made,
whether intentional or not.

4. What would you advise Harold to do differently if he had the chance to return
as president of HTE?
I would tell Harold to really analyze all aspects of the decisions and changes you want to
make. Make it a point to have other employees from all levels give their input, this makes
them feel included. Pay close attention to your employees’ needs and wants and also how you
respond to them.