Leading Change in a Crisis Situation: A Case Regarding Management of a District Assembly in Ghana

Abstract

This current article provides a case study that explores organizational behaviour ideas in the management of adistrict assembly in Ghana. It reviews and presents a critical examination of leadership behaviour and changemanagement problems. Applying narrative methodology, the case narrative commences with a conflict betweena District Chief Executive, newly assigned to head a district and a leader of protesting farmers. The DistrictChief Executive known as Bagah Badari resolves to handle the problem with an aggressive approach. TheDistrict Chief Executive orchestrates to have Muri Gandaanaa, the farmers representative detained when hemoves into the district capital to stage a protest rally. Concurrently, Badari introduces change effort in theDistrict Assembly’s management. The District Chief Executive exploits the tensed condition generated by theGandaanaa’s detention to keep the staff of the District Assembly on their toes. The District Chief Executivewould like the staff of the assembly to demonstrate more initiative, creativity and commitment. However,Badari shortly discovers that leading and motivating his subordinates is not easy. The case concludes with astudy of the leadership style of the District Chief Executive and attempts to initiate change within the prevailingorganizational structure of the District Assembly.

Keywords: case study, narrative technique, leadership style, change management