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An improvement study of leading a sustainable electric utility future through organizational change effectiveness

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An improvement study of leading a sustainable electric utility future through organizational change effectiveness

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Content 1
An Improvement Study of Leading a Sustainable Electric Utility Future Through Organizational
Change Effectiveness
Tanya Kahalewehi Diaz-Chong
A Dissertation Presented to the
FACULTY OF THE USC ROSSIER SCHOOL OF EDUCATION
UNIVERSITY OF SOUTHERN CALIFORNIA
In Partial Fulfillment of the
Requirements for the Degree
DOCTOR OF EDUCATION
May 2024
Copyright 2024 Tanya Kahalewehi Diaz-Chong

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© Copyright by Tanya Kahalewehi Diaz-Chong 2024
All Rights Reserved

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The Committee for Tanya Kahalewehi Diaz-Chong certifies the approval of this Dissertation
Maria G.Ott
Jennifer Phillips
Helena Seli
Alison Keller Muraszewski, Committee Chair
Rossier School of Education
University of Southern California
2024

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Dedication
To my tūtū wahine, Katherine Kaninau Akana (deceased). Moeʻuhane. ʻO ka hāʻule nehe o ka
lau lāʻau, he hāwanawana ia i ka poʻe ola. To my husband Patrick Kalewalani Chong. I could not
have achieved this without your love and support. To my children Jacob Duke Kalewalani
Chong and Bo-Elijah McKenzie Kaninau Chong. The possibilities are limitless. To my parents,
Renaldo Diaz, Shirley Diaz, William Chong (deceased), and Cherlyn Chong. You have inspired
me to accomplish my dreams. To my siblings, Andrew Diaz, Annette Kali-Diaz, Renee
Taniguchi, Regan Taniguchi, Shermaine Diaz-Manoha, Kirkwood Manoha, Stephanie DiazTarape, John “Shea” Tarape, Richard Chong, Melissa Chong, and Michael Chong. He pūnāwai
kahe wale ke aloha. To my cousin Katherine Hokuokalani Cabebe. E kaupē aku nō i ka hoe, a kō
mai. To my ʻOhana, Kūpuna, Hui Wahine ʻo Kaninau and Hui Kane ʻo Kaninau. O ke kahua
mamua, mahope ke kūkulu.

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Acknowledgments
To my cohort-mates Bernadine Souza, Cristina Pinon, and Alejandro Lopez, who have been my
"ohana" in this OCL "Life" and journey. I am eternally grateful for your support, love, and
encouragement. Mahalo nui to my OCL professors for sharing their manaʻo and helping me
navigate toward success. I am deeply grateful for the grace and guidance I've received from my
brilliant dissertation chair, Dr. Alison Keller Muraszewski. Throughout the process, I've been
humbled by your thoughtfulness, expertise, and timely feedback. It was an honor to work with
you. I would like to extend my deepest ALOHA to my dissertation committee, Dr. Helena Seli,
Dr. Jennifer Phillips, and Dr. Maria Ott. It was enlightening to learn from you and you helped me
become a more confident mana wahine. It's an honor and a privilege to have your respect and
guidance. I would like to thank my colleagues Shelee Kimura, Natalie Epenesa, Danielle
Canfield-Jones, and Wayne Uehira. Since the beginning, you have been there for me, supporting
me, paving the way for success, and encouraging me. Thank you for everything you've done for
me over the years.

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Table of Contents
Dedication 4
Acknowledgments 5
Table of Contents 6
List of Tables 9
List of Figures 10
Abstract 11
Chapter One: Introduction of the Study 12
Context and Background of the Problem 13
Purpose of the Project and Research Questions 15
Importance of the Study 16
Overview of Conceptual Framework and Methodology 16
Definitions 17
Organization of the Dissertation 18
Chapter Two: Literature Review 19
Electric Industry Underlying Problems 19
Climate Change Impacts in the Electric Industry 20
Electricity in Everyday Life 21
Climate and Shift in Electric Demand 21
Mitigating GHG 22
Using Renewable Technologies to Mitigate GHG 23
Investments in Clean Energy Policies 24
Renewable Energy Investments 25
Achieving Customer Satisfaction 26
Customer Satisfaction and Profitability 26
Understanding Customer Expectations 27
Service Quality Dimensions 28
Understanding Changes in the Electric Industry 31
Transformational Changes in the Electric Industry 32
Change Leadership Driving Organizational Changes in the Electric Industry 32
Challenges and Barriers in the Electric Industry 34
Systemic Barriers 34
Regulatory Barriers 35
Stakeholder Resistance Barriers 36
Conceptual Framework 37
Knowledge, Motivation, and Organizational Influences 39
Knowledge Influences 40
Declarative Knowledge 40
Organizational Goals 41
Leading Change 42
Motivational Influences 43
Self-Efficacy Theory 44
Organizational Influences 45
Communication 45
Creating a Vision for Change 46

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Summary 47
Chapter Three: Methodology 49
Research Questions 49
Overview of Design 49
Research Setting 50
The Researcher 51
Data Sources 52
Interviews 52
Participants 52
Instrumentation 53
Data Collection Procedures 53
Data Analysis 54
Document and Artifact 54
Instrumentation 54
Data Collection Procedures 55
Data Analysis 55
Validity and Reliability 55
Ethics 56
Chapter Four: Findings 57
Research Question 1 57
Conceptualizing Complex Goals Can Be Abstruse 58
Change Leaders Need Procedural Knowledge for Goal Attainment 61
Effectively Utilizing a Change Management Methodology 65
Engaging Stakeholders in the Change Management Process 66
Leaders With Self-Efficacy Thrive in Uncertain Times 70
Research Question 2 73
Inconsistent Communication Leads to Confusion 73
Limited Resources Impede Vision Success 74
Inadequate Training Impede Organizational Change Success 77
Resistance to Change Impede Change Success 78
Summary 79
Chapter Five: Recommendations 81
Discussion of Findings 81
Recommendations 83
Knowledge Recommendations 84
Educate Mid-Level Leaders on Complex Organizational Goals 84
Train Mid-Level Leaders to Effectively Lead Organizational Change 87
Train Mid-Level Leaders on Prosci Change Management Methodology 89
Train Mid-Level Leaders to Engage Stakeholders Effectively 90
Motivation Recommendations 92
Foster Self and Collective Efficacy 92
Organizational Recommendations 95
Communicate Constantly and Candidly 95
Have a Clear Vision and Measure Success 97
Adequate Electric Industry Training 100
Mid-Level Leader Manage Change Resistance 101

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Limitations and Delimitations 102
Recommendations for Future Research 103
Conclusion 103
References 105
Appendix A: Interview Protocol 114

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List of Tables
Table 1: Knowledge, Motivation, and Organizational Influences and Assessment 45
Table 2: Data Sources 48
Table 3: Reasons Contributing to Participants’ high self-efficacy 70

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List of Figures
Figure 1: Gap Analysis Process 37
Figure 2: KMO Conceptual Framework 38
Figure 3: The Process of Transforming Strategy Into Action 96

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Abstract
Significant external forces influence organizational changes in the electric industry to address
climate change, a renewable energy future, and customer satisfaction. The electric industry
encountered regulatory, systemic, and stakeholder-resistance barriers. This study used Clark and
Estes' (2018) gap analysis as it explored a methodical approach to identify the barriers to
performance gaps related to knowledge, motivation, and organizational factors. The conceptual
framework focused on key concepts such as organizational goals, leading change, self-efficacy,
communication, and vision creation. Twelve participants who worked for Entrility (pseudonym),
a regulated electric industry located in the western region of the United States with over 2000
employees and more than 400,000 customers, participated in a qualitative interview. The
findings of this study aligned and answered the two research questions. Nine key findings
emerged: (1) mid-level leaders are unable to construct meaning and conceptualize the renewable
energy future and customer-centric progressive organization goals, (2) mid-level leaders do not
know how to lead complex organizational changes toward goal attainment, (3) mid-level leaders
do not know how to utilize the change management methodology effectively, (4) mid-level
leaders do not know how to engage stakeholders in the change management process, (5) midlevel leaders lack the confidence to lead organizational changes, (6) the organizational change is
poorly or inconsistently communicated, (7) organizational change cannot be managed effectively
without adequate resources, (8) training is inadequate and lacks documented processes, and (9)
there is resistance to change in the organizational culture. The findings and recommendations
from this study can serve as valuable guidance for organizations in the electric industry as they
navigate the challenges of implementing organizational change initiatives effectively.

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Chapter One: Introduction of the Study
The lack of organizational change success is a perennial problem. Many organizations
fail to recognize the need for change or to provide adequate resources and support to ensure the
success of the change. Additionally, organizations often lack the knowledge and skills to plan
and implement change successfully. In the electric industry, unprecedented changes are
reshaping and restructuring it in a different direction than it has traditionally operated. According
to Beer and Noria (2017), 70% of organizational change initiatives fail. Moreover, the electric
industry encounters systemic, regulatory, and stakeholder-resistance barriers, adversely affecting
mid-level leadership in effectively implementing organizational change initiatives. The electric
industry landscape is becoming more volatile, uncertain, complex, and ambiguous (Jamison &
Castaneda, 2009). The emergence of new policy initiatives, changing technologies, and customer
expectations, including blurred lines between regulation and politics, augments a future of
uncertainty (Jamison & Castaneda, 2009).
The electric industry leadership must lead the fundamental changes within the electric
industry, which the best of the industry has yet to explore (Jamison & Castaneda, 2009). While
leading their employees through transformational organizational changes, mid-level leaders face
challenges in an uncertain environment. The complicated nature of the electric industry situation
increases the potential for a high failure rate of organizational change initiatives, jeopardizing
compliance with renewable portfolio standard statutes and resulting in dissatisfied customers and
increased rates, placing customers in a quandary with no alternative solution (Jou et al., 2022;
Knodel, 2004; Lewis, 2019; Satapathy, 2014; Sun et al., 2020).

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Context and Background of the Problem
The electric industry is facing unprecedented changes. Across the electric industry,
leaders seek to redefine their role in the energy market, navigate through growing competition,
and competently deliver upon customer demands and expectations (McClean, 2015). This
research study will examine how the electric industry encounters barriers such as (a) operating in
a competitive environment (systemic), (b) transitioning from production to a marketing
orientation (systemic), (c) achieving a renewable portfolio standard (regulatory), (d) adapting to
performance-based regulation (regulatory), and (e) a shifting organizational culture (stakeholder
resistance). Taking a deeper dive into understanding the electric industry's barriers, first is a
discussion on systemic barriers, second regulatory barriers, and finally, stakeholder-resistance
barriers.
The electric industry remains a natural monopoly and dominant paradigm. The electric
industry is a natural monopoly involving one firm managing power generation, distribution
wires, and bundled retail sales (Ellig, 2020). Commercialized technological advancement
disrupts this natural monopoly paradigm, allowing gas power plants and natural gas compact
cogeneration units to establish a foothold, creating competition (Ellig, 2020; McClean, 2015).
Systemic barriers such as operating in a competitive market and transitioning from production to
marketing orientation evoke hindrances to the electric industry's ability to operate in the
regulated utility landscape.
The electric industry effectively conducts business by employing a production
orientation. In a production orientation, the electric industry ensures electricity is available when
the consumer needs it, focusing on reliability and safety (McClean, 2015). As the electric
industry evolves, more electric utilities are encouraged to implement a marketing orientation

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(McClean, 2015). In a marketing-oriented environment, electric utilities focus on customer
satisfaction and creating products and services aligned with customer needs and wants
(McClean, 2015). The electric industry is determined to meet the customers' specific needs and
expectations, transcending beyond reliability and safety and adopting a customer-centric focus
(McClean, 2015). Due to competition and an intentional focus on customer satisfaction, the
regulatory environment is also shifting to align with the changes in the electric industry.
Electric industry regulation is evolving. Performance-based regulation and renewable
portfolio standards inflict regulatory barriers to arouse a sense of urgency for transformation and
propel the electric industry into the twenty-first century. Traditional electric industry regulation
sets prices that are equal to average costs and is a way to entice investors to purchase utility
securities to obtain financial resources and generate returns on earnings (Ellig, 2020; McClean,
2015). Performance-based regulation incentivizes public utilities to achieve superior
performance. Effectively managing operations and systems leads to increased performance,
empowering the electric industry to earn higher profits through performance-based mechanisms,
which provide fixed prices or fixed levels (Woolf & Michals, 1995). Renewable portfolio
standards advocate for a clean energy future. Joshi (2021) defines renewable portfolio standards
as "a state-level policy that requires electricity suppliers to include a certain fraction of
renewable electricity in their total electricity sales over a specified period" (p.1). The renewable
portfolio standards challenge utilities to seek a diverse renewable energy generation mixture for
electric power grids. Hawaii and Puerto Rico have adopted 100% renewable energy standards,
requiring the removal of fossil fuel consumption and reducing carbon emissions (Wallsgrove et
al., 2021). Transitioning to performance-based regulation and adopting renewable portfolio
standards requires a culture change shift, which is equally important.

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Technology advancement and service quality create barriers to culture change. Electric
utilities traditionally focused on reliability and safety, embodying a solid engineering culture.
The nature of the electric industry prides itself on providing reliability, an engineering-oriented
culture, and a safety-conscious environment that contributes financial strength and cost-efficient
solutions to technical challenges (McClean, 2015).
Service quality becomes the priority as the industry shifts toward a marketing orientation
set on customer satisfaction. Electric utilities utilize various technological offerings to interact
and engage in meeting customer expectations. Capitalizing on opportunities to understand the
customers' expectations is paramount for the electric industry, and finding creative and effective
ways to meet or exceed those expectations embraces service quality (McClean, 2015). The
electric industry encounters systemic, regulatory, and stakeholder-resistance barriers, hence the
need to understand how to address these barriers effectively through organizational change.
Purpose of the Project and Research Questions
This improvement study aims to understand the knowledge and motivation of mid-level
leadership at Entrility and the organizational barriers impacting the effective implementation of
organizational change initiatives within the electric industry. The research questions guiding this
improvement study are:
RQ1: What are the knowledge and motivation barriers impacting mid-level leadership
from effectively implementing organizational changes within the electric industry?
RQ2: What are the organizational barriers impacting mid-level leadership from
effectively implementing organizational changes within the electric industry??

