Abstract Science Construction’s business is in planning, developing and building road projects. The major of its clients are municipalities, city governments, and other public sector entities. While the bankruptcy rates for these clients is very low, when economic downturns happen, their ability to pay in a timely fashion also suffers. This leads to businesses such as Science Construction needing to take on additional debt and to find creative methods in order to stay afloat during times of recession. Methods such as selling accounts receivables at discounted rates and taking larger lines of credit through banks and other lending institutions are some of the ways organizations can remain viable when their cash inflows have turned into a trickle. Science Construction is asking the Turkish Courts to postpone their bankruptcy proceedings for a year while they attempt to restructure. Through this, suggestions such as forcing shareholders to pay their debt to the organization, gaining credi
Introduction
Identifying the critical issues/problems in the case and analyzed the key facts
related to the issues/problems
Jill Medvedow became the director of Boston's Institute of Contemporary Art (ICA)
in 1998 at a time when the Museum was facing significant challenges in its operations.
During this time, the Museum struggled with visitation, funding, membership, and also a
collection of antiques. Moreover, ICA was operating from a building that was converted from
being a police station within the streets of Boylston, which had been purchased through
public donations. However, before Medvedow's leadership, Boylston Street lacked an appeal
and thus becoming less of the visitors' choice. Medvedow reign changed the ICA museum
through innovative and transformation leadership (Ifeanyi George Ogbonna, 2013).
The organizations significant challenges
Discuss the facts which affect these issues
Before Jill Medvedow's leadership, the organization was facing significant challenges,
most of which included its location, funding, art collection, as well as traffic, which was
being faced in the area. Initially, the budget ICA's budget stood at One million dollars figure,
which was way low as compared to the other museums in the United States. Moreover, the
visitation of the Museum was about 25,000 patrons annually, which translated to
approximately 68 visitors in a day. In one year, the Museum would have only four shows
signifying many months of without activities as compared to other museums in Boston,
which would have approximately ten shows within one year. An analysis of the issues that
led to these challenges indicated the lack of sufficient space to expand its exhibitions and
antiques. Poor leadership of the Museum also had critical effects, including a lack of
foresight on community involvement and the establishment of a permanent collection that
would attract visitors. The organization focused on preserving its culture rather than
expanding local interest (Reavis, 2010). Therefore, the organization required efficient
leadership that would effectively influence power by motivating the subordinates. ICA's
initial leadership failed to focus on the interests of the local community, thus pushing away
wiling donors, patrons, as well as investors. Consequently, such critical stakeholders could
not provide their services, such as funding the organization or providing revenue through the
number of visitations. The Museum also operated on an old building, which was unattractive
to attract innovation in terms of expansions and promotions.
Cultural Change Needed
Discuss your tentative solution to the problem
Therefore, Museum required an organizational cultural change through transforming
its traditional culture into a more articulate strategy. In order to achieve this, the Museum had
to change its leadership to focus on a transformational leader who would change several
factors within the organization. Jill Medvedows’ appointment made this possible through her
transformational leadership (St. Thomas University, 2014). According to the studies, the
transformational leader poses certain skills such as motivating the subordinates and creating
an efficient system of communication (Avolio & Yammarino, 2013). A transformational
leader takes a proactive role in changing the organizational structure and norms through the
implementation of positive ideas based on collaboration and consultation with the other
stakeholders (Clark, 2011).
Studies also indicate that such leadership involves strategic innovation in ideas,
promotion of creativity, as well as providing a solution to the issues incurred within the
organization (Jian & Fairhurst, 2016). Therefore, in relevance to such a scholarly perspective,
Medvedow utilized her skills in transforming the Museum. Medvedows’ exercised her
political upbringing, which was based on serving the others and civilian involvement. She
had museum leadership experience and thus provided her with an increased opportunity to
expand her business. Therefore, to provide solutions to Boston's ICA, Medvedow brought in
her transformational leadership.
Relocation and new Leadership
How could a solution be implemented
After her appointment as ICA director in 1998, Medvedow relocated the Museum to a
more spacious and conducive for the patrons. Through her leadership, a new ICA building
was constructed at the Boston Waterfront (Shelton, 2012). This would lead to an enormous
attendance and membership due to its attractive and sufficient space to accommodate more
people (Avolio & Yammarino, 2013). In addition to this, Medvedow involved the community
in the improvement of the Museum through hiring local architects and designers in charge of
the Museum. The move provided the non-prominent team, most of whom were locals, to
participate in bringing building the Museum. Consequently, the annual attendance if the
Museum rose from 25, 000 patrons to approximately 280,000. Similarly, the number of
members also increased significantly, showing the efficiency of the changes provided through
Medvedow leadership.
