Navigating Change at Twitter (X): Elon Musk’s Leadership and Its Impact on Organisational Culture and Employee Well-being
Introduction
The transformation of Twitter (X) under Elon Musk’s leadership, following the foundational era of Jack Dorsey, signifies a notable turning point in the company’s trajectory. Musk’s unique blend of transactional efficiency and transformational vision departs from Dorsey’s approach (Hays & Kay, 2022; ET Tech, 2022), with far-reaching implications for Twitter’s strategic direction and workforce.
This article will investigate further the impact of these distinct leadership styles on the employees at Twitter. It critically examines the balance Musk strikes between the clarity of transactional leadership and the motivation of transformational leadership.
Drawing upon the foundational theories of Burns (1978) and Bass (1985) and augmented by empirical insights from Hoogh et al. (2015), Tahir (2015), and Shang (2023), this discussion will explore the nuances of Musk’s leadership in terms of employee morale, organisational culture adaptation, and the concept of leadership ambidexterity in the evolving digital landscape.
Impact on Employee Well-being
Elon Musk’s acquisition of Twitter instigated significant changes, affecting employee well-being (Rafferty & Jimmieson, 2017). Musk’s leadership style, blending directive methods with visionary elements, has had dual impacts on staff. His directive approach, focusing on immediate results and structural changes (Bass, 1985; Rafferty & Griffin, 2006), has potentially heightened employee stress levels. Conversely, Musk’s vision aims to inspire and unite the workforce towards common goals (Tahir, 2015), which might alleviate some of this stress.
The rapid organisational shifts, including extensive layoffs, have likely caused uncertainty and concerns about job security (Ahmad & Biyani, 2023). However, the energising aspect of Musk’s vision offers a counterbalance.
Additionally, the recent appointment of Linda Yaccarino as CEO introduces new dynamics to Twitter’s leadership structure. This leadership transition, critical for morale and stability, necessitates precise management and alignment with the company’s evolving goals. It presents an opportunity for Twitter to reinforce its organisational culture and address employee apprehensions, thereby contributing to improved overall well-being during this transformational phase.
Resistance and Acceptance of Change
In Musk’s leadership at Twitter, marked by swift changes and rigorous performance metrics, resistance among employees is a likely outcome. This resistance, often resulting in lower productivity and job satisfaction, as Halkos (2012) noted, arises from the challenges of rapid change in a dynamic setting.
However, Musk’s transformational leadership traits, which Tahir (2015) highlights for their motivational impact, present an opportunity to mitigate this resistance. Musk could create a more accepting and engaged workforce by blending transactional efficiency with transformational inspiration (Bass, 1990; Bass & Avolio, 1990)
A key strategy for Musk would be to communicate performance goals while conveying Twitter’s future vision. Clear expectations and an inspiring vision can increase employee buy-in, easing the transition process and fostering a more adaptable workforce.
Leadership Styles and Organisational Culture
During Elon Musk’s tenure at Twitter, his leadership has interwoven transactional and transformational styles, significantly impacting the organisation’s culture. Transactional leadership, focused on efficiency and immediate outcomes (Bass, 1985), has cultivated a goal-oriented environment but could potentially hinder innovation and morale. In contrast, transformational leadership, aiming to inspire and develop employees (Burns, 1978; Tahir, 2015), encourages a culture of creativity and strategic foresight.
Musk faces the challenge of balancing these contrasting styles. Merging transactional leadership’s assertive, results-driven nature with transformational leadership’s empowering, visionary aspects could achieve a harmonious cultural balance. This approach aligns Twitter’s immediate needs with an innovative, growth-supportive environment crucial for long-term success. This balanced leadership style aligns with the adaptability highlighted in previous discussions, reflecting the dynamic needs of modern corporate environments.
Critical strategies for change management at Twitter might include:
- Enhanced Communication: Vital for successful change. Weick and Sutcliffe (2015) emphasised that clear, transparent communication is essential for reducing uncertainties.
- Inclusive Decision-Making: Encouraging employee participation in decision-making, in line with transformational leadership principles (Bass, 1985), fosters ownership and commitment.
- Support for Employee Development: Addressing change-related stress (Rafferty & Griffin, 2006) through training, development programs, and wellness initiatives.
- Resilient Organisational Culture: Developing an adaptable, innovative culture that balances transactional efficiency with transformational inspiration.
These strategies will prepare Twitter for continuous and future changes by blending practical experience with theoretical insights, ensuring effective change management in a dynamic digital environment.
Recommendations
To manage Twitter’s transformation under Musk effectively, several key strategic recommendations are critical:
- Enhanced Communication and Transparency: In line with Weick and Sutcliffe’s (2015) model, clear communication regarding changes and future direction is essential for reducing uncertainties and aligning employees with Twitter’s new path.