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Importance of the Study
Significant external forces challenge and compel the electric utilities to act on large-scale
organizational changes. Moreover, the renewable portfolio standard enacts capital investments to
modernize the grid, which affects the rise in rates, affecting the affordability gap, the gap
between what poor people can afford to pay, and the cost of electrical service (Mitra &
Buluswar, 2015). This problem is important because high rates stifle low-income communities,
triggering an outcry for access to affordable energy. Likewise, low-income households lack
access to financial services to invest in renewables (Evens, 2015) and reside in low-income
communities with energy-inefficient appliances (Kontokosta et al., 2019), permeating the lowincome communities' energy burden and socio-economic conundrum.
Overview of Conceptual Framework and Methodology
The Clark and Estes (2018) Gap Analysis is the conceptual framework used in this study.
A gap analysis is a systematic methodology to find the root causes of a performance gap between
the current and desired outcomes (Clark & Estes, 2008). Stakeholder performance gaps may be
associated with knowledge, motivation, and organizational factors (Clark & Estes, 2008).
Recognizing the knowledge, motivation, and organizational factors can help determine
the assumed causes, assess gaps, and create solutions to improve performance (Clark & Estes,
2008). Organizational goals (declarative) and leading change (procedural) are examples of
knowledge types that aid stakeholders in achieving their performance goals. Stakeholders need
information, job aids, or training when they do not know how to accomplish their performance
goals (Clark & Estes, 2008). A motivational theory such as self-efficacy describes motivation
performance gaps. The stakeholders' belief in their skills and capability is essential to
commitment and quality of work (Clark & Estes, 2008). Organizational factors such as creating a

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vision and communication may contribute to performance gaps. A clear vision and goals,
including constant communication, are critical to stakeholder performance (Clark & Estes,
2008). Addressing performance gaps promotes stakeholders to achieve performance goals.
Social constructivism asserts that individuals construct subjective meanings about their
experiences based on the environment in which they live and work (Creswell & Creswell, 2017).
A qualitative approach involves understanding how people interpret and give meaning to their
lived experiences while constructing their worldviews (Merriam & Tisdell, 2022). The social
constructivism paradigm best aligns to inquire about organizational change failures in the electric
industry, which supports a qualitative research approach.
The problem of practice focuses on the electric industry and the systemic, regulatory, and
stakeholder-resistance barriers, adversely affecting mid-level leadership to implement
organizational change initiatives effectively. Therefore, the proposed study site is an electric
utility located in the western region of the United States. The participants are mid-level leaders
with a supervisor, manager, or director title employed by Entrility. The sample size is about 10-
15 participants until reaching a saturation point. The study uses interviews and a review of
documents and artifacts. An interview guide approach allows the researcher to explore and ask
open-ended questions (Johnson & Christensen, 2013). The information gathered through
interviews and document reviews is organized, analyzed, and coded into themes to better
understand the phenomenon of interest (Creswell & Creswell, 2017).
Definitions
The following are key terms and definitions used in this dissertation.
Electric Industry

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As used in this dissertation, the term "electric industry" refers to an electric utility that
generates, transmits, and distributes electricity, including investor-owned utilities, publicly
owned utilities, and member-owned utilities.
Reliability
The electric utility’s assurance that energy will be available when the customer needs it
(McClean, 2015).
Renewable Portfolio Standard
Joshi (2021) defines renewable portfolio standards as "a state-level policy that requires
electricity suppliers to include a certain fraction of renewable electricity in their total electricity
sales over a specified period" (p.1).
Organization of the Dissertation
The dissertation follows a traditional five-chapter model. Chapter One provides an
overview of the study. Chapter Two highlights the relevant literature and the conceptual
framework for the study. Chapter Three details the research methodology. Chapter Four provides
the findings. Chapter Five details the proposed recommendations.

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Chapter Two: Literature Review
This chapter is a literature review on various barriers that impact effective organizational
change. First, an assessment of the electric industry considers a range of factors driving change,
including climate change and customer satisfaction. Secondly, there is a discussion of the
different types of change, such as organizational and transformational change, including the
importance of change leadership. Third, a discussion that addresses the critical issues electric
utilities face, encompassing systemic, regulatory, and stakeholder-resistance barriers that impede
progress. Finally, an examination of Clark and Estes' (2008) gap analysis and knowledge,
motivation, and organizational factors that influence mid-level leaders from effectively
implementing organizational change. Promoting change within the electric utility requires
understanding these knowledge, motivation, and organizational influences.
Electric Industry Underlying Problems
As the world's population continues to grow, there will be an increase in energy demand.
Coal, oil, and gas are the primary fossil fuel-based energy sources. While this has provided an
easy and accessible source of energy, it has created several problems (Owusu & AsumaduSarkodie, 2016). Some examples are (a) the depletion of fossil fuel reserves, (b) the increase in
greenhouse gas emissions, (c) other environmental concerns, (d) geopolitical and military
conflicts, and (e) the continual fluctuations in fuel prices are all challenges that have arisen from
the use of fossil fuels, causing a great deal of distress for both countries and individuals alike
(Owusu & Asumadu-Sarkodie, 2016). Solar, wind, and hydropower are some renewable energy
sources that can assist in addressing these issues (Owusu & Asumadu-Sarkodie, 2016).
Additionally, it is crucial to support research and development of innovative technologies that
aim to reduce emissions and improve efficiency (Owusu & Asumadu-Sarkodie, 2016). As

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renewable energy and technology have become more prevalent, the electrical industry is
transitioning from production to service-based.
The electric industry has undergone a significant transformation. A production-based
economy has shifted to a service-based economy (Satapathy, 2014). An organization that
produces products focuses on efficiency, while one that provides services focuses on excellent
customer service (Satapathy, 2014). Electric utilities increasingly focus on managing serviceoriented businesses (Satapathy, 2014). Management of a service organization involves several
key considerations. First, ensuring customer service is a priority, as customer satisfaction is at
the core of a thriving service-based organization (Satapathy, 2014). Providing a quality
experience and building relationships with customers are also essential. In addition, managers
must have the ability to manage the customer service team effectively, set appropriate
performance goals, and create an environment that encourages employees to strive for excellence
(Satapathy, 2014). An organization can succeed in a service-based economy if it manages a
service organization effectively. Shifting from a product-based to a service-based model will
make addressing climate change in the electric industry even more important.
Climate Change Impacts in the Electric Industry
The transition to clean energy will reduce climate change, contribute to economic growth,
create jobs, increase energy independence, and positively impact public health, improving the
quality of life of individuals in the local community (Turner, 2022). In 2020, fossil fuels alone
produced 15 billion tons of coal, oil, and natural gas, resulting in 32 billion tons of carbon
dioxide emissions (Turner, 2022). Clean energy is essential in transitioning towards a healthier
and more sustainable future by reducing greenhouse gas emissions contributing to climate
change (Sun et al., 2020; Turner, 2022). Most utilities proactively support clean energy by

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increasing capacity and generating clean energy sources within their state (Sun et al., 2020).
States, local governments, and businesses must continue to invest in climate adaptation and take
common-sense steps to disclose climate risks to taxpayers, homeowners, shareholders, and
customers so that they can make informed decisions (Sun et al., 2020; Turner, 2022).
Electricity in Everyday Life
Electricity is essential to our daily lives, human development, and economic growth
(Owusu & Asumadu-Sarkodie, 2016). Without adequate access to energy services, health care,
lighting, cooking, space comfort, mobility, and communication would be impossible (Edenhofer
et al., 2011). Human emissions of greenhouse gases adversely affect the Earth's climate
(Abraham & Cheng, 2022). As these gases accumulate in the earth's atmosphere, they cause sea
levels and temperatures to rise, as well as changes in global climate patterns (Abraham & Cheng,
2022). In response to humanity's inefficient energy use, people must work together as
individuals, countries, and the global community to use energy more efficiently. Improvements
in electricity efficiency can contribute significantly to slowing down the excessive growth in
electricity consumption and demand on the electrical grid (Fan et al., 2019; Owusu & AsumaduSarkodie, 2016).
Climate and Shift in Electric Demand
Changes in climate patterns can affect electricity demand. As climate change intensifies,
policymakers are becoming increasingly concerned about how climate change impacts electricity
demand and the environment (Fan et al., 2019). Temperature changes play a significant role in
affecting the amount of energy necessary for heating and cooling. As temperatures rise, cooling
and heating demands increase and decrease (Aroonruengsawat & Auffhammer, 2013; Fan et al.,
2019; Panteli & Mancarella, 2015). It can lead to electricity shortages, affecting economic

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stability if the electricity supply is insufficient (Fan et al., 2019). There is a strong likelihood that
the power supply planning of the electricity sector will be adversely affected if the impact of
climate change on electricity demand is not taken into consideration, which can result in an
imbalance between supply and demand (Aroonruengsawat & Auffhammer, 2013; Chen et al.,
2021; Fan et al., 2019; Panteli & Mancarella, 2015).
The ability of a power plant to adapt quickly to changes in load is determined by its
specific economic and operational characteristics (Fonseca et al., 2019). Consequently, some
power plants (such as nuclear power) are better suited for producing base-load power. In
contrast, others (such as natural gas power) are better suited for meeting fluctuating hourly
demand (Fonseca et al., 2019). Adapting to climate change may have important implications for
power plant dispatch because of its effects on hourly load curves, seasonal differences, and the
shape of the load curve (Fonseca et al., 2019). The issue of global warming caused by
greenhouse gas emissions has triggered concern worldwide, especially in the United States,
because extreme temperatures could lead to power plants' generation capacity reducing by nearly
16% due to the effects of global warming (Añel et al., 2017). Additionally, extreme weather
events negatively impact energy supply resilience and demand, undermining investments in
clean energy (Aroonruengsawat & Auffhammer, 2013; Chen et al., 2021; Fan et al., 2019;
Panteli & Mancarella, 2015). Developing more sustainable energy systems requires reducing the
impacts of climate change on critical power infrastructure since extreme weather events
significantly affect these infrastructures (Chen et al., 2021; Panteli & Mancarella, 2015).
Mitigating GHG
Mitigation and adaptation are two key strategies for addressing climate change.
Mitigation aims to reduce greenhouse gas emissions, whereas adaptation aims to mitigate the

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current impacts of climate change (Abraham & Cheng, 2022). Increasing the share of clean
energy is essential to reduce greenhouse gas emissions (Abraham & Cheng, 2022; Chen et al.,
2021). Compared to fossil fuels, clean energy emits fewer greenhouse gases, making it a more
effective means of achieving sustainability goals (Abraham & Cheng, 2022; Chen et al., 2021).
Utilizing renewable energy resources to mitigate climate change can reduce carbon emissions
(Abraham & Cheng, 2022; Chen et al., 2021). Using clean, renewable energy provides energy
security, reduces energy poverty, enhances environmental stewardship, and produces few
greenhouse gases (Abraham & Cheng, 2022; Chen et al., 2021).
Using Renewable Technologies to Mitigate GHG
By replacing conventional energy sources (fossil fuel-based), renewable energy
technologies offer outstanding opportunities for reducing greenhouse gas emissions and global
warming (Owusu & Asumadu-Sarkodie, 2016; Panwar et al., 2011). As a clean source of energy,
renewable technology reduces environmental impact, produces the least amount of secondary
waste, and is both economically and socially sustainable (Owusu & Asumadu-Sarkodie, 2016;
Panwar et al., 2011). Initiatives to increase the share of renewable energy and clean fossil fuel
technologies in the global energy mix will reduce the impact of climate change (Owusu &
Asumadu-Sarkodie, 2016; Panwar et al., 2011).
The production of clean energy materials will present considerable challenges. According
to the International Energy Agency, a 43-million-ton increase in energy-relevant material
between 2020 and 2040 is necessary to maintain compliance with the Paris Climate Accord
(Turner, 2022). The energy industry will require a substantial increase in energy-related
materials such as lithium, cobalt, nickel, rare earth elements, silicon, and copper for batteries,
wind turbines, electric motors, solar panels, and electric power grids (Turner, 2022). Compared

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to fossil fuels, nickel, cobalt, and copper are found in low-grade ores, which are far more costly
to mine, process, and dispose of than fossil fuels (Turner, 2022). The future demand requires a
metal ore processing rate equivalent to fossil fuel consumption. (Turner, 2022). Using these
metals as an alternative to fossil fuels requires reducing mining and processing costs (Turner,
2022).
Mining and processing metals have a significant environmental impact, which must be
minimized by developing new methods (Turner, 2022). The expansion of mining to support the
clean energy transition also provides a unique opportunity to reform the production of materials
in a sustainable and socially responsible way (Turner, 2022). Ultimately, innovation will
reshuffle burdens associated with resource extraction in a manner that cannot be entirely
predicted (Turner, 2022).
Investments in Clean Energy Policies
With the transition from fossil fuels to renewable energy sources, most utilities and
governments have adopted policies and goals to develop clean energy technologies (Sun et al.,
2020). U.S. state governments are among the wealthiest producers of wind, solar, hydro, and
other renewable energy resources. They have actively revised their renewable portfolio
standards, which require states to sell specific proportions of clean energy (Sun et al., 2020).
State targets are more specific and accurate, demonstrating that state policies concerning clean
energy are more likely to be enforced than federal policies (Sun et al., 2020). Although there are
many different types of clean energy and levels of economic development, states still have
differences regarding enacting clean energy policies (Sun et al., 2020).
Clean energy policy influences clean energy technologies and markets. Diverse scopes,
intensities, and comprehensiveness of clean energy policies and different utilities, states, and

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countries contribute to clean energy development at different rates (Sun et al., 2020). Utility
companies and power providers may adopt various strategies to influence public energy
consumption habits and the development of related industries due to various clean energy
policies (Sun et al., 2020). In Washington State, for instance, coal is being phased out of its
utility portfolio. Moreover, New York has committed to increasing the percentage of clean
energy in its generation mix (Sun et al., 2020).
Climate change is intensifying, making it increasingly important that policymakers
understand the impact of climate change on electricity demand (Fan et al., 2019). Without
climate policy intervention, the electricity system is particularly vulnerable to the impact of high
emissions (Fan et al., 2019). Temperatures and precipitation will increase electricity demand
because of climatic factors. As the climate continues to warm in the future, electricity demand
will continue to rise, and pressure will increase on the supply of safe electricity throughout
society (Fan et al., 2019). Taking measures to improve the ability of the electricity system to
adapt to climate change is necessary to ensure the provision of electricity (Fan et al., 2019). The
government should also strengthen the construction of power infrastructure capable of mitigating
and adapting to climate change (Fan et al., 2019).
Renewable Energy Investments
Investment and innovation in renewable energy have been encouraged by the
government. Fuel economy standards implemented by the Obama Administration are net
beneficial and expected to reduce greenhouse gas emissions by more than 8 billion tons during
the lifetime of new cars sold between 2012 and 2029 (Obama, 2017). By 2030, 44 appliance
standards and new building codes will reduce carbon pollution by 2.4 billion tons, saving
consumers $550 billion (Obama, 2017). Clean energy is gaining traction in the United States, as

26
states representing 40% of the nation's population continue to develop clean energy plans. Green
energy is growing outside those states (Obama, 2017). Texas produced 12% of its electricity
from wind power alone in 2015. At specific points in 2015, that number exceeded 40%, while
Iowa generated 32% of its electricity from wind power in 2015, an increase from 8% in 2008
(Obama, 2017). In 2018, solar and wind energy accounted for over 500 gigawatts of installed
capacity, while geothermal energy had only 15 gigawatts (Chen et al., 2021). In 2015, renewable
energy generated 19% of the total energy demand (Madurai Elavarasan et al., 2020).
Achieving Customer Satisfaction
Customer loyalty and customer satisfaction are built through exceptional service (Jou et
al., 2022; Satapathy, 2014). They must consistently meet customer expectations and assess
customer feedback to ensure satisfaction (Jou et al., 2022; Satapathy, 2014). Customer
satisfaction describes how a product or service compares to the customer's expectations (Jou et
al., 2022; Satapathy, 2014). Customers will be satisfied if the company's services meet their
needs, wants, and expectations (Jou et al., 2022; Satapathy, 2014). As the service industry has
become more competitive, customer concerns about quality have increased (Jou et al., 2022;
Satapathy, 2014). Quality products and services are essential to consumers regarding how they
spend their money (Jou et al., 2022; Satapathy, 2014). Today's highly competitive, dynamic, and
complex environments require continuous service improvement to succeed in business
development (Satapathy, 2014). Keeping customers satisfied is vital to a company's survival.
Customer Satisfaction and Profitability
Customer satisfaction is a crucial factor in determining the quality of an electric utility's
relationship assets, which determines its ability to generate cash flow in the future (Bhattacharya
et al., 2020; Srivastava et al., 1998). Increasing revenue and reducing costs are theorized to affect

27
future profits through customer satisfaction (Bhattacharya et al., 2020). An analysis of U.S.
public utilities shows a significant and robust correlation between customer satisfaction and
electric industry profitability (Bhattacharya et al., 2020). A high level of customer satisfaction
increases utility profitability by ensuring consumers' welfare and increasing utility providers'
efficiency (Bhattacharya et al., 2020). In addition to reducing operating costs, increasing
customer satisfaction increases profits for utility firms (Bhattacharya et al., 2020).
Understanding Customer Expectations
A customer's expectation is a normal aspect of their relationship with the company. Prior
to patronizing a service, a customer typically has expectations, and they expect those
expectations to be met after consumption of the service (Li et al., 2019). Delivering services in a
manner that meets the needs of customers is the key to meeting their expectations. A customeroriented company puts its customers first (Li et al., 2019). It is important that customers feel
valued and heard, which is why customer service and satisfaction are priorities (Li et al., 2019).
A customer-oriented company strives to provide the best possible product or service and satisfy
the customer (Li et al., 2019). There is a high level of contact between service employees and
customers in most cases because services are co-produced or produced and consumed
simultaneously (Li et al., 2019). Service employees' attitudes greatly influence customer
satisfaction (Li et al., 2019). For example, a customer service representative with a friendly and
helpful demeanor can make a customer's experience much more pleasant and memorable. The
customer is satisfied when the service employee meets or exceeds the customer's expectations
(Li et al., 2019). Human factor dimensions are essential to researchers in services-oriented
marketing, as they relate to employees' attitudes and behavior towards customers.

