Peaking代写：领导能力是结构变化的一部分
在战略实施中，相关的团队和领导必须走到一起。同样，在组织结构变化的情况下，领导的作用是至关重要的。
在过去，并购形式的改变需要层级结构的彻底改变。这些新组织最终吸收了现有工作队的长处和短处，使其能够完成一个平衡的结构。然而，后来情况并非如此。由于合并或收购而专注于变更的组织可能只专注于合并的领域。它可以是部门或某些特定的功能，也可以是基于地理位置等。因此，组织结构可能不会像过去那样从上到下或以更高的规模重新洗牌。在这些非常具体的变化背景下，领导者的角色将是转型的。
Peaking代写：领导能力是结构变化的一部分
领导者必须处理具体问题，但也必须在一般意义上利用领导力的优势和远见。这里需要在特定上下文和一般领导之间取得平衡。这个领导者可以激励员工改变组织结构，员工也可以更好地适应他们的角色。这种领导形式更具体。这确保了个别问题得到更好的解决。领导的一般立场，适用于与合并和收购有关的组织结构的变更，包括几乎所有变更管理代理的建议。领导者必须是变革管理的关键代理人和变革的驱动力。领导者除了激励员工之外，还必须让员工看到整体的最终图景。
Peaking代写：领导能力是结构变化的一部分
n strategic implementations, it is necessary for the associated teams and leaders to come together. Similarly, in the case of organizational structural change, the role of the leader is critical.
In the past, the mergers and acquisition form of change required for complete changes in hierarchical structures. The new organizations ended up imbibing both the strengths and weaknesses of the existing task force in a way that it would complete a balanced structuring. However, this was not the case later. The organizations that are focused on change because of a merger or an acquisition might only focus on the areas that merge. It could be departments or some specific functionality or would be based on the geographic location, etc. Organizational structure might hence not be reshuffled from top down or in a higher magnitude as it used to be in the past. The role of the leader in the context of these very specific changes would be transformational .
Peaking代写：领导能力是结构变化的一部分
The leader will have to work with the specific issues, but then will also have to use the strengths and vision of leadership in a generic sense. A balance between context specific and generic leadership is required here. This leader could serve to motivate employees towards the change in organizational structuring and employees would be able to adapt to their roles better. This form of a leadership was more contexts specific. This ensured that individual issues are addressed better. The generic standpoint in leadership, as applicable for changes in organizational structure with respect to mergers and acquisitions includes almost all change management agent recommendations. The leader has to be the key agent of change management and the driver of change. The leader in addition to motivating the employees must also be able to make them see the holistic end picture.
