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Luna (Lindsey) Davis
School of Business, Liberty University
BMAL 504-D04
Dr. Jacob Avila
Author Note
Luna (Lindsey) L. Davis
I have no known conflict of interest to disclose.
Correspondence concerning this paper should be addressed to Lindsey L. Davis.
Email: ldavis197@liberty.edu
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Replying to Tracy Hale
Creating a positive image of a company both internally and externally can be a critical
factor for success but can be hard to maintain as British Airways found out. An executive within
the marketing department for BA noted that “You can't go on selling the same old socks. In terms
of messages and themes and something to focus the company around, it's a bit difficult to
repackage in another way” (Liberty University Custom: Heinz, 2021, p. 441). What consumers
and laborer’s look for, is authenticity from their leaders and from organizations. This looks
different internally and externally, but it starts with having it ingrained within the organizational
culture.
For internal structures specifically, when organizations focus on creating, or changing a
once negative image on a firm to a positive one there has to be a strong driving force behind it.
BA found this change in their new chairman who was specifically hired because he was known
as a person that was going to bring about radical change. Research found that authentic
leadership can support organizational learning culture (ex. a show me culture rather than a tell
you culture) at the “team and organizational levels, encouraging employees to share functional
knowledge, develop intellectual capabilities, and amass professional experiences” (Ki, et. al,
2021).
The thing with authenticity is that if it is just a façade, it can only last for so long, and
even if it is genuine in the beginning, it requires upkeep and dedication to the cause, and BA
found that in their later years 1990’s that the upkeep became a lot of work. We can look at Psalm
32:8 for guidance when it says, “I will instruct you and teach you in the way you should go; I
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will counsel you with my loving eye on you” (Psalm 32:8, New International Version,
1978/2011). We have guidance about have to be authentic and genuine already, in the bible,
which also means we have guidance on ways to act in a manner that best glorify God as we lead,
and also follow our organizations through change whether they be big or small.
References
Ki, B. J., Ebrahim Ullah, ,S.M., & Choi, S. B. (2021). The Mediated Moderating Role of
Organizational Learning Culture in the Relationships among Authentic Leadership,
Leader-Member Exchange, and Employees’ Innovative Behavior. Sustainability, 13(19),
10802. http://dx.doi.org/10.3390/su131910802
Liberty University Custom: Heinz, A. (2021). Leading Organizational Change. McGraw-
Hill/Create.
New International Version Bible. (2011). The NIV Bible. https://www.thenivbible.com (Original
work published 1978)
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Reply to Tara McCausland
Tara, one word that really stuck out to me in your discussion was systemic change,
because for British Airways the changes they made affected how the whole firm functioned, and
in the end most of the changes were for the better. Systemic changes do not come without their
own set of challenges however, and just like all changes, having the right change managers in
place are critical to ensure that things go as smoothly as they can. While British Airways did not
specifically assign a Chief Transformation Officer (CTO), one could argue that Colin Marshall
filled some of the traits of the role described as being “good problem solvers and business
leaders; and they have a high emotional quotient and strong interpersonal skills” (Liberty
University Custom: Heinz, 2021, p. 398).
Change forces us to be adaptable, this requires a high level of emotional intelligence but
also support from the organization, top-down. When an organization reaches the limits of how
adaptable it can be research found that some “ revert obsessively to previously adaptive routines
that have become inappropriate. Others look for a super-simplifier. Someone who will resolve
everything with a single, neat equation” (Beerel, 2020). This is concerning in the case of British
Airways because their previous mannerism of “militant mentalities” turned out to be highly
detrimental to their organizational success.
So how then do we go about working through changes, and pushing through that ceiling
when all of the warning bells are going off, and there is unknown beyond us? Well as Christians,
we can look to the Bible, specifically Isaiah 41:10 where it says “So do not fear, for I am with
you; do not be dismayed, for I am your God. I will strengthen you and help you; I will uphold
you with my righteous right hand” (Isaiah 41:10, New International Version, 1978/2011). We
have support and are guided even beyond those who are physically around us. While everyone
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around us may not be a believer, I have found that as a change manager, it offers me a sense of
calm and confidence which others notice, and it trickles down.
References
Beerel, A. (2020). Systemic change and “Future Shock.” New Hampshire Business Review,
42(10).
Liberty University Custom: Heinz, A. (2021). Leading Organizational Change. McGraw-
Hill/Create.
New International Version Bible. (2011). The NIV Bible. https://www.thenivbible.com (Original
work published 1978)
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