28
Service Quality Dimensions
The customer expects quality service. The quality of service a company provides can be
measured by how well it meets the expectations of its customers (Jou et al., 2022; Satapathy,
2014). Low-quality service refers to a business's failure to meet the needs of its customers. On
the other hand, if the business exceeds consumer expectations, it is perceived as having a high
level of quality (Jou et al., 2022; Satapathy, 2014). Electric utilities must improve the quality of
their products and services to differentiate themselves from their competitors in today's highly
competitive business environment (Jou et al., 2022; Satapathy, 2014). Thus, companies must
strive to meet or exceed customer expectations to provide superior quality services and remain
competitive.
The Service Quality (SERVQUAL) Index is among the most effective tools for
measuring customer satisfaction (Satapathy, 2014). SERVQUAL was developed in 1988 as a
framework for quality control (Satapathy, 2014). Service industries use this method to evaluate
the quality of their services (Jou et al., 2022). The SERVQUAL survey measures the gap
between what customers perceive and what they expect (Satapathy, 2014). By using
SERVQUAL, the level of customer satisfaction can be further enhanced, and it can also be used
to develop and recommend effective business strategies (Jou et al., 2022). Empathy, tangibility,
reliability, assurance, responsiveness, security, and stability are the seven SERVQUAL
dimensions contributing to the advancement of electric industry services (Satapathy, 2014). A
positive and direct relationship exists between the seven dimensions and the adoption of service
quality (Satapathy, 2014).
Empathy. Satapathy (2014) defines empathy as providing care by providing
individualized attention while meeting the customer's needs promptly and efficiently. Employees

29
who are empathic show care and attention to customers. An employee's inability to empathize
with or understand a customer's perspective may undermine the ability to provide excellent
customer service (Jou et al., 2022; Satapathy, 2014). When employees can understand their
customers' feelings and respond to them promptly, the quality of their service and customer
satisfaction increase (Jou et al., 2022; Satapathy, 2014). The behavior of service employees
influences customer service quality (Li et al., 2019). Employees must be able to demonstrate
strong empathetic skills in order to ensure the highest level of customer satisfaction.
Tangibility. Satapathy (2014) defines tangibility as aspects of the business site, such as
the physical appearance, equipment, and service facilities. It is important to present a positive
image by dressing well, as it increases self-esteem, boosts self-confidence, and impresses
customers (Jou et al., 2022; Satapathy, 2014). Creating a visually attractive environment to
entice and retain customers may also be beneficial (Jou et al., 2022; Satapathy, 2014). Businesses
with the right equipment and staff attire can differentiate themselves from competitors and gain
more customers.
Reliability. Satapathy (2014) states that reliability refers to providing reliable, accurate,
and consistent services. A reliable organization delivers on its customer commitments (Jou et al.,
2022). Most customers prefer fast service over slow service, so it is an essential factor that
directly influences the quality of service (Jou et al., 2022). Employees or providers must be
reliable to earn customers' trust (Jou et al., 2022). Reliability is essential to building a successful
and long-term relationship with customers because customers want to ensure they receive their
goods or services on time and at the expected quality. If an organization is not reliable,
customers will look elsewhere.

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Assurance. Satapathy (2014) defines assurance as the knowledge, ability, humility, and
self-confidence of service personnel, as well as their reliability and self-assurance. The sense of
safety and security the customer experiences while using various services is a vital assurance
dimension (Jou et al., 2022). Service providers should consistently convey trust to customers by
effectively conveying the perception of good service quality (Bhattacharya et al., 2020). Service
providers should ensure that customers' accounts are secure and that customers' personal
information is protected (Bhattacharya et al., 2020). Customers can readily accept new
technologies by increasing trust and goodwill, resulting in efficiency gains (Bhattacharya et al.,
2020). By reducing the number of unhappy customers, the utility can save money, provide
employee benefits, and increase customer cooperation due to improved goodwill and trust
(Bhattacharya et al., 2020).
Responsiveness. Satapahy (2014) defines responsiveness as a willingness to respond
promptly to customer needs. According to Jou et al. (2022), a vital component of this dimension
is being attentive and prompt in responding to customer inquiries, requests, problems, and
complaints. Responding to a customer's request, answering an inquiry, or attending to a problem
can determine the customer's perception of responsiveness. For instance, a customer who sends
an email to a company about a product and receives an immediate response is likely to have a
higher opinion of the company's responsiveness than if they wait days for a response. The
success of resolving a customer's issue or query is an essential service quality factor that affects
overall customer satisfaction and expectations (Jou et al., 2022). Therefore, prompt and helpful
customer service can positively influence customer loyalty and satisfaction.
Security. Satapahy (2014) defines security as providing the customer with guidance on
how to use power safely. Jou et al. (2022) elaborate that electric service is necessary to function

31
in everyday life. Disruptive systems may endanger public safety and harm the economy. Electric
utility companies make a significant contribution to economic and social development. Electric
service security is an essential priority for electric industry companies, ensuring the power
system is reliable and secure.
Stability. Satapathy 2014 defines stability as a reliable, stable, and interruption-free
power supply. Customers expect a stable, reliable, and uninterrupted power supply with minimal
interruptions (Satapahty, 2014). In order to ensure that its customers are protected, the electric
industry should develop strategies for minimizing the risk of power outages and other disruptions
(Fan et al., 2019). A continuous and uninterrupted power supply is essential for systems,
services, and equipment to function correctly (Fan et al., 2019). To this end, ensuring these
critical infrastructure systems have an adequate and stable power supply is vital to keep them
running smoothly.
Understanding Changes in the Electric Industry
It is becoming increasingly complex for those who lead organizational change.
Organizational changes involve modifying or altering the structure or processes of an
organization (Lewis, 2019; Zorn et al., 2000). In order to implement moderate to major changes,
a substantial amount of energy and resources are usually required (Lewis, 2019). Stakeholders
who were implementers in many organizational changes have determined they were unsuccessful
(Lewis, 2019). A high percentage of implementation efforts fail. A failure rate of 80% is
associated with implementation efforts that fail to deliver the promised value. In addition, there
is a cancellation rate of 20% of projects before completion. The costs associated with these
failures are significant (Knodel, 2004; Lewis, 2019). Organizational change failure may result in
minor to significant consequences for stakeholders and, ultimately, for the organization's survival

32
(Lewis, 2019). To prevent these costly failures, stakeholders must work together to ensure that
organizational change initiatives are successful. Communication and collaboration between
stakeholders are critical to successfully implementing organizational change.
Transformational Changes in the Electric Industry
There is a need for transformational change in the electric industry. Adapting to or
anticipating severe changes in the external environment and technologies can trigger
transformational change (Cummings & Worley, 2009). Generally, these changes are associated
with a fundamental change in the organization's business strategy, which may require the
organization to modify its internal structures, processes, and corporate culture to accommodate
the new direction (Cummings & Worley, 2009). Due to the fundamental changes involved,
organizational and managerial processes require a new paradigm (Cummings & Worley, 2009).
For an organization to change, it must adopt qualitatively different perceptions, beliefs, and
behaviors (Cummings & Worley, 2009). For instance, a company transitioning from a
manufacturing-based business model to a service-based one may require its employees to
develop new skills and its managers to alter their management styles. Typically, organizations
will commit to transformational change only in the face of a grave threat to their survival
(Cummings & Worley, 2009). As such, organizations must be willing to recognize the gravity of
the situation and commit to a transformation before the issue reaches a critical level. To achieve
transformational change success, change leadership is essential.
Change Leadership Driving Organizational Changes in the Electric Industry
Leaders must be able to lead change. A change leader can influence and enthuse others
through personal advocacy, driving the vision, and providing the necessary resources to develop
a solid platform for change (Aitken & Higgs, 2009; van der Voet, 2016). Change leaders, for

33
example, must be able to communicate the importance of establishing a clear vision, identifying
potential initiatives and solutions, and fostering a culture of trust and cooperation. Developing
change leadership requires diagnosing, understanding, confronting, and reshaping reality as
people see it (Aitken & Higgs, 2009). Change leaders must learn new things about themselves
and their relationships with others and discover new ways to view reality to implement new
business practices that ultimately lead to better business outcomes (Aitken & Higgs, 2009).
Leadership competencies are essential for facilitating change. According to Weick
(1995), change leadership is assisting those involved in the change to understand what is
happening and what needs accomplishing. As part of this sensemaking process, leaders use
inquiry to uncover the systemic issues that underlie a need for change, either supporting or
impeding the implementation of it (Aitken & Higgs, 2009). Developing change capability within
an organization requires the development of leadership competencies that include change
mastery (e.g., a thorough understanding of the nature and challenges of change), managing
resistance, being willing to learn, and influencing without authority (Aitken & Higgs, 2009). In
light of the ambiguity created by change, the effectiveness of any intervention depends more on
the quality of interaction available to deal with that ambiguity than the content of the change
initiative (Aitken & Higgs, 2009; Weick, 1995).
Change leadership influences commitment to change. To promote commitment to
change, change leadership attempts to induce favorable attitudes among change recipients
(Aitken & Higgs, 2009; van der Voet, 2016). Organizational change leaders demonstrate
behavior aimed at facilitating the implementation of the organization's planned change initiatives
(van der Voet, 2016). For example, a change leader can create a sense of urgency about the
change, engage different stakeholders in the process, and provide clear and consistent

34
communication. When change leadership provides accurate and current information to
employees, employee commitment to the change is more likely to occur (van der Voet, 2016).
Challenges and Barriers in the Electric Industry
Systemic Barriers
Competition in the electric industry is a systemic barrier. For an organization to become
more competitive, transformational change is necessary. Gaining a competitive advantage
requires gaining a favorable position over competitors or performing internally in a unique,
valuable way that is difficult to imitate (Cummings & Worley, 2009). Each organization has a
unique set of resources and processes, individually or collectively representing competitive
advantage (Cummings & Worley, 2009). The ability to provide high-quality products or services
at relatively low costs or at a higher price than the average is a competitive advantage of
organizations that provide value (Cummings & Worley, 2009). A company can obtain a
competitive advantage if it possesses unique and valuable resources and processes that cannot be
duplicated or replicated by its competitors (Cummings & Worley, 2009). A competitive
advantage is critical to sustained success; it allows companies to draw customers and create a
lasting impression on the market.
There is another systemic barrier to overcome as the electric industry transitions from a
manufacturing-based to a service-based model. Electric utilities are unfamiliar with the best
practices for managing a service organization (Satapathy, 2014). Moreover, electric utilities have
a built-in customer base in monopolistic environments, where there are no competitors and
customer orientation is not emphasized as strongly (Akinboade et al., 2012; Brown et al., 2020;
Korunka et al., 2007; Li et al., 2019; Perryer, 2009; Whelan et al., 2010). Most electric utilities
have not placed a high priority on marketing concepts such as customer-centeredness, service

35
quality, customer satisfaction, or customer loyalty (Akinboade et al., 2012; Brown et al., 2020;
Korunka et al., 2007; Li et al., 2019; Perryer, 2009; Whelan et al., 2010). As a result, electric
utilities have been slow to adopt the customer-centric approach that many other industries have
implemented and embraced. The challenge for electric utilities is to enhance their services and
ensure their desirability so that customers' expectations are met (Satapathy, 2014). Consumer
perceptions of the level of service provided can help enhance the customer experience
(Satapathy, 2014). Electric utilities must become more customer-centric to meet customer
expectations and maintain customer satisfaction.
Regulatory Barriers
An elevated level of complexity is associated with the renewable portfolio standard,
contributing to a regulatory barrier. Renewable portfolio standards at the state level require
electricity suppliers to include a certain proportion of renewable electricity in their total
electricity sales (Joshi, 2021). States must adopt renewable portfolio standards to achieve a more
sustainable energy future and reduce the carbon footprint of electricity suppliers. It also helps to
create a more competitive electricity market, as suppliers must compete to deliver the most
efficient and cost-effective energy sources. In order to comply with renewable portfolio
standards, utilities must provide an electric grid with a diverse mix of renewable energy sources
(Joshi, 2021). Through the use of a diverse mix of renewable energy resources, the electric grid
reduces carbon dioxide emissions into the atmosphere as well as other pollutants, which in turn
reduces the adverse effects of climate change. Additionally, it encourages the innovation and
development of new energy sources, incentivizing suppliers to find more efficient and effective
ways to generate and distribute electricity.

36
Electric utilities face regulatory barriers as a result of performance-based regulations.
Electric utilities are transitioning to performance-based regulation. In traditional rate-making,
regulators determine the revenue necessary to generate a reasonable return on capital investments
for the utility while also recovering unavoidable costs associated with customer service
(Bhattacharya et al., 2020; Rose, 2014; Vogelsang, 2002). An electric utility regulator is
responsible for determining the rate at which it will be able to charge its customers for each unit
of electricity it supplies without considering the customers' degree of satisfaction (Bhattacharya
et al., 2020). Electric utility regulation traditionally sets prices equal to average costs to attract
investors to invest in utility securities (Ellig, 2020; McClean, 2015). Public utilities are
encouraged to improve their performance through a performance-based regulatory approach. By
effectively managing operations and systems, electric utilities can earn higher profits through
performance-based pricing and fixed-level mechanisms (Woolf & Michals, 1995). This approach
incentivizes efficient behavior, lowering consumer costs and improving investor returns.
Stakeholder Resistance Barriers
When an electric industry undergoes a transformational change, its culture contributes to
the stakeholder resistance barrier. Culture refers to the beliefs, values, and norms shared by
members of an organization (Cummings & Worley, 2009). Changing a company's culture
requires senior executives and administrators to diagnose the current culture and adjust
underlying assumptions and values that govern organizational behavior (Cummings & Worley,
2009).
Introducing new technologies and energy-efficient products, programs, and services in
the electric industry is another example of a stakeholder resistance barrier. The utility industry is
developing several efficiency-enhancing technology initiatives requiring consumer participation

37
to succeed (Bhattacharya et al., 2020; MacGill & Smith, 2017). Advanced meters that use
differential rates, smart grids that allow for better load balancing, and net metering are all
examples of technology that allows consumers to contribute energy and storage to the grid
(Bhattacharya et al., 2020; MacGill & Smith, 2017). Managing and aligning utility satisfaction
improvement programs with the company's technology initiatives and efficiency programs is
crucial if greater consumer satisfaction improves consumers' willingness to accept the
introduction of these technologies and use them (Bhattacharya et al., 2020).
Organizations providing energy efficiency programs and participating consumers are
eligible for tax exemptions (Owusu & Asumadu-Sarkodie, 2016). These programs include
initiatives for energy efficiency (energy-efficient home), product design (energy-efficient
equipment), and services (industrial combined heat and power) (Owusu & Asumadu-Sarkodie,
2016). The tax exemption may be available for products such as LED lightbulbs if they meet
specific energy efficiency standards. Using concepts such as usability, adaptability, and
accessibility in the design of energy-dependent products can contribute to their energy efficiency
(Owusu & Asumadu-Sarkodie, 2016).
Conceptual Framework
The Clark and Estes (2008) gap analysis is a researched and tested way to identify the
causes of performance gaps through gap analysis and implement the appropriate performance
solutions. Analyzing performance gaps aims to identify the human factors contributing to these
problems (Clark & Estes, 2008). In Figure 1, Clark and Estes (2008) illustrate the gap analysis
process. Three factors contribute to performance gaps are: (1) knowledge and skills of
individuals, (2) motivation to achieve the goal, particularly when compared to other work goals
the individual must also achieve, and (3) organizational barriers, such as the lack of necessary

38
equipment and insufficient working processes (Clark & Estes, 2008). Figure 2 illustrates the
KMO conceptual framework. The key to eliminating performance gaps is identifying and
addressing their underlying causes, changing knowledge and skills, and adjusting motivations
(Clark & Estes, 2008). It is necessary to identify and close the gap between desired and actual
performance in efforts to achieve organizational goals (Clark & Estes, 2008). Achieving
organizational goals requires increasing knowledge, skills, and motivation. An effective change
process includes a comprehensive analysis of the reasons for performance gaps and changes in
knowledge, skills, and motivation (Clark & Estes, 2008). An organization investing in its
employees will likely achieve positive and profitable results (Clark & Estes, 2008).
Organizations can achieve their objectives by investing effectively in their workforce and
identifying and addressing performance gaps.
Figure 1. Gap Analysis Process. An illustration to diagnose performance gaps using the gap
analysis process.
Figure 2. KMO Conceptual Framework. The interaction of knowledge, motivation, and
organizational influences on Entrility’s mid-level leadership.