One of the main focuses of Medvedows’ leadership was the involvement of artists,
nurturing talents, and providing training for the local people interested in art. The practice
was not initially adopted within the Museum and thus served as one of the main factors of
community motivation and involvement in the local development. In addition to these
achievements, Medvedow brought in the permanent collection to the Museum and support for
the teen art programs within the Museum (Ifeanyi George Ogbonna, 2013). In order to
provide the solution to lack of funds, Medvedow involved the government and local
leadership in campaigns aimed at raising funds for the creation of significant endowment and
facilitates the building of the Waterfront building. All these achievements can be associated
with transformational leadership (Shelton, 2012).
Conclusion
In conclusion, this paper is based on the analysis turnaround and transformational
leadership of Jill Medvedow, who was appointed as the director of Boston's ICA in 1998.
Through transformational leadership, Medvedow involved the locals in changing the
challenges affecting ICA. These included lack of funds, low visitations, lack of space, and
issues regarding its location.
References
Avolio, B. J., & Yammarino, F. J. (2013). Transformational and Charismatic Leadership:
The
Road Ahead. Bingley: Emerald Group Publishing.
Clark, D. (2011, October 7). Transformational Leadership. Retrieved October 8, 2019, from
Big Dog, Little Dog.
Hussain, S. T., Lei', S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt
Lewin's change modA critical review of the role of leadership and employee
involvement in organizational change. Journal of Innovation & Knowledge , 3 (3),
123-127.
Ifeanyi George Ogbonna, J. A. (2013). Transformational vs. Transactional Leadership
Theories: Evidence in Literature. International Review of Management and Business
Research , 2 (2), 355-361.
Jian, G., & Fairhurst, G. T. (2016). Leadership in Organizations. Wiley , 6 (2), 25-65.
Reavis, C. (2010). Turnaround and Transformation: Leadership and Risk at. Massachusetts:
MIT Sloan Teaching Innovation Resources.
Shelton, E. J. (2012). Transformational Leadership: Trust, Motivation and Engagement.
Bloomington: Trafford Publishing.
St. Thomas University. (2014, November 25). What is Transactional leadership, how
structure leads to Results. Retrieved October 8, 2019
6
Identifying the critical issues/problems in the case and analyzed the key facts
related to the issues/problems
Jill Medvedow became the director of Boston's Institute of Contemporary Art (ICA)
in 1998 at a time when the Museum was facing significant challenges in its operations.
During this time, the Museum struggled with visitation, funding, membership, and also a
collection of antiques. Moreover, ICA was operating from a building that was converted from
being a police station within the streets of Boylston, which had been purchased through
public donations. However, before Medvedow's leadership, Boylston Street lacked an appeal
and thus becoming less of the visitors' choice. Medvedow reign changed the ICA museum
through innovative and transformation leadership (Ifeanyi George Ogbonna, 2013).
The organizations significant challenges
Discuss the facts which affect these issues
Before Jill Medvedow's leadership, the organization was facing significant challenges,
most of which included its location, funding, art collection, as well as traffic, which was
being faced in the area. Initially, the budget ICA's budget stood at One million dollars figure,
which was way low as compared to the other museums in the United States. Moreover, the
visitation of the Museum was about 25,000 patrons annually, which translated to
approximately 68 visitors in a day. In one year, the Museum would have only four shows
signifying many months of without activities as compared to other museums in Boston,
which would have approximately ten shows within one year. An analysis of the issues that
led to these challenges indicated the lack of sufficient space to expand its exhibitions and
antiques. Poor leadership of the Museum also had critical effects, including a lack of
foresight on community involvement and the establishment of a permanent collection that
would attract visitors. The organization focused on preserving its culture rather than
expanding local interest (Reavis, 2010). Therefore, the organization required efficient
leadership that would effectively influence power by motivating the subordinates. ICA's
initial leadership failed to focus on the interests of the local community, thus pushing away
wiling donors, patrons, as well as investors. Consequently, such critical stakeholders could
not provide their services, such as funding the organization or providing revenue through the
number of visitations. The Museum also operated on an old building, which was unattractive
to attract innovation in terms of expansions and promotions.
