Calling Wells Fargo’s CEO: Drive Widespread Cultural Change via Implementation of the Dynamic Organizational Model and Permeation of Servant Leadership throughout the Financial Institution

The Journal of International Management Studies, Volume 12 Number 1, February, 2017

8 Pages Posted: 1 Aug 2019

See all articles by Joseph Lakatos

Joseph Lakatos

University of North Carolina (UNC) at Pembroke - School of Business

Bethany Davidson

Western Carolina University

Kenneth J. Sanney

Western Carolina University

Date Written: February 1, 2017

Abstract

During 2016, Wells Fargo was under intense scrutiny for creating false customer accounts, a scandal stemming from an organizational culture heavily focused on revenue generation and a lack of focus on customer loyalty and satisfaction. The Dynamic Organization Model (DOM) provides leaders with a holistic view of an organization, a context for understanding the importance of a customer-focused strategy, and the foundation for communicating that strategy to associates, while creating a shared sense of purpose and ownership in customer satisfaction and pride in their work. This article explores the core tenants and principles embedded within a DOM, using U.S. Cellular as an exemplar in the implementation of the model and its influence on corporate culture. During the exploration of the DOM, particular emphasis is placed on the inherent role of servant leadership in achieving the status of a dynamic organization and its success. This article illustrates the methods, benefits, and challenges of adopting and infusing a DOM in an organization. Substantial similarities become evident between the cultural and operational environment of U.S. Cellular, prior to implementation of the DOM, and the current culture and operational environment of Wells Fargo, making a strong case for implementation of the DOM and permeation of servant leadership throughout Wells Fargo in a widespread effort to restore trust with employees, customers, investors, and the public.

Keywords: Organizational Change, Servant Leadership, and Leadership Development

Suggested Citation

Lakatos, Joseph and Davidson, Bethany and Sanney, Kenneth J., Calling Wells Fargo’s CEO: Drive Widespread Cultural Change via Implementation of the Dynamic Organizational Model and Permeation of Servant Leadership throughout the Financial Institution (February 1, 2017). The Journal of International Management Studies, Volume 12 Number 1, February, 2017, Available at SSRN: https://ssrn.com/abstract=3428484 or http://dx.doi.org/10.2139/ssrn.3428484

Joseph Lakatos

University of North Carolina (UNC) at Pembroke - School of Business ( email )

One University Drive
PO Box 1510
Pembroke, NC 28372-1510
United States

HOME PAGE: http://https://www.uncp.edu/profiles/joseph-p-lakatos-llm-jd-mba-cpa-cfe

Bethany Davidson

Western Carolina University ( email )

Cullowhee, NC 28723
United States

Kenneth J. Sanney (Contact Author)

Western Carolina University ( email )

United States

HOME PAGE: http://www.wcu.edu

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