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Knowledge, Motivation, and Organizational Influences
This literature review on knowledge, motivation, and organizational influences focuses
on the factors impacting mid-level leadership from effectively implementing organizational
change. This literature review examines the relationship between knowledge, motivation, and
organizational influences on mid-level leadership and their ability to lead organizational change
initiatives successfully. It looks at how knowledge, motivation, and organizational influences can
affect the implementation of change and the organization's overall success.

40
Knowledge Influences
Conceptual, procedural, metacognitive, and factual knowledge are the four knowledge
types that contribute to learning and performance goals. Factual knowledge consists of the
knowledge required to solve or understand problems in a particular field (Krathwohl, 2002).
Conceptual knowledge refers to the relationships between essential components of a larger
structure that enable them to function in concert effectively (Krathwohl, 2002; Krathwohl &
Anderson, 2010). In procedural knowledge, one learns how to perform a task and conduct an
investigation, including the criteria for correctly applying skills, algorithms, techniques, and
methods (Krathwohl, 2002). Metacognitive knowledge refers to one's understanding of how one
thinks and the awareness and knowledge of one's thinking (Krathwohl, 2002).
In order to achieve performance goals, it is necessary to determine whether people know
how to achieve them (Clark & Estes, 2008). Knowledgeable people can solve new problems and
adapt to changing conditions (Clark & Estes, 2008). In situations where people lack the
knowledge and skills to accomplish their performance goals or anticipate future challenges
requiring a novel problem-solving approach, knowledge and skill enhancement are necessary
(Clark & Estes, 2008). Information, job aids, and training are necessary when people do not
know how to do their jobs, and continuing education is necessary when future challenges will
require novel problem-solving (Clark & Estes, 2008).
Declarative Knowledge
Effective performance requires understanding basic facts, information, and terminology
relevant to the topic (Krathwohl, 2002). In terms of conceptual knowledge, this refers to the
underlying concepts, principles, structures, or theories of a particular field or area (Krathwohl,

41
2002). Declarative knowledge includes facts and concepts that individuals are likely to know and
need to complete tasks (Krathwohl, 2002; Krathwohl & Anderson, 2010).
Organizational Goals
Achieving a work performance goal requires teams and individuals to accomplish
specific tasks according to specified deadlines and criteria (Clark & Estes, 2008). Organizations
or businesses set performance goals based on their objectives (Clark & Estes, 2008).
Organizational goals should be expressed in concrete, challenging, and current performance
goals for individuals and teams (Clark & Estes, 2008). A clear understanding of organizational
goals is essential to achieving the organization's most important objectives (Clark & Estes, 2008;
Schunk & Usher, 2019). Prior to beginning a task, goals and strategies are determined (Schunk &
Usher, 2019). A person evaluates their progress toward achieving their goals and decides
whether to continue or modify their strategy during the course of work (Schunk & Usher, 2019).
Increasing effort and persistence usually improve performance (Clark & Estes, 2008; Schunk &
Usher, 2019). Goals can also affect how people process information, including focusing on
relevant aspects of a task, behavior, and outcome (Schunk & Usher, 2019). When goals include
specific performance standards, self-evaluation is more likely to occur, and motivation is more
likely to be sustained (Schunk & Usher, 2019). Organizations with large numbers of divisions,
work groups, and individual employees have difficulty translating business goals effectively
(Clark & Estes, 2008).
Procedural Knowledge
Procedural knowledge refers to the skills and procedures, including the techniques and
methods necessary to perform the task (Krathwohl, 2002). Procedural knowledge refers to the
sequential and intricate steps and processes involved in conducting a task (Krathwohl, 2002).

42
Procedural knowledge is essential for effective and efficient performance, as it helps guide the
individual through the steps or processes required to complete a task.
Leading Change
Leadership must create an environment where people accept and embrace change from a
physical and psychological perspective (Cummings & Worley, 2009). The creation of a vision,
the development of political support, the management of transitions, and the maintenance of
momentum are all critical components of effective change management (Cummings & Worley,
2009). Effectively managing all five activities is essential to achieving success. According to
Cummings and Worley (2009), closely managing each activity ensures the successful
implementation of organizational change. Achieving desired changes is extremely challenging
without motivation and commitment. Without a vision for change, it will likely be disorganized
and dispersed. A powerful individual or group that does not support change may block and
possibly sabotage the change. To avoid compromising the organization’s ability to function, the
transition from the current state to the future state A change must maintain momentum to be
sustainable (Cummings & Worley, 2009).
Organizational change best practices assist leaders in leading effective change. Some of
the best practices are leveraging change agents, effective communication about the change, jobspecific training, leadership commitment, performance benchmarks, and workload adjustments.
Organizations seeking to implement change should identify a core group of change agents to
assist in the day-to-day implementation of the change (Aldossari et al., 2020; Lines &
Smithwick, 2018). Change agents most effective at implementing change are in key positions
within a company, particularly operations, highly respected by peers and subordinates,
passionate about change, and responsible for implementing it day-to-day (Aldossari et al., 2020;

43
Lines & Smithwick, 2018). It is essential to effectively communicate the change in order for it to
be successful, and the purpose of this communication is to educate employees about the goals
and strategy of the change (Aldossari et al., 2020). In order to be successful in a new
environment, employees must receive adequate training related to change. Providing initial
training to employees is crucial to ensure they have the basic skills they need to succeed. During
on-the-job training, employees learn how to implement the changes in their day-to-day work
(Aldossari et al., 2020; Lines & Smithwick, 2018). Leading change requires transparent, visible,
and unwavering support from senior leadership. The employees may not be motivated to follow
through if this is not the case (Lines & Smithwick, 2018). Using a performance benchmark
measures a change's effectiveness, celebrates early successes, and increases employee awareness
of its benefits (Aldossari et al., 2020; Lines & Smithwick, 2018). The organization should
consider employee workloads when implementing changes (Aldossari et al., 2020).
Motivational Influences
A gap analysis must also consider motivational influences. Motivation arises from a
person's belief in their abilities and the expected outcome of their actions (Clark & Estes, 2008;
Schunk & Usher, 2019). Achieving goals and solving operational, performance and human
capital problems require motivation (Clark & Estes, 2008; Schunk & Usher, 2019). The
acquisition of skills, knowledge, strategies, beliefs, and attitudes occurs through interaction with
people (Schunk & Usher, 2019). Individuals gain insight into the appropriateness, usefulness,
and consequences of their behavior through observation and interaction with others (Schunk &
Usher, 2019).
Choice, persistence, and mental effort are the three primary indicators of motivation
(Clark & Estes, 2008; Pintrich, 2003; Schunk & Usher, 2019). Work and personal factors

44
influence a person's motivation. Choosing to work towards a goal, working toward it until it is
achieved, and investing in the mental effort are critical factors (Clark & Estes, 2008; Pintrich,
2003; Schunk & Usher, 2019). People are motivated by their goals, their commitment to them,
and the expected outcomes (Bandura, 1998; Clark & Estes, 2008; Pintrich, 2003; Schunk &
Usher, 2019). People who do not believe their actions will result in the desired outcomes are less
likely to act (Bandura, 1998). Effective and consistent control under challenging circumstances
requires skills and a strong sense of efficacy (Bandura, 1998).
Self-Efficacy Theory
Self-efficacy is the belief that individuals can organize and competently execute actions
to achieve specific goals (Aguinis & Kraiger, 2009; Bandura, 1998; Pintrich, 2003; Schunk &
Usher, 2019). Management may involve regulating one's motivation, thought processes, affective
states, or actions or changing the environment, depending on what one wants to accomplish
(Aguinis & Kraiger, 2009; Bandura, 1998; Pintrich, 2003; Schunk & Usher, 2019). According to
Bandura (2008), developing a strong sense of efficacy can be achieved through mastery
experiences. Success strengthens an individual's self-esteem. Social models strengthen
individuals' self-belief through vicarious experiences (Bandura, 1998). A person becomes more
confident that they can accomplish similar tasks if they see other individuals with similar
backgrounds succeed through sustained efforts (Bandura, 1998). The influence of models in our
lives goes beyond simply providing us with a social standard to measure ourselves. Competent
models transmit knowledge to observers through their behavior and thinking (Bandura, 1998).
Persuasion by social means is another method of increasing the belief that people can succeed
(Bandura, 1998). Those verbally convinced that they can master a given task will likely mobilize
significantly more effort and maintain it than those who harbor self-doubts and dwell on failures

45
(Bandura, 1998). Efficacy builders go beyond conveying positive appraisals of capability. People
are more likely to succeed in structured situations that lead to success than in prematurely placed
situations where they are likely to fail—individuals measure success by their efforts to improve
themselves (Bandura, 1998).
Organizational Influences
An organization's culture describes its core values, goals, beliefs, emotions, and processes
that have evolved over time within its work environment (Clark & Estes, 2008). If the people in
an organization do not change, the organization will also not change (Clark & Estes, 2008;
Schneider et al., 1996). The sustainability of a change depends on the prevailing conditions in
which it is launched and implemented (Clark & Estes, 2008; Schneider et al., 1996). There is an
interconnection between climate and culture. The organizational culture (values and beliefs)
determines how employees interpret policies, practices, and procedures (climate) (Clark & Estes,
2008; Schneider et al., 1996). A sustainable organizational change occurs when its members'
experiences (climate) and what the members believe the organization values (culture) change
(Clark & Estes, 2008; Schneider et al., 1996). Culture is created and exists in settings where
people work together to accomplish something (Clark & Estes, 2008; Gallimore & Goldenberg,
2001). Cultural models are shared mental schemas or normative understandings that profoundly
influence how the world works or should work. (Clark & Estes, 2008; Gallimore & Goldenberg,
2001). As cultural models are so familiar, they are often invisible to those who hold them (Clark
& Estes, 2008; Gallimore & Goldenberg, 2001).
Communication
Effective change communication should (a) explain why the change is required by
demonstrating that the organization is not where it should be, (b) demonstrate that employees are

46
capable of implementing the change, (c) successfully argue that the measures taken are
appropriate, (d) convince employees that they will receive support during the change
implementation process, and (e) emphasize that an employee's self-interest is not at stake
(Armenakis & Harris, 2002; van der Voet, 2016). Understanding the reasons for the change may
encourage employees to support it (Armenakis & Harris, 2002; van der Voet, 2016). Clear
communication of implementation plans assists employees in understanding the scope of the
project and its timeline (Armenakis & Harris, 2002; van der Voet, 2016). A high-quality
communication strategy minimizes the likelihood of surprises and uncertainty when
implementing changes (Armenakis & Harris, 2002; van der Voet, 2016).
Creating a Vision for Change
Creating a vision is emphasized in most leadership frameworks (Cummings & Worley,
2009). An organization's vision outlines its core values, purpose, and envisioned future
(Cummings & Worley, 2009). A vision can serve as a valuable guide for designing,
implementing, and assessing organizational changes (Cummings & Worley, 2009). By giving
members a compelling reason to support change, the vision can also energize commitment to
change (Cummings & Worley, 2009).
Two components of an organization's envisioned future can be communicated to its
members: (1) Bold and valuable outcomes that describe its future. Additionally, the outcomes
can serve as a means of evaluating progress and setting goals for change; (2) the desired future
state, as part of the envisioned future, provides a detailed description of how the organization
should look in order to achieve bold and valuable results (Cummings & Worley, 2009). A
passionate and engaging vision statement aims to engage the organization's members. For an
organization to be effective, leaders need to actively describe a desired future and energize

47
commitment to that future (Cummings & Worley, 2009). Leading organizations encourage
participation in developing their vision to obtain broader input and support (Cummings &
Worley, 2009). Table 1 depicts the knowledge, motivation, and organizational influences and
assessment, while Figure 2 illustrates the KMO Conceptual Framework.
Table 1
Knowledge, Motivation, and Organizational Influences and Assessment
Knowledge Influence Knowledge Type Knowledge Influence
Assessment
Entrility mid-level leaders need knowledge of
the organizational goals to achieve the
organization's most important objectives.
Declarative Interviews
Entrility mid-level leaders must be able to
effectively lead change, create an
environment where people accept and
embrace change, and utilize best practices to
sustain it.
Procedural Interviews
Motivation Influence Motivation Influence Assessment
Entrility mid-level leaders need to believe that
they can effectively implement organizational
change.
Interviews
Organizational Influence Organizational Influence Assessment
Entrility mid-level leaders need to clearly and
effectively communicate organizational
changes to obtain support and maintain
change sustainability.
Interviews and Document/Artifact Review
Entrility mid-level leaders need to create a
clear vision to encourage commitment to the
change and the organization’s future.
Interviews and Document/Artifact Review
Summary
In summary, as the world's population grows, energy consumption will increase,
necessitating investments in clean energy policies and renewable energy sources to power
electric grids, reducing carbon emissions into the atmosphere (Chen et al., 2021; Fan et al., 2019;

48
Madurai Elavarasan et al., 2020; Obama, 2017; Owusu & Asumadu-Sarkodie, 2016; Turner,
2022). Electric utilities are transitioning from monopolistic production-based environments
towards customer-focused orientations, prioritizing customer satisfaction and meeting or
exceeding customer expectations (Bhattacharya et al., 2020; Jou et al., 2022; Satapathy, 2014).
There is a need for effective change leadership in the electric industry to address the challenges
associated with implementing large-scale transformational changes that create systemic,
regulatory, and stakeholder-resistance barriers (Aitken & Higgs, 2009; Cummings & Worley,
2009; van der Voet, 2016; Weick, 1995). Clark and Estes's (2008) gap analysis allows for
identifying and addressing knowledge, motivational, and organizational performance gaps.
Achieving performance excellence requires identifying and addressing the underlying causes,
modifying knowledge and skills, and adjusting motivation (Clark & Estes, 2008).