Cultural Change Needed
Discuss your tentative solution to the problem
Therefore, Museum required an organizational cultural change through transforming
its traditional culture into a more articulate strategy. In order to achieve this, the Museum had
to change its leadership to focus on a transformational leader who would change several
factors within the organization. Jill Medvedows’ appointment made this possible through her
transformational leadership (St. Thomas University, 2014). According to the studies, the
transformational leader poses certain skills such as motivating the subordinates and creating
an efficient system of communication (Avolio & Yammarino, 2013). A transformational
leader takes a proactive role in changing the organizational structure and norms through the
implementation of positive ideas based on collaboration and consultation with the other
stakeholders (Clark, 2011).
Studies also indicate that such leadership involves strategic innovation in ideas,
promotion of creativity, as well as providing a solution to the issues incurred within the
organization (Jian & Fairhurst, 2016). Therefore, in relevance to such a scholarly perspective,
Medvedow utilized her skills in transforming the Museum. Medvedows’ exercised her
political upbringing, which was based on serving the others and civilian involvement. She
had museum leadership experience and thus provided her with an increased opportunity to
expand her business. Therefore, to provide solutions to Boston's ICA, Medvedow brought in
her transformational leadership.
Relocation and new Leadership
How could a solution be implemented
After her appointment as ICA director in 1998, Medvedow relocated the Museum to a
more spacious and conducive for the patrons. Through her leadership, a new ICA building
was constructed at the Boston Waterfront (Shelton, 2012). This would lead to an enormous
attendance and membership due to its attractive and sufficient space to accommodate more
people (Avolio & Yammarino, 2013). In addition to this, Medvedow involved the community
in the improvement of the Museum through hiring local architects and designers in charge of
the Museum. The move provided the non-prominent team, most of whom were locals, to
participate in bringing building the Museum. Consequently, the annual attendance if the
Museum rose from 25, 000 patrons to approximately 280,000. Similarly, the number of
members also increased significantly, showing the efficiency of the changes provided through
Medvedow leadership.
One of the main focuses of Medvedows’ leadership was the involvement of artists,
nurturing talents, and providing training for the local people interested in art. The practice
was not initially adopted within the Museum and thus served as one of the main factors of
community motivation and involvement in the local development. In addition to these
achievements, Medvedow brought in the permanent collection to the Museum and support for
the teen art programs within the Museum (Ifeanyi George Ogbonna, 2013). In order to
provide the solution to lack of funds, Medvedow involved the government and local
leadership in campaigns aimed at raising funds for the creation of significant endowment and
facilitates the building of the Waterfront building. All these achievements can be associated
with transformational leadership (Shelton, 2012).
Conclusion
In conclusion, this paper is based on the analysis turnaround and transformational
leadership of Jill Medvedow, who was appointed as the director of Boston's ICA in 1998.
Through transformational leadership, Medvedow involved the locals in changing the
challenges affecting ICA. These included lack of funds, low visitations, lack of space, and
issues regarding its location.
References
Avolio, B. J., & Yammarino, F. J. (2013). Transformational and Charismatic Leadership:
The
Road Ahead. Bingley: Emerald Group Publishing.
Clark, D. (2011, October 7). Transformational Leadership. Retrieved October 8, 2019, from
Big Dog, Little Dog.
Hussain, S. T., Lei', S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt
Lewin's change modA critical review of the role of leadership and employee
involvement in organizational change. Journal of Innovation & Knowledge , 3 (3),
123-127.
Ifeanyi George Ogbonna, J. A. (2013). Transformational vs. Transactional Leadership
Theories: Evidence in Literature. International Review of Management and Business
Research , 2 (2), 355-361.
Jian, G., & Fairhurst, G. T. (2016). Leadership in Organizations. Wiley , 6 (2), 25-65.
Reavis, C. (2010). Turnaround and Transformation: Leadership and Risk at. Massachusetts:
MIT Sloan Teaching Innovation Resources.
Shelton, E. J. (2012). Transformational Leadership: Trust, Motivation and Engagement.
Bloomington: Trafford Publishing.
St. Thomas University. (2014, November 25). What is Transactional leadership, how
structure leads to Results. Retrieved October 8, 2019
6
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