Can leaders change?

D.D. Warrick

Chapter 10 in Cases in Organization Development and Change, 2026, pp 92-100 from Edward Elgar Publishing

Abstract: Major Focus of the Case: A CEO of an energy company has a difficult decision to make. He has an executive vice president named Robert (a pseudonym) who has over 20 years experience in the energy industry and is a well-regarded expert in his area of expertise, and whose division is the most profitable in the company. However, the negative comments he gets from the other top-level leaders and direct reports of Robert have been so frequent and have resulted in so much conflict that the CEO knows there is a sense of urgency to do something about the situation. Typical comments are “He plays people against each other,” “He is abusive and intimidating,” “It is his way or the highway,” “He is totally self-serving and cannot be trusted,” “He holds grudges and is unforgiving,” “Other leaders avoid working with him,” “His ethics and honesty cannot be trusted,” and “He uses power, fear, and intimidation to get things done and build loyalty.” The CEO has decided that he either needs to give him a golden parachute and let him go or invest in an executive coach to try to change and retain him at the risk of losing the respect of the other leaders and Robert's employees.

Keywords: Leaders and change; William Glasser; Positive psychology; Strategy for change; 360 degree surveying; Organizational change; Improving individual performance (search for similar items in EconPapers)
Date: 2026
ISBN: 9781035340965
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