49
Chapter Three: Methodology
The purpose of this chapter is to describe the research design and methods used for
identifying, gathering, and analyzing data applicable to the systemic, regulatory, and
stakeholder-resistance barriers impacting mid-level leadership from effectively implementing
organizational change within electric industry companies. The details of the study sample, data
collection procedures, and instrumentation used in this qualitative improvement study follow.
Finally, the chapter discusses trustworthiness, credibility, ethics, limitations, and delimitations
relevant to the study.
Research Questions
The research questions that guide this study are as follows:
1. What are the knowledge and motivation barriers impacting mid-level leadership from
effectively implementing organizational changes within the electric industry?
2. What are the organizational barriers impacting mid-level leadership from effectively
implementing organizational changes within the electric industry?
Overview of Design
The problem of practice focuses on the electric industry and the systemic, regulatory, and
stakeholder-resistance barriers, adversely affecting mid-level leadership from effectively
implementing organizational change initiatives. Social constructivism asserts that individuals
construct subjective meanings about their experiences based on the environment in which they
live and work (Creswell & Creswell, 2017). A qualitative approach involves understanding how
people interpret and construct their worldviews with their lived experiences (Merriam & Tisdell,
2022). The social constructivism paradigm best aligns to inquire about organizational change
failures in the electric industry, which supports a qualitative research approach, using interviews

50
as a primary data collection and a review of documents and artifacts as secondary. The Clark and
Estes (2008) gap analysis methodology examined influences and processes that may impact midlevel leadership's ability to implement organizational change effectively. Qualitative data was
collected to assess and validate knowledge, motivation, and organizational influences on midlevel leadership's ability to achieve organizational goals.
Table 2
Data Sources
Research Questions Interviews Documents and Artifacts
RQ1: What are the
knowledge and motivation
barriers impacting mid-level
leadership from effectively
implementing organizational
changes within the electric
industry?
X
RQ2: What are the
organizational barriers
impacting mid-level
leadership from effectively
implementing organizational
changes within the electric
industry?
X X
Research Setting
I conducted the research at Entrility, a regulated electric industry located in the western
region of the United States. With over 2000 employees in three geographical locations, Entrility
provides electrical services to more than 400,000 customers. In their commitment to a cleaner
and more sustainable energy future, Entrility has established aggressive renewable portfolio
standards to add a diverse mix of renewable energy sources to their electric grid. Thus, Entrility
is well underway and laser-focused on meeting its established renewable energy goals.

51
As part of its effort to shift customers' behaviors and consciousness toward conservative
and environmentally sustainable electrical consumption and technology usage, Entrility has
invested in innovative technologies and developed customer choice programs, marketing, and
educational outreach. Furthermore, Entrility is transitioning from a predominantly productionoriented environment to a service-based environment.
Entrility faces many transformational changes on its horizon, associated with systemic,
regulatory, and stakeholder resistance barriers that impact organizational change, making it an
ideal candidate for this improvement study. Customer satisfaction and delivering an exceptional
customer experience are among Entrility's top priorities. Several initiatives are underway to
improve performance, increase operational efficiencies, reduce operational costs, and reduce
customer electric rates. As a regulated utility, rates are set and subject to review by an electric
industry commission. Entrility has adopted a performance-based ratemaking approach in recent
years rather than a traditional ratemaking method.
In qualitative research, a sampling approach should maximize discovery and insight and
obtain salient information about the investigated core problems (Merriam & Tisdell, 2016). This
purposeful convenience study employs a criterion-based selection process. The mid-level leaders
recruited for this study work for Entrility as supervisors, managers, or directors with at least one
year of experience managing two or more employees and implementing organizational change.
In addition to implementing the systemic and regulatory changes within the organization, midlevel leaders are responsible for managing the stakeholders affected by these changes.
The Researcher
I work at Entrility as a Customer Service Improvement Manager. In this study, I
examined the complicated phenomenon involved in interviewer-respondent interactions, such as

52
bias, power dynamics, predispositions, attitudes, and physical characteristics that affect the
elicited data and engagement (Merriam & Tisdell, 2022). I have prior knowledge of the power
dynamics and challenges at Entrility, as well as working assumptions that may lead to biases in
the study. Participants in the study have varying levels of professional relationships with me, and
I am not responsible for supervising any of the participants. By systematically and consciously
using reflective field notes, the researcher mitigates important considerations by capturing his or
her frame of mind, ideas, concerns, feelings, and prejudices (Bogdan & Biklen, 2007).
Data Sources
This research study used a qualitative approach to data collection. Interviews are the
primary data collection method. Document and artifact review are the secondary methods.
Interviews
Interviews are the primary method of data collection used for this study. Researchers can
explore and ask open-ended questions using an interview guide approach (Johnson &
Christensen, 2013).
Participants
The study used a purposeful convenience approach for sampling and recruitment. I
compiled a list of approximately 20 participants. I knew the participants and knew that the
participants had prior experience leading organizational changes, such as implementing
customer-facing technology, establishing new customer programs, and leading organizational
restructuring, to name a few. I do not supervise these potential participants. The sample size for
this study was 12 participants. The study reached a saturation point. There is a saturation point
when no new information is forthcoming (Merriam & Tisdell, 2022). The participants of this
study were mid-level leaders with a supervisor, manager, or director title, employed by Entrility,

53
with one or more years in the position, managing two or more direct reports, and having
experience implementing organizational change at Entrility. Since participants must have
experience leading organizational change implementations at Entrility, the criteria are vital to
answering the research questions.
Instrumentation
This study applied a semi-structured interview approach. A semi-structured approach
includes structured and unstructured questions, allowing the researcher to respond to the
situation during the interview (Merriam & Tisdell, 2022). There were 13 open-ended questions
aligned with the two research questions for the study (see Appendix A). Additionally, the
questions aligned with the improvement study's key concepts: organizational goals (knowledge),
leading change (knowledge), self-efficacy (motivation), creating a vision (organization), and
communication (organization). The researcher has considerable latitude in exploring topics,
allowing the participant to shape the interview's content (Bogdan & Biklen, 2007).
Data Collection Procedures
The study used a synchronous online interview approach using Zoom's video
communication platform and an artificial intelligence real-time transcription service, Otter.ai.
The participants had access to a computer and Zoom. I conducted interviews from my home
office. Participants took the interview in a space free from distractions and an area where the
participant could speak comfortably. The interviews were approximately one hour. Participants
provided consent to record the interview. Zoom stored the recordings at a secured online data
warehouse. The researcher and institutional review boards considered the ethical issues when
using information and communication technology. Although unlikely, the recordings could be
compromised (Merriam & Tisdell, 2022). Therefore, to ensure the security and confidentiality of

54
recordings, I reviewed, confirmed, and validated Zoom's and Otter.ai's privacy statements and
security protocol.
Data Analysis
Using Clark and Estes' (2008) gap analysis, I analyzed the mid-level leaders' knowledge,
motivation, and organizational performance gaps related to systemic, regulatory, and stakeholder
resistance barriers impacting change implementation. This analysis involved qualitative coding
of interview data using priori and axial codes that align with knowledge, motivation, and
organizational influences. A priori codes are pre-defined coding schemes that evolved when data
analysis themes emerged (Lewis, 2015). Axial codes are open codes that group related data
pieces to create relationships derived from qualitative data analysis's interpretive and reflective
meaning (Merriam & Tisdell, 2022). In addition, the data analysis involved an independent
analysis and holistic examination to identify themes that provided the basis for the findings.
Document and Artifact
This study used a review of documents and artifacts as a secondary method of collecting
data. Included in the document and artifacts review were online sources as well as other digital
sources of information. The information provides a deeper understanding of the subject.
Instrumentation
The study utilized documents and artifacts data collection available through public
sources, such as Entrility's website, the government's website, the electric industry commission's
website, and other public sources. A document review is especially effective for eliciting
meaning, generating empirical knowledge, analyzing contemporaneous and historical practices,
and triangulating data (Merriam & Tisdell, 2016). It is usually possible to find documents before
launching the study, such as business plans, financial reports, contemporary records, and

55
memoranda, which can supplement the data gathered through other methods (Creswell, 2014;
Merriam & Tidell, 2016).
Data Collection Procedures
A comprehensive analysis of publicly accessible and sourced documents, primarily
online, was undertaken. In order to gain deeper and enriched insights into the organizational
influences, I analyzed the collected documents. Among the documents were business plans,
reports, and memoranda.
Data Analysis
The study used Clark and Estes' (2008) gap analysis to analyze mid-level leaders'
organizational performance gaps related to systemic, regulatory, and stakeholder resistance
barriers impacting change implementation. This analysis involved qualitative coding of interview
data using priori and axial codes aligned with the organizational influences. In addition, the data
analysis involved an independent analysis and holistic examination to identify themes that
provided the basis for the findings.
Validity and Reliability
The study used triangulation, optional interviewee transcript verification, adequate
engagement in data collection, reflexivity, and rich, thick description strategies for promoting
validity and reliability. These strategies were instrumental in ensuring the credibility and
trustworthiness of the findings from the interview. The researcher uses triangulation to crosscheck and compare data collected from multiple data sources (Merriam & Tisdell, 2022). The
application of triangulation increases credibility and quality while ensuring the study's finding is
beyond a single method, single source, or single investigator blinder (Merriam & Tisdell, 2022).
Participants in the interview were Entrility employees. This study included an optional interview

56
transcript verification to enhance its trustworthiness. The participant had an opportunity to
review the transcript for accuracy, but this was not a requirement for using the data collection.
According to Merriam and Tisdell (2022), researchers solicit feedback from individuals
interviewed.
After spending sufficient time collecting data for the study, a saturation point was
achieved (Merriam & Tisdell, 2022). As part of the research process, I intentionally engaged in
critical self-reflection, recording biases, assumptions, worldviews, theoretical orientations, and
relationships that may influence the study (Merriam & Tisdell, 2022). Furthermore, the research
provided readers with rich, detailed descriptions to quickly identify the alignment between the
situation and research context, thus facilitating the transferability of findings (Merriam & Tisdell,
2022).
Ethics
This study followed the University of Southern California (USC) Institutional Research
Board (IRB) guidelines. USC's IRB adhered to the ethical principles outlined in the Nuremberg
Code and the Report of the US National Commission for the Protection of Human Subjects of
Biomedical and Behavioral Research (1978) for its approval process. The federal government,
institutions, and professional associations have created policies, guidelines, and codes of ethics
to "do no harm" to participants in a research study (Merriam & Tisdell, 2022). Sufficient
information about the study enabled participants to make an informed decision regarding
participation. Participants knew they could withdraw from the study at any time. Adequate
precautions were in place to protect the study participants from unnecessary risk. Finally, the
Collaborative Institutional Training Initiative certified me as a qualified investigator before
starting the study.

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Chapter Four: Findings
This improvement study aims to examine the knowledge and motivation of mid-level
leaders at Entrility as well as the organizational barriers impacting the effective implementation
of organizational change initiatives. The study used the literature review and conceptual
framework outlined in Chapter Two, which examined assumed knowledge, motivation, and
organizational influences necessary for leaders to achieve Entrility's performance goals. Using
Clark and Estes' (2008) gap analysis, the study identified performance gaps that prevent Entrility
from achieving its performance goals The research questions guiding this improvement study
are:
RQ1: What are the knowledge and motivation barriers impacting mid-level leadership
from effectively implementing organizational changes within the electric industry?
RQ2: What are the organizational barriers impacting mid-level leadership from
effectively implementing organizational changes within the electric industry?
Research Question 1
What are the knowledge and motivation barriers impacting mid-level leadership from
effectively implementing organizational changes within the electric industry? In response to
research question one, there were five findings related to knowledge and motivation influences.
Organizational goals (declarative) and leading change (procedural) are examples of knowledge
types that aid stakeholders in achieving their performance goals. Organizational goals should be
expressed in concrete, challenging, and current performance goals for individuals and teams
(Clark & Estes, 2008). A clear understanding of organizational goals is essential to achieving the
organizations most important objectives (Clark & Estes, 2008). Some of the best practices and
skills to assist leaders with change are, leveraging change agents, effective communication about

58
the change, job specific training, leadership commitment, performance benchmarks, and
workload adjustments (Aldossari et al., 2020; Lines & Smithwick, 2018). Stakeholders need
information, job aids, or training when they do not know how to accomplish their performance
goals (Clark & Estes, 2008). A motivational theory such as self-efficacy describes motivation
performance gaps. The stakeholders' belief in their skills and capability is essential to
commitment and quality of work (Clark & Estes, 2008). The high-level findings that answer
RQ1 are: (a) mid-level leaders are unable to construct meaning and conceptualize the renewable
energy future and customer-centric progressive organization goals, (b) mid-level leaders do not
know how to lead complex organizational changes toward goal attainment, (c) mid-level leaders
do not know how to utilize the change management methodology effectively, (d) mid-level
leaders do not know how to engage stakeholders in the change management process, and (e)
mid-level leaders lack the confidence to lead organizational changes.
Conceptualizing Complex Goals Can Be Abstruse
The interview data demonstrated the customer-centric progressive company and
renewable energy future goals can be difficult for mid-level leaders to understand. As evidenced
in the interview data, leaders are unable to construct meaning and conceptualize complex goals,
as evidenced in the interview data. There were 12 of 12 participants (100%) who recognized that
the complex and dynamic nature of the organization makes it difficult to conceptualize and break
down the organization's goals into constituent parts and relate them to the overall purpose. For
example, Participant 12 (P12) articulated,
…the business is not easy. It's a very complex business and utility, and ratemaking itself
is huge and very complex. And it's not something anyone in the private sector would
understand until you're in it. Because it does take a lot.

