ABSTRACT
Changes in leadership processes can be highly leveraging and must be done carefully and thoughtfully, but the degree of difficulty in their implementation should not be a significant factor. Embarking on restructuring initiatives should not be entered into lightly. This chapter first presents an example The "Zombie Syndrome" to illustrate this point. Instrumentalism is a concept, advanced by John Dewey, which states that an organization is always in one of two modes: growth or efficiency; it can never be in both modes at the same time. CEO pay and firm's size relationships may be a potential driver for CEOs to pursue growth strategies. The opposite is true when an organization is in an efficiency mode. The chapter reviews, from a leadership perspective, the four major models of formal organization structure: functional, organic, matrix, and temporary. It also presents a case study of Microsoft and its CEO Steve Ballmer to explain the concept of restructuring of a company.