- Inclusive Decision-Making and Development: As advised by Nielsen et al. (2017), promoting employee involvement in decision-making will enhance engagement and reduce resistance to change. This approach cultivates a sense of ownership and commitment to Twitter’s objectives.
- Leadership Training: Development programs integrating transformational and transactional leadership styles are vital. Such training prepares leaders to effectively manage change, fostering an innovative and high-performing organisational culture.
- Well-being and Support Systems: Acknowledging the stress associated with change, as Rafferty and Griffin (2006) noted, implementing comprehensive well-being programs is crucial. These should include counselling, stress management workshops, and other support systems to assist employees in adapting to the changes at Twitter.
By adopting these strategies, Twitter could streamline its transformation, enhancing resilience and adaptability within its culture. This balanced approach weaves together empirical evidence and theoretical principles to support innovation while prioritising employee welfare. Top of FormBottom of Form
Conclusion
In conclusion, through the lens of transformational and transactional theories, this analysis of Elon Musk’s leadership at Twitter reveals significant impacts on employee well-being and their adaptation to change. The intersection of Musk’s dynamic leadership approach, encompassing both transactional efficiency and transformational vision, underscores a complex interplay in the organisational change process.
Critically, the article highlights the importance of strategic communication, participative decision-making, and leadership adaptability in mitigating the challenges posed by such a transition. These strategies, rooted in empirical research and theory, are vital in fostering a supportive and resilient organisational culture.
Twitter’s success hinges on harmonising leadership styles to maintain innovation and ensure employee satisfaction. Understanding the human aspect is vital for navigating change and shaping the company’s future in the digital landscape.
Sources
Ahmad, S., & Biyani, S. (2023). Impact of Merger and Acquisition on the Companies Involved: A Case Study of Musk-Twitter Acquisition. IJFMR-International Journal For Multidisciplinary Research, 5(1).
Baskarada, S., Watson, J. C., & Cromarty, J. (2017). Balancing transactional and transformational leadership. International Journal of Organisational Analysis, 25(3), 506-515.
Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
Bass, B. M. (1990). Bass and Stogdill’s handbook of leadership. Theory, Research & Managerial Applications.
Bass, B. M., & Avolio, B. J. (1990). Developing transformational leadership: 1992 and beyond. Journal of European industrial training, 14(5).
Burns, J. M. (1978). Leadership. Harper & Row.
ET Tech. (2022). Jack Dorsey, PayPal Mafia said to be behind Elon Musk’s Twitter takeover: WSJ report. The Economic Times. Retrieved December 28, 2023, from https://economictimes.indiatimes.com/tech/technology/jack-dorsey-paypal-mafia-said-to-be-behind-elon-musks-twitter-takeover-wsj-report/articleshow/91199359.cms
Halkos, G. E. (2012). Importance and influence of organisational changes on companies and their employees.
Hays, K., & Kay, G. (2022, November 4). Elon Musk takes away ‘days of rest’ at Twitter in another major shift from Jack Dorsey’s leadership style. Business Insider India. Retrieved December 28, 2023, from https://www.businessinsider.in/tech/news/elon-musk-takes-away-days-of-rest-at-twitter-in-another-major-shift-from-jack-dorseys-leadership-style/articleshow/95286708.cms
Hoogh, A. H. B., De, Greer, L. L., & Den Hartog, D. N. (2015). Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance. Leadership Quarterly, 26, 687-701.
Nielsen, K., Nielsen, M. B., Ogbonnaya, C., Känsälä, M., Saari, E., & Isaksson, K. (2017). Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis. Work & Stress, 31(2), 101-120.
Rafferty, A. E., & Griffin, M. A. (2006). Perceptions of organisational change: A stress and coping perspective. Journal of Applied Psychology, 91(5), 1154-1162.
Rafferty, A.E., & Jimmieson, N.L. (2017). Subjective Perceptions of Organisational Change and Employee Resistance to Change: Direct and Mediated Relationships with Employee Well‐Being. Labor: Personnel Economics eJournal.
Shang, J. (2023). Transformational Leadership Influences Employee Performance: A Review and Directions for Future Research. Highlights in Business, Economics and Management.
Stewart, J. (2006). Transformational Leadership: An Evolving Concept Examined through the Works of Burns, Bass, Avolio, and Leithwood. Canadian Journal of Educational Administration and Policy.
Tahir, H. (2015). Leadership style and organisational performance: A comparative study between transformational and transactional leadership styles.
Weick, K. E., & Sutcliffe, K. M. (2015). Managing the unexpected: Sustained performance in a complex world. Jossey-Bass.
About the author