59
P12 highlighted that it requires a great deal of knowledge and expertise to navigate the complex
rules and regulations governing the electric industry. Concerning the complexity of
conceptualizing the goals, Participant 3 (P3) stated, "…if you've never experienced something,
sometimes it's hard to visualize what it can be." With a similar sentiment, Participant 6 (P6)
indicated, "…they're not understanding what the change is about…why it's so complicated."
Moreover, Participant 7 (P7) opined that "…the change was personally scary. To me, big change
can be scary." The participants' comments highlighted the difficulty in understanding the
complexities of transformational change and the potential for fear and confusion that comes with
it. Participants had never experienced this before, making the organizational goals challenging to
understand. Ultimately, the complexity of understanding the organizational goals, combined with
personal fear, makes change challenging to comprehend.
Data from the interviews indicated there is a lack of understanding of the complex
interactions between the RPS, D-CrB (pseudonym), REnewNRG Adoption (pseudonym), and
GRIP (pseudonym) initiatives. These initiatives require an in-depth understanding of the
renewable energy industry, its current and future trends, and the technology behind it. There
were nine of 12 participants (75%) that stated they were unable to conceptualize and analyze
these initiatives in a manner that will drive the future of renewable energy. P7, for example,
noted, "And how do we get there? That's a huge transformational change to go from fossil to all
renewables." Taking into consideration P7’s response, this transformation would require a
massive shift in infrastructure and investment, as well as the development of new technology and
renewable energy sources. It would require a shift in public attitudes, as people would need to
embrace using renewable energy sources instead of fossil fuels. According to Participant 4 (P4),
"...the customers themselves have the ability to generate their own electricity, really challenging

60
the status quo of a vertically integrated company." Giving thought to P4’s response, customers
generating their electricity challenges the traditional model of an electric utility, which involves
generating electricity and distributing it to consumers. By allowing customers to generate
electricity, they would no longer rely on the traditional model. Concerning the impact on
stakeholder's jobs, Participant 1 (P1) noted that "...the level of jobs or the complexity of the work
that's necessary to support that is at the higher levels of our planner group." P1 implied that the
complexity of the work required to support Entrility's initiatives was beyond the capacity of their
planner group and would require additional resources or new skills. Therefore, switching to
renewable energy will require a significant shift in how utilities operate and serve their
customers.
According to the interview data, the customer-centric and progressive organization goal
includes complex initiatives such as developing equity models, using data analytics, and
changing organizational culture. Eight out of 12 participants (67%) stated that equity models,
data analytics, and culture change initiatives are complex for leaders to comprehend and analyze
concerning Entrility's vision of a progressive, customer-centric organization. In the interview
data, it was evident that equity models can be complex for leaders to wrap their heads around. P4
browsed the internet to grasp a clearer understanding of equality versus equity and analogized,
…there's this really cool picture of three people, one adult, one teenager, and one child,
watching a baseball game over a fence. And an equal position means each of the three
individuals will get the same stepper. And the adult will actually have a better view
teenager can see, but the kid is still not able to see the baseball game. Equity actually
means the adult doesn't need that stepper, the teenager needs one stepper, and then the

61
little child needs two steppers. So that everyone can see the baseball game. That picture is
super easy to understand what the difference between equality and equity is.
When translating the analogy to the electric industry, equality means that ratepayers pay the
same rate regardless of their needs. The analogy further highlighted that equity means Entrility
developing an equity ratemaking model that is fair and based on the ratepayer's needs.
Additionally, customer-centricity can be difficult for leaders to understand and integrate into
their organizational culture. Participant 2 (P2) discussed the organizational structure and the need
for change, "it gets confusing after a while it's really to change our…organization from how we
manage today and how we serve our customers." Taking note of the impact of the cultural shift
on customers, Participant 6 (P6) stated,
…you can't just turn on the sun or turn on wind. So, we have to change how people
perceive their use and understand their use of energy… educating people more and more
on how they're using energy, how they can more efficiently use it.
Therefore, leaders must understand these concepts to successfully implement Entrility's vision of
a progressive, customer-centric organization. In summary, leaders must better understand these
concepts and strategies to ensure the successful implementation of Entrility's renewable energy
future, customer-centric progressive organization goals, and how to effectively lead these
changes.
Change Leaders Need Procedural Knowledge for Goal Attainment
Data from the interview indicated that leaders must understand how to lead
organizational changes that will drive the transition to the RPS and renewable energy future. In
order to achieve RPS, D-CrB (efforts to reduce carbon footprint), REnewNRG Adoption (efforts
to increase renewable energy generation sources), and GRIP (efforts to modernize the electrical

62
grid) which are Entrility initiatives to diversify the electrical grid with clean, renewable energy
sources, and according to the interview data, approximately 75% of the participants require
procedural knowledge and skills to achieve renewable energy future objectives, which include
adopting renewable energy, transitioning from fossil fuels to renewable energy sources, and
reaching the milestones of GRIP. P3's response was typical of the GRIP sentiment,
… we've got some really big targets in the GRIP [pseudonym] where we want to achieve
in different milestone dates…how are we going to achieve those…kind of really
understanding how can we make an impact in renewable energy or renewable energy
adoption?
P3's response demonstrated that they understand the need for renewable energy and have set
ambitious goals but still need to determine how to achieve them. Regarding the transition to
renewable energy sources from fossil fuels, P6 stated, “…we want to implement more and more
renewable energy so that we can get off of fossil fuels. That reduces the carbon footprint,
eliminating it almost." While P4 expressed the challenges associated with the transition away
from fossil fuels,
…we need to be able to accept all of those different types of generation that's not
controllable by the utility and still be able to keep the lights on in a reliable and resilient
way that is going to be immensely challenging.
Based on P4's response, renewable energy is intermittent and unpredictable, so the grid must be
able to handle surges and dips in energy production to maintain a resilient and reliable system. It
is evident from the interview data that understanding renewable energy systems and how the
systems integrate into existing infrastructure requires explicit procedural knowledge. It also
requires an understanding of the economic, political, and social impacts of renewable energy

63
systems. Participant 5 (P5) discussed the economic and social impacts of a renewable energy
program that incited interest among local businesses and residents:
The heart of what we envision and community solar to be like truly community-based,
where a grocery store or electronics store decides to use their rooftop and make it
available for the community and, install a solar system, and sell subscriptions that benefit
the community. And we learned that some of these businesses and nonprofit
organizations were willing to do this at their cost. They didn't even want to make money.
Some of them had ESG (environment, social, governance) type goals. Others wanted to
improve their relationships with the community. But, what we were hearing is that there
was a lot of interest in this segment.
During the interview, P5 discussed that Entrility established a community solar program to
capitalize on the social interest and potential economic benefits to the community. P5 went
further to convey what transpired:
And what happened is when we went live, our expectations were reversed. Today, we
have zero applications for these smaller application-based procurements. None of the
electronic stores none of the nonprofits took the steps to actually create a project.
Participant 10 (P10) furthered the "serving customer" sentiment, "…we service the
customers…in the best way possible to make sure that we stay on track with…our sustainability
goals and…making sure that we are considering social, economic, and our environment."
Leading a transition to renewable energy, in addition to a customer-centric progressive
organization, requires both procedural and systemic knowledge, as well as an understanding of
the economic, political, and social implications of such decisions.

64
To achieve the company's goal of becoming a customer-centric progressive organization,
several participants articulated the need to understand how to utilize key performance indicators,
data, and reports to aid in making decisions and establishing an equitable equity model.
Approximately 75% of the participants require procedural knowledge and skills to achieve the
customer-centric progressive organizational goal. Aiming for a customer-centric progressive
organization, P12 put this succinctly:
If you want to become the best of the best, and you want to be world-class, and you want
to ensure that we are thriving and meet the goals of renewables, you have to have an
environment that's innovative; you have to have an environment that holds people
accountable. You have to have an environment that recognizes high achievers; you have
to have an environment that supports all of that as a leader. And for me, is our company
there yet? No, I don't feel that. I think that I struggle a lot with that.
P12 highlighted the need to create a nurturing environment where leaders encourage employees
to reach their goals, reward them for their accomplishments, and give mentorship and guidance.
P2 emphasized the importance of using operational data to ensure success in customer-centric
endeavors:
What I call it is we "manage just to survive" without leveraging all the specific data,
operational data with operational goals, and to match every individual and every step of
the process in order to improve our customer's experience as well as to increase
operational efficiency
Lastly, concerning establishing an equity model, P4 articulated, "How do we create an economic
model that's fair to everyone? So that with or without solar, everyone's bill actually ended up
going down, and we can still keep the light on." To ensure an equitable model that achieves

65
customer satisfaction, P4 emphasizes the need for an economic model that is both fair and
beneficial to all parties involved so that even those without solar can see a decrease in their bills.
Furthermore, utilizing an effective change management methodology is necessary to achieve the
customer-centric progressive company and renewable energy future goals.
Effectively Utilizing a Change Management Methodology
Several participants communicated that a successful change requires effective change
management and leaders need procedural knowledge of the methodology to conduct change
management effectively. The interview data also demonstrated that leaders need to understand
the change management process and how to use the right tools and strategies to ensure successful
change. Change management requires a structured approach, with specific steps and strategies to
ensure stakeholders accept, implement, and sustain change (Hiatt, 2006). There were 10 of 12
participants (83%) who strongly suggested that change management is necessary but did not
thoroughly understand how to implement the process. For example, P3 notes, "In a concerted
effort in change management, change readiness…really understanding that it's a discipline that
we need to employ and become really comfortable with." P6, in a similar sentiment, elaborated,
"People that don't really understand why we need to do the changes and help to facilitate them
…I think that our leaders would benefit from more change management training." P7 explained,
change management certification, I think it really makes a difference because now there's
a whole body of study that's built up around this…I think that's why change management
is so important. It's a process of bringing everybody along so that you don't have that bad
result at the end of the day.
P12 made the connection and succinctly stated,

66
So, I think if we're going to do change management, we need to be consistent. It's not
some and some miss. And I think we need to instill each leader, which would be the
directors and even the executives, of the importance of change management, and they
practice it as well.
Participant 9 (P9) went further and conveyed, "There are so many of these things happening if
maybe it can be embedded in the culture…maybe that's where organizational change
management, it would be helpful to make it a part of the culture…" Leaders must have an
extensive understanding of the process of change management, in addition to actively practicing
and integrating it into the organization's culture. Change management requires a strong
commitment from organizational leaders ensuring that the organizational goals and objectives
are clearly communicated and tracked.
Engaging Stakeholders in the Change Management Process
It was evident in the interview data that managing change requires leaders to understand
stakeholders' needs, engage them in the change process, and create alignment among
stakeholders. According to the interview data, leaders need to understand the goals and
objectives of the change, identify key stakeholders and their needs, and create strategies to
engage all stakeholders in the change process. They also need to create alignment among
stakeholders to ensure that the leaders implement the change effectively and that all stakeholders
will have the support they need. The 12 of 12 participants (100%) believed that stakeholders
should be involved in the change process but did not know how to engage them effectively. For
example, P3 explained, "…unfortunately, it happens more often than we would like. A system
gets replaced, or just a new process flow and people who are stakeholders were not involved in
anything. And we find out later, once it's live." P3 highlighted the importance of involving

67
stakeholders in decision-making to ensure a successful outcome. Using an example from a prior
experience in which stakeholders were not engaged at the outset, P4 expressed a similar
sentiment,
I had a leader that wanted to do it all and not rely on the IQ that the team had because we
were short on time. And he was confident that he could figure this out. That was a
learning experience for me, too. Don't do that!
P4 highlighted the importance of leveraging the stakeholders' collective intelligence to
understand the project better, even when the project is time-sensitive, making sure not to waste
valuable resources. Participant (P8) elaborated, "…you lose that connection with your people.
They don't feel that they can come to you. The natural consequences of that are either they will
make mistakes, or they will leave." Without engagement, detrimental consequences may result.
Moreover, leaders should clearly understand stakeholders' needs and how change impacts
them. The 12 of 12 participants (100%) believed leaders should understand the needs and
impacts of the change to stakeholders; however, leaders do not demonstrate a consistent
commitment to implement it. According to P9,
…how are they [stakeholders] going to make it better if they don't know what they want?
And we have that challenge all the time, like with a new process. You're talking to the
stakeholders who are going to have to use whatever. You're trying to squeeze out of them
what they need. And they won't tell you, or they can't tell you, I guess. And it's like, how
are we going to make this right for you if you can't tell us what you want? So I don't
know how to resolve that.

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It can be challenging for leaders to navigate when stakeholders may be reluctant to share their
needs due to fear of the unknown or because stakeholders do not know how to express them. P1
stated,
The toughest barrier is just more on the people's side. And that's the desire part of it. So,
being able to effectively win people over and basically get them to buy into whatever that
change is. I think that's definitely a barrier. A tough thing is typically the desire from
people within the group or any stakeholder that might be involved or impacted by the
change.
Leaders cannot effectively understand the stakeholders' needs to influence their willingness to
change and obtain their support for the change. Leaders must sometimes lead politically
motivated changes. Participant 11 (P11) further elaborated,
But you know we can't please everybody. So, at some point, we have to decide and move
on… I feel like politics or other types of drivers push that further…decisions are made
not necessarily because its best or even economic, sometimes…but of what they're
driving towards…not including everybody until decisions are kind of more final is
because if not, it creates havoc or excitement before you can actually get it
communicated properly.
Leaders face a significant challenge when communicating politically motivated changes where
stakeholders may not be inclined to accept them.
Organizational changes require alignment across stakeholders. The 12 of 12 participants
(100%) acknowledged that they did not know how to align stakeholders in order to achieve
organizational change effectively. There is a disconnect between the organizational structure and
the work environment. For example, P11 stated,

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We're such a segregated company…So, I have to build relations with people to get people
to align to what we want to change…there are some people I can build relations with easy
and some people that I don't, and the ones that I don't, I have a harder time to actually
make any kind of changes with…some of them I slowly build trust with them, and some
of them I just avoid.
P9 shared a similar sentiment and conveyed,
Sometimes, it's challenging because if you don't see eye to eye with someone, it can be
seen as a roadblock or obstacle. But a lot of times, I think in reality, we see things
differently. And so, even though you see things differently, how can you make sure
you're heading towards the same direction?
It is crucial to have an open dialogue with the other person and try to understand their point of
view. It is also essential to be open to compromise and find solutions for all parties involved.
Getting alignment at the executive level and with external stakeholders can be challenging for
leaders. P4 noted,
We have over 15 executives in our companies. And if you ask them, should we turn left
or right, someone's going to say don't move, some will say go up or down, and some will
say left, and someone will say right, and we will go nowhere. And that has happened too
often.
Taking into account the experiences of external stakeholders, such as the Public Utility
Commission, P4 elaborated, "They really want a stipulated agreement amongst all parties before
they rule on it, which has made it a lot more difficult because everyone…has a different path or
intent of getting there." Achieving stakeholder alignment can be extremely challenging when
compounded by the fact that stakeholders have vastly different opinions on resolving the issue

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and are unwilling to compromise or negotiate, leading to an impasse where the issue remains
unresolved and hinders the achievement of goals. Thus, engaging stakeholders and creating
alignment in the change process, including understanding the needs and impact of change on
stakeholders, are vital for successful change management and, more importantly, ensuring that
change leaders are confident in their ability to lead change.
Leaders With Self-Efficacy Thrive in Uncertain Times
The research has found that managing organizational change requires self-efficacy.
Surprisingly, most participants suggested they had self-efficacy, and only three of 12 (25%)
participants were not confident in their ability to effectively lead change. With regards to
managing a complex work environment and navigating through the challenges, P11 stated,
I'm not confident; it is very tough, but I just try to do my best, the best I can. I'm not sure
if I'm always doing a good job or not because there's definitely always something out
there that looks way better.
In addition, P1 and P8 also expressed a lack of self-efficacy; however, despite the challenges, P1,
P8, and P11 are determined to do their best, pushing themselves to keep focus on the goals. P11
stated, "We just try and do our best…I wish we can get there." On the contrary, 9 of 12
participants (75%) had self-efficacy and were confident in their ability to lead change effectively.
The participants who stated they had self-efficacy attributed their self-efficacy to their
capabilities (25%), challenges (50%), experiences (25%), and successes, both individually and
collectively. In order to describe self-efficacy as a result of capability, P6 described, "I'm
confident…I'm not going to tell people to do something that I myself wouldn't do… I'm willing
to get into things…to help them understand…and find ways to do it." P12 expressed self-efficacy
gained through challenges, "I am highly confident…I love to work through the challenges of

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change." Regarding having experience leading in times of uncertainty, P4 stated, "I am actually
very confident to lead a team in that environment, for better or worse, because the past ten
years…uncertainty was the only thing that was certain for us."
Table 3 illustrates the participants' responses to what contributes to their high self-efficacy.

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Table 3
Reasons Contributing to Participants' High Self-Efficacy
Participant Capabilities Challenges Experience Success
P2 X
P3 X X X
P4 X X
P5
P6 X X
P7 X
P9 X X
P10 X X
P12 X X
Participants also felt that challenges were essential to their growth and success. P10 stated, "I
really love to lead, and I really love challenges…now is kind of a time where everything is so
sensitive and there's uncertainty...and I feel even more encouraged to lead." Participants felt that
the more they were successful, the more confident they became. P3 succinctly said, "…if I can
help you to be your best self, that is so cool. That's what drives me. And that's what I love to do,
help people to be their best." Finally, participants valued the support and camaraderie of their
teams. P11 expressed,
when you are able to be authentic with your employees…be as transparent as I
can…having a lot of empathy for your employees and using that as a guide to be a good
leader…that's gonna help your employees have the confidence to get through a rough
period of time."

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P11 believed that being authentic with employees also helps to create a culture of trust
and collaboration, which helps to create a positive work environment. Ultimately, a leader's selfefficacy is equally important as communicating with stakeholders.
Research Question 2
What are the organizational barriers impacting mid-level leadership from effectively
implementing organizational changes within the electric industry? In response to the research
question, four findings related to organizational influences. Organizational factors such as
creating a vision and communication may contribute to performance gaps. A clear vision and
goals, including constant communication, are critical to stakeholder performance (Clark & Estes,
2008). The high-level findings that answer RQ2 are (a) the organizational change is poorly or
inconsistently communicated, (b) organizational change cannot be managed effectively without
adequate resources, (c) training is inadequate and lacks documented processes, and (d) there is
resistance to change in the organizational culture.
Inconsistent Communication Leads to Confusion
Communication of the organizational change is poor or inconsistent as articulated by
participants. The participants indicated using various communication channels to convey
information about organizational changes. Participants reported that email and meetings were the
primary means of disseminating information. Meetings include team, town hall, organizationwide, community outreach, and one-on-one. The 12 of 12 participants (100%) expressed that the
communication process between leaders and stakeholders was highly inconsistent. For example,
P11 explained,

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I wouldn't say that we have any formal process…I kind of use the trickle-down
method…I talk to my direct reports, and they talk to their folks. But I think sometimes,
that method, the message can get diluted or changed or filtered.
P3 elaborated on the uncertainty associated with formal communication processes, "I would hope
these activities [communication] are happening throughout the organization…I think that its
ideal and making sure there's consistency. I know we're capable of doing it, but I don't know that
that is done uniformly." In a similar sentiment referring to the dissemination of inconsistent
communication about organizational changes, P12 further elaborated, "I think it depends on
where you are, who your leader is, the importance of it, it is not mandated…it's not something
that's part of the culture. It's sometimes you get it, sometimes you don't. So it's inconsistent." In
addition, leaders spend additional time communicating organizational changes, and different
systems are used, leading to inconsistency, P1 explained,
So, not only for us as leaders to learn and understand what needs to change but being able
to establish all the communication and all the documentation to be able to support the
teams through the transition and through the change using different systems.
It is essential to enforce clear and consistent communication policies across all levels. Everyone
must be on the same page and have similar communication expectations to ensure messages are
not diluted, changed, or filtered. Communication reduces uncertainty, and adequate resources are
critical to achieving goals.
Limited Resources Impedes Vision Success
The participants articulated that organizational change cannot be managed effectively
without adequate resources. Resources include financial, human, and technological resources. It
is essential to allocate adequate resources to ensure the successful implementation of

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organizational change. The 12 of 12 participants (100%) stated that the company is experiencing
a high level of change simultaneously and that additional financial, human, and technological
resources are needed to accomplish the objectives effectively. P8, for example, stated, "It is
exhausting to be a part of so many changes at such a rapid pace. I mean, they're one month apart.
The tax is the availability of time and resources really to handle what we've been doing." The tax
P8 refers to the mental and emotional toll of constantly adjusting to new changes. As the pace of
these changes increases, so does the difficulty of managing them, as it requires more resources,
time, and energy. In a dynamic work environment, where leaders must manage a high volume of
changes and facilitate complex transformational goals, it is not uncommon to experience high
levels of employee turnover. Reflecting on the high rate of turnover in the company and the need
to hire and train new people, P9 stated, "What I noticed is because people come and go, we hire
folks, and really good folks move on too, and we always encourage growth and all of that…"
There are employees in the organization who will be eligible for retirement soon, which
necessitates succession planning to ensure that knowledge does not disappear. For example, P4
noted, "Succession planning is absolutely essential for this organization to survive, and we did
not do a good job with that." Getting resources is not enough; it is also vital to ensure that the
resources can perform their duties. P2 indicated, "…choosing the right leaders, you need the
right leaders that you're going to be selecting, that have that improvement mindset." Lastly,
organizational objectives require financial resources to support the needs of people and
technology. P1 stated, "being able to have support to get the approvals and financial budget to
get resources that we feel we need." P1 highlighted that having support to make the final
approvals and to secure the necessary financial budget is essential for acquiring the resources
necessary to achieve our goals. Therefore, creating an environment that promotes growth and

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development is essential to retain the best talent and secure future human resources. In order to
retain the best talent and ensure the future of human resources, it is imperative to create an
environment that fosters growth and development.
Moreover, the interview data indicated the organization should also have a dedicated
change management practitioner to manage organizational changes. Leaders benefit from the
expertise and experience of a change management practitioner. Approximately 75% of
participants indicated that a dedicated change management practitioner is necessary. Concerning
managing the changes effectively within the organization, P1 suggested,
…it's a full-time job. And I feel like there's…enough things that are going on where you
could have at least one person focus on that. And that's all they do is be that change
management practitioner for the department for the division.
Expressing similar sentiments, P6 noted, "I definitely think that we could benefit from a lot more
change managers…relying on the change teams typically is better for me as a leader…especially
with big projects, appointing a change champion for each project". P4 recommended,
…a VP that is responsible for all organizational management such that…you report to a
single leader and everyone else over the other areas managing the organization
changes…is reporting to one person…So a leader, an executive that fully understands,
that person sees it all, then you're consistent, then your messaging is consistent, your
approach to changing things is consistent. And you don't get this double standard triple
standard kind of thing. So I think that is a key.
For this reason, it is essential to acknowledge the significance of having a change management
practitioner to ensure successful organizational change management. Organizational change
efforts will likely fail without adequate resources, leading to frustration and wasted resources.

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Inadequate Training Impede Organizational Change Success
Training for organizational change is ineffective, and documentation is inadequate as
evidenced by the interview data. Approximately 75% of the participants expressed inadequate
training, including a lack of documented standard operating procedures and job aids. As an
example, P1 noted, "Documentation, tracking performance, and making sure that we're hitting
the goals and seeing the improvements and stuff, I think, is another part of the training." Without
proper training, stakeholders cannot implement the changes correctly. P9 stated, "Okay, the
training sucks. The vendor doesn't provide decent training. Well, I'm going to make my own
[training]. And give me time to have this extra training." Unfortunately, leaders must develop
additional training to address the shortcomings of external vendors' training. The trainer should
be experienced and knowledgeable to ensure the training curriculum design is good enough to
meet learning objectives. P1 expressed, "You really need to know it internally. We need to
probably have someone to take on and step up and come into that role internally. So that's
definitely something that we need somebody to kind of lead that effort." Moreover, in order to
develop stakeholders, more formalized training is required. P1 further elaborated, "…we're going
through that process right now, improving training…establishing a more formalized training
curriculum…continuing to build that training program is part of our goals." P1 believed that
more formalized training is necessary to ensure that the stakeholders are adequately informed
and knowledgeable about the organization's goals and objectives to better contribute to the
organization's success.
According to the interview data, inadequate documentation can lead to errors and a lack
of accountability. Without adequate documentation, tracking changes or evaluating their
effectiveness will be difficult. For example, P2 stated, "We really need to have well-documented

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goals, policies, processes, roles, responsibilities…to put our folks in a position to succeed."
Leaders must invest considerable time and effort in developing job aids and toolkits. In a similar
sentiment, P3 noted, "…we're all spending time on kind of making our own toolkits and job
aids…we need to develop some standards [job aids] and tools for leaders…to be able to leverage
versus people kind of developing things on their own." By providing stakeholders with
standardized job aids and toolkits, leaders ensure they have the resources and tools they need to
perform their jobs efficiently. Training and documentation are essential to ensuring the
successful implementation of changes, although addressing resistance to change is equally
important.
Resistance to Change Impede Change Success
It was evident in the interview data that there is resistance to change in the organizational
culture. Change can be difficult for stakeholders, as it disrupts the status quo and requires them
to learn new skills and attitudes. Change can create uncertainty about the future, which can be
unsettling. Stakeholders may not be willing to give up something they are familiar with to make
room for something new when a change occurs. There were 11 of 12 participants (92%) who
expressed there is a culture that is risk-averse and resistant to change. Leaders must be aware of
the potential for resistance to change and adequately prepare to address it. They should also
create an environment encouraging employees to take risks and accept change. For example, P3
explained, "If something you've done one way your entire career, it's sometimes hard to even
understand why is it even necessary to change. Why should we ever change or do anything
different? I've always done it this way!" Expressing a similar sentiment, P7 stated, "I think it's
just human nature, sometimes it's hard for us to accept change…most people like the comfort
zone…if you bring change on and you do it fast, people would resist. They were happy where

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they were." P3 and P7 refer to the natural resistance to change associated with familiarity and
routine. Breaking out of one's routine to try something new can be challenging for someone who
has become accustomed to doing things in a certain way. Risk aversion can contribute to
resistance to change. P10 noted, "…some [people] are not risk takers…I think they are avoiding
risk, and they're avoiding change because they're uncomfortable, without even trying it, or
without even tackling it head on." Regulatory environments are unique and complex and may
inadvertently convey a sense of adverse risk. P4 put this succinctly:
…we are still a utility, we're not a startup company that could take a big risk at the cost to
the customer or at the risk of losing electricity. We still need to do the due diligence. So,
the word "innovation" in organizational change has been a little bit of a challenge.
P12 similarly believed, "…being regulated it also creates a sense of or a culture where there's a
fear in risk-taking because of that oversight [regulatory]." P4 and P12 suggested that a utility
needs to be more conservative in its approach to organizational change, as it needs to ensure that
any innovation does not put customers or electricity at risk. P4 also suggested that they must be
more thorough in their due diligence to ensure that any innovation is not too risky. A culture of
resistance to change exists within an organization. The change process may be challenging for
employees since it disrupts the status quo and may inadvertently convey a sense of adverse risk.
Consequently, organizations must deal with resistance to change for change to be successful.
Document Analysis: No Significant Finding
A comprehensive analysis of publicly accessible and sourced documents, primarily
online, was undertaken to gain deeper and enriched insights into the organizational influences.
Among the documents reviewed were business plans, reports, and memoranda. However, after a

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thorough analysis of the data, no significant findings were found to answer research question
two.
Summary
In summary, mid-level leaders may not have the technical knowledge to understand the
complex goals of a customer-centric progressive company and a renewable energy future. They
may also be unable to construct meaning out of the goals, as they may not understand the full
implications of those goals or the strategies required to achieve them. Mid-level leaders need to
be able to understand the complexity and dynamics of the goals, have the knowledge and skills
to use the change management methodology and have the ability to engage stakeholders in the
process. Mid-level leaders must attain the goals and objectives of the change initiative. Selfefficacy is confidence in one's ability to complete a task. Mid-level leaders need to have selfefficacy to be successful, as it allows them to take risks and make difficult decisions necessary to
achieve the goals and objectives of the change initiative. Entrility lacks a clear communication
strategy. The absence of a change strategy leads to confusion and uncertainty among employees,
which can decrease productivity and morale. Limited human, financial, and technical resources,
a culture of resistance, and poor training impede goal attainment. These resources are necessary
to implement change successfully; if they are not available, it can be challenging to achieve the
desired results. Moreover, a lack of training can lead to misunderstandings and
miscommunication, further impeding progress.

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Chapter Five: Recommendations
Chapter Five provides concrete recommendations for improving knowledge, motivation,
and organizational influence identified in Chapter 4. The recommendations offer a broad range
of actions and best practices for mid-level leaders to increase organizational change
implementation success. The chapter will conclude with a discussion of the limitations and
delimitations of this study. It will also include recommendations for future research and
reflections on its importance and possible application.
Discussion of Findings
The problem of practice in the electric industry is that the electric industry encounters
systemic, regulatory, and stakeholder-resistance barriers, which adversely affect mid-level
leadership in effectively implementing organizational change initiatives. This improvement study
aims to understand the knowledge and motivation of mid-level leadership at Entrility and the
organizational barriers impacting the effective implementation of organizational change
initiatives within the electric industry. The research questions guiding this improvement study
are:
RQ1: What are the knowledge and motivation barriers impacting mid-level leadership
from effectively implementing organizational changes within the electric industry?
RQ2: What are the organizational barriers impacting mid-level leadership from
effectively implementing organizational changes within the electric industry?
Chapter Two noted that knowledge and skill enhancement are necessary when people
lack the knowledge and skills to accomplish their performance goals or anticipate future
challenges requiring a novel problem-solving approach (Clark & Estes, 2008). Chapter Four
confirmed a lack of declarative and procedural knowledge as a barrier for mid-level leaders to

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effectively implement organizational changes within the electric industry. Entrility mid-level
leaders need knowledge of the organizational goals to achieve the organization's most important
objectives. Based on the literature review, effective performance requires understanding basic
facts, information, and terminology relevant to the topic (Krathwohl, 2002). Entrility mid-level
leaders must know how to lead change and utilize best practices to sustain it effectively. Chapter
Two described procedural knowledge as the skills and procedures, including the techniques and
methods necessary to perform the task (Krathwohl, 2002). The concept of procedural knowledge
refers to the sequential and intricate steps and processes involved in conducting a task
(Krathwohl, 2002).
Chapter Two noted that achieving goals and solving operational, performance and human
capital problems require motivation (Clark & Estes, 2008; Schunk & Usher, 2019). Motivation
arises from a person's belief in their abilities and the expected outcome of their actions (Clark &
Estes, 2008; Schunk & Usher, 2019). Self-efficacy is the belief that individuals can organize and
competently execute actions to achieve specific goals (Aguinis & Kraiger, 2009; Bandura, 1998;
Pintrich, 2003; Schunk & Usher, 2019). Chapter Four confirmed that most participants believed
they were confident in their ability to lead change effectively. Surprisingly, in contrast, only
three participants did not feel confident in their ability to lead change effectively. Therefore,
Entrility mid-level leaders must believe they can effectively implement organizational change.
Chapter Two informed that a change's sustainability depends on the prevailing conditions
in which it is launched and implemented (Clark & Estes, 2008; Schneider et al., 1996). There is
an interconnection between climate and culture. Employees' values and beliefs (culture)
influence the interpretation of organizational policies, practices, and procedures (climate) (Clark
& Estes, 2008; Schneider et al., 1996). A sustainable organizational change occurs when its

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members' experiences (climate) and what the members believe the organization values (culture)
change (Clark & Estes, 2008; Schneider et al., 1996). Chapter Four confirmed that
communication is poor or inconsistent, there are inadequate resources and training, there is a lack
of process documentation, and there is a change-resistant culture. Entrility mid-level leaders need
to clearly and effectively communicate organizational changes to obtain support and maintain
change sustainability. Effective change communication should (a) explain why the change is
required by demonstrating that the organization is not where it should be, (b) demonstrate that
employees are capable of implementing the change, (c) successfully argue that the measures
taken are appropriate, (d) convince employees that they will receive support during the change
implementation process, and (e) emphasize that an employee's self-interest is not at stake
(Armenakis & Harris, 2002; van der Voet, 2016). Entrility mid-level leaders need to create a
clear vision to encourage commitment to the change and the organization's future. An
organization's vision outlines its core values, purpose, and envisioned future (Cummings &
Worley, 2009). A vision can serve as a valuable guide for designing, implementing, and
assessing organizational changes (Cummings & Worley, 2009).
Recommendations
The study addressed the two research questions through knowledge, motivation, and
organizational recommendations. There will first be a presentation of four knowledge
recommendations that will close the knowledge gap with the knowledge influence for the
organizational goal and leading change key concepts. Next is a motivation recommendation
presentation to close the motivation gap regarding the motivation influence for the key concept
of self-efficacy. Finally, a presentation of four organizational recommendations that help close
the organizational influence gap in communication and create a vision key concepts.

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Knowledge Recommendations
There are four recommendations offered to close the knowledge gap regarding the
knowledge influence for the organizational goal and leading change key concept: (1) educating
mid-level leaders on complex organizational goals, (2) providing training to mid-level leaders to
effectively lead organizational changes, (3) providing PROSCI change management training to
mid-level leaders, and (4) providing training to engage stakeholders in the organizational change
process effectively.
Educate Mid-Level Leaders on Complex Organizational Goals
The data analysis confirmed that mid-level leaders cannot construct meaning and
conceptualize the future of renewable energy and customer-centric progressive organization
goals. According to the study's findings, all participants recognized that the complex and
dynamic nature of the organization makes it difficult to conceptualize and break down the
organization's goals into constituent parts and relate them to the overall purpose. Most
participants agreed that complex projects such as RPS, D-CrB REnewNRG Adoption, and GRIP
require a thorough understanding of the renewable energy industry, its current and future trends,
and its technology. To support the customer-centric and progressive organization goal, complex
initiatives such as equity models, data analytics, and culture change initiatives were also complex
to understand and analyze.
According to Clark and Estes (2008), education may be beneficial in overcoming novel
or unexpected challenges that may arise in the future. Providing mid-level leaders with education
on novel and unanticipated problems, such as operating in a complex and dynamic organization
and seeking multiple organizational goals to achieve a renewable energy future and customerfocused progressive organization, is essential. Education is any situation in which students

85
acquire conceptual, theoretical, and strategic knowledge and skills that may be useful for
handling future novel and unexpected challenges and problems (Clark & Estes, 2008). An
important objective of education is transferring learning from the classroom to the workplace
(Ambrose et al., 2010). Education enables mid-level leaders to transfer the knowledge they have
gained from the classroom into the workplace.
Knowledge/Skill Transfer. Transfer refers to transferring skills (knowledge, strategies,
approaches, or habits) from one context to another (Ambrose et al., 2010). Using instructional
strategies that reinforce comprehension of the underlying principles and deep structures and
provide context and connections for when they should be applied can facilitate teaching for
transfer (Ambrose et al., 2010). Ambrose et al. (2010) recommended (a) describing clearly and
explicitly the contexts in which specific skills are appropriate and when they are not, (b)
providing a flexible approach to applying knowledge and skills in multiple situations, (c)
distinguishing the salient characteristics of a problem from its surface characteristics, and (d)
assisting in connecting relevant skills and knowledge. Mid-level leaders need to understand the
organization's expectations and where they should focus. Mid-level leaders need to know what
skills are necessary for success and which skills to prioritize. Mid-level leaders cannot
effectively do their jobs without clear and explicit explanations. Learning can be more
effectively transferred to a new context when combining concrete experience with abstract
knowledge (Schwartz et al., 1999). By combining mid-level leaders' concrete experience with
abstract knowledge, they can better understand and apply concepts to different contexts. Doing
this helps mid-level leaders transfer the learning to new contexts more quickly, as they can draw
on their knowledge and experience. Providing mid-level leaders with opportunities to apply their
knowledge and skills in different situations is essential. Mid-level leaders can refine their skills,

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gain a broader perspective, and increase organizational value. Moreover, it allows mid-level
leaders to practice problem-solving and decision-making skills. Comparing problems, cases,
scenarios, and tasks can help discern salient characteristics of a problem from surface
characteristics (Ambrose et al., 2010). Mid-level leaders can make more informed decisions by
comprehensively understanding the problem and possible solutions. Promote the transfer of
knowledge and skills by encouraging mid-level leaders to connect pertinent knowledge and
skills. By doing so, mid-level leaders will be able to put their accumulated knowledge and skills
to use in a practical way.
Organizing Information. The arrangement and connectivity of pieces of knowledge
play a crucial role in whether an individual's knowledge organization facilitates learning,
performance, and retention (Ambrose et al., 2010). For mid-level leaders to better understand the
complex and dynamic nature of the organization and break down their goals into constituent
parts, they need to identify knowledge organizations that best fit their needs. The most effective
knowledge organizations complement how mid-level leaders access and utilize knowledge. Midlevel leaders are responsible for making decisions and implementing strategies, so they must
access the right knowledge quickly and efficiently. Providing pre-training and breaking complex
information into parts will facilitate understanding (Paas, 1992). Unraveling and decomposing
complex tasks is necessary to teach complex tasks systematically without missing components
(Ambrose et al., 2010). A mid-level leader can better comprehend and apply concepts in practice
by breaking complex tasks into smaller, more manageable pieces. Pre-training can help mid-level
leaders gain the necessary background knowledge to understand the more complex task while
unraveling and decomposing the task. It can help mid-level leaders identify the steps necessary
to complete the task.

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When provided a structure for organizing new information, learning is enhanced by
recognizing patterns and organizing information in a useful and practical manner (Ambrose et
al., 2010). A structured approach to organizing new information makes it easier for mid-level
leaders to locate the necessary information and make connections between different concepts.
Additionally, it provides a clear path for mid-level leaders to follow when learning something
new, making it easier to identify improvement areas and apply the knowledge to real-world
situations. As meaningful features and patterns organize knowledge, multiple knowledge
organizations can be utilized and tapped as necessary, allowing the casual acquisition and
retention of multiple facts (Ambrose et al., 2010). Organizing knowledge in this manner allows
mid-level leaders to quickly recall related facts, concepts, and ideas in an organized manner,
which in turn assists them in absorbing and processing information more efficiently. Performing
complex tasks can be challenging cognitively when component skills are not fluent or automatic
(Ambrose et al., 2010). According to Ambrose et al. (2010), instructors can enhance students'
task performance by identifying weak components and providing targeted practice to strengthen
them. By targeting practice on weak components, trainers can help mid-level leaders build
fluency and automaticity, which enables them to handle complex tasks better. This effort will
improve overall performance and reduce cognitive fatigue.
Train Mid-Level Leaders to Effectively Lead Organizational Change
The data analysis confirmed that mid-level leaders do not know how to lead complex
organizational changes toward goal attainment. The study's findings indicated a lack of
knowledge and skills for leading organizational change. Furthermore, the research findings
indicated that most participants required procedural knowledge and skills to achieve the goals of
a renewable energy future and a customer-centric progressive organization. Clark and Estes

88
(2008) recommended training that (a) identifies clear training objectives and links them to
business and performance goals and (b) shows mid-level leaders how to decide and act to
achieve performance goals. A training program that enables mid-level leaders to practice leading
organizational change is necessary. The best learning occurs when mid-level leaders engage in a
practice that targets specific goals or criteria, aims at an appropriate level of challenge, and is of
sufficient quantity and frequency to achieve the goal (Ambrose et al., 2010). Hence, leveraging
internal capabilities and capacity to develop a well-structured training program that focuses on
learning outcomes is critical to ensuring that mid-level leaders can successfully implement
organizational change. A comprehensive plan, goals, and metrics are also required to assess
progress toward the organization's goals.
Learning objectives must clearly define the expected skills and knowledge a person
should demonstrate after training (Ambrose et al., 2010). It provides a clear understanding of
mid-level leaders' expectations and ensures the training's target is achieving the desired
outcomes. The learning objectives are a framework for deciding which activities and tasks are
most conducive to effective learning (Ambrose et al., 2010). Mid-level leaders gain competence
and a deeper understanding of the subject by using learning objectives to guide activities and
tasks. Furthermore, learning objectives provide a clear roadmap for the training and can help
mid-level leaders stay focused on the topics discussed. Stakeholders are motivated by
performance goals to demonstrate competence and intelligence and gain status to appear
intelligent, gain respect, and get recognition and praise. (Ambrose et al., 2010). Provide training
to mid-level managers on effectively leading stakeholders toward achieving performance goals.
For instance, mid-level leaders could learn how to set performance goals that are measurable,
achievable, and relevant to stakeholders' roles and provide regular feedback to ensure meeting

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those goals. Therefore, providing timely and effective training to mid-level managers is essential
for successfully implementing performance goals.
Train Mid-Level Leaders on an Evidence-Based Change Management Methodology
The data analysis confirmed that mid-level leaders do not know how to utilize the change
management methodology effectively. According to the study's findings, most participants
acknowledged that mid-level leaders need the procedural knowledge of the change management
methodology to conduct change management effectively and acknowledged a need for a
dedicated change management practitioner. Change management requires a structured approach
and specific strategies to ensure stakeholders accept, adopt, and sustain the change (Hiatt, 2006).
Clark and Estes (2008) recommend training employees to perfect whenever a new procedure
requires demonstrations, guided practice, and feedback. For example, Entrility’s preferred
change management methodology is the Prosci 3-Phase Process, Prosci Change Triangle (PCT)
Model, and ADKAR Model. Change management practitioner training is essential for mid-level
leaders and stakeholders who intend to implement the Prosci Methodology and its related tools
effectively. Achieving greater fluency and automation requires mid-level leaders and
stakeholders to acquire the skills and knowledge required to perform the change management
methodology and practice combining and integrating them (Ambrose et al., 2010). For example,
to successfully implement change, a leader must recognize the need for change, formulate a plan
to implement the change, and effectively communicate the change to all stakeholders. As such,
mid-level leaders and stakeholders must understand the importance of successfully applying the
change management methodology to lead an organization through change.
Entrility leverages the Prosci Methodology, which includes the Prosci 3-Phase Process,
Prosci Change Triangle (PCT) Model, and ADKAR Model. Prosci Inc. (2018) noted that change

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management improves the results and outcomes of projects, increases the focus on the people
side of change, minimizes risks associated with change, and enhances the personal success of a
project team. Moreover, change management requires leaders to understand what tools and
strategies they need to ensure success. Prosci's 3-Phase Process is an adaptable and scalable
framework for driving organizational change (Prosci Inc., 2018). The PCT Model can help
practitioners better understand how the four critical aspects of successful change relate to and
influence the health of a project (Prosci Inc., 2018). Prosci Inc. (2018) defines the PCT Model as
(1) success, (2) leadership/sponsorship, (3) project management, and (4) change management. In
the ADKAR Model, individuals must achieve five outcomes for a change to succeed,
understanding that organizational change cannot occur without the individual changing. The five
outcomes are (1) awareness, (2) desire, (3) knowledge, (4) ability, and (5) reinforcement (Hiatt,
2006). These models provide a comprehensive roadmap for organizations to follow when
undergoing change to ensure successful implementation.
Train Mid-Level Leaders to Engage Stakeholders Effectively
The data analysis confirmed that mid-level leaders do not know how to engage
stakeholders in the organizational change process. According to the study's findings, all
participants acknowledged that stakeholders should be involved in the change process but did not
know how to engage them effectively. Leaders at the mid-level need to revise and redefine their
roles as organizational change engagement leaders to engage stakeholders effectively, create
meaningful change, and understand and practice effective management of the organizational
change engagement process (Hodges, 2018). Mid-level leaders can engage stakeholders in a
successful organizational change with these strategies.

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Mid-level leaders must redefine how to lead organizational change toward a collaborative
leadership approach. A collaborative leadership approach can help organizations deal with the
uncertainty and complexity of change by distributing power and decision-making more widely
(Hodges, 2018). Leadership that promotes collaboration requires leveraging ideas, people, and
resources across organizational boundaries and building strong relationships within and outside
the organization (Hodges, 2018). To achieve effective collaboration, all stakeholders must
understand when to exert influence rather than authority to make things move forward and when
to end unproductive discussions (Hodges, 2018). Stakeholders are more likely to participate in
organizational change when leaders empower them to become active developers rather than
merely recipients (Hodges, 2018). An organization can create an environment of collaboration
and productive dialogue by engaging stakeholders as active participants.
There is a need for mid-level leaders to bring about meaningful change for stakeholders.
Stakeholders must know the change's importance and feel it matters to them and the
organization. Individuals who clearly understand the change's rationale, purpose, and meaning
feel connected to others and feel like they are a part of something larger (Hodges, 2018).
Meaning arises from individuals believing that what they do matters and that the return on their
efforts is worthwhile. Leaders can influence meaningful changes to stakeholders (Hodges, 2018).
For this to happen, mid-level leaders must create a shared vision and purpose for stakeholders
(Hodges, 2018). By doing so, stakeholders will be engaged internally and externally around a
common purpose, facilitating change and allowing individuals to internalize its implications
(Hodges, 2018). Ultimately, meaningful change comes from engaging stakeholders with a shared
vision and purpose that encourages them to believe their efforts are worthwhile.

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The mid-level leaders must be able to manage the process of organizational change
engagement effectively. A highly engaged environment requires the engagement of mid-level
leaders in order to influence others' engagement positively (Hodges, 2018). Without the
involvement of mid-level leaders, it is unlikely that stakeholders will respond to engagement
efforts (Hodges, 2018). Mid-level managers must understand and convey organizational change
rationale to stakeholders (Hodges, 2018). Mid-level leaders can act as advocates and facilitators
of change by participating in discussions about organizational change from the beginning
(Hodges, 2018). Managing stakeholders requires a thorough understanding of each stakeholder's
needs and a commitment to engaging stakeholders in the change process (Hodges, 2018). The
supportive environment nurtured by mid-level leaders allows individuals to engage more fully in
organizational change, try innovative ways of doing things, and discuss ideas (Hodges, 2018).
Foster mutual trust and respect by providing individuals with a sense of value and involvement
(Hodges, 2018). Thus, the role of a mid-level leader is to foster a climate of trust and
understanding between stakeholders, enabling them to work effectively together to bring about
organizational change.
Motivation Recommendations
There is one recommendation offered to close the motivation gap regarding the
motivation influence for the self-efficacy change key concept, fostering self and team efficacy to
achieve goals.
Foster Individual and Collective Efficacy
The data analysis confirmed that most mid-level leaders acknowledged their self-efficacy
in leading organizational change. According to the study's findings, it was surprising that only
three participants were not confident with leading organizational change. Clark and Estes (2008)

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recommended that leaders help develop self and collective efficacy in work skills. A stakeholder
with personal self-efficacy believes they can meet performance goals based on their knowledge,
skills, and abilities (Clark & Estes, 2008). When stakeholders do not believe they can succeed at
a goal, they will not invest much mental energy or work on less important tasks (Clark & Estes,
2008). Collective efficacy refers to team members believing in each other and the team's ability
to accomplish the performance goals collectively (Bandura, 2000). To accomplish team goals,
each member must believe that the team can cooperate and collaborate effectively (Bandura,
2000). By having confidence in themselves and their teammates, stakeholders can work
collaboratively and effectively toward achieving organizational goals.
An effective supervisor can build the self-efficacy of a mid-level leader. Supervisors can
increase personal self-efficacy by applying individual confidence-builder strategies. First, set
short-term, challenging, yet achievable goals. Identify short-term and challenging goals
stakeholders can achieve by giving them ownership of the goals, as stakeholder persistence is
more significant when they can achieve challenging, current, and concrete goals (Clark & Estes,
2008). When stakeholders perceive a goal as impossible to achieve, they will be less committed
to it (Clark & Estes, 2008). Second, give people access to job aids and training to increase their
knowledge and skills to achieve performance goals (Clark & Estes, 2008). Job aids and training
can allow mid-level leaders to understand their tasks and expectations better while providing
them with the tools and resources they need to succeed. This understanding can help build
confidence and motivation and allow mid-level leaders to develop their skills and become more
efficient and productive. Third, provide positive feedback and compliments on effort and ability
to those who make progress on challenging tasks (Clark & Estes, 2008). For example, suppose a
mid-level leader can complete a difficult task. In that case, the supervisor can give the mid-level

94
leader verbal praise and encouragement to keep going. Fourth, focus on the faulty strategy, not
the person. Ask people to consider more effective ways to achieve a performance goal instead of
making them feel wronged or inadequate (Clark & Estes, 2008). Fifth, remind people of past
successes. Stakeholders are encouraged to attempt similar tasks when reminded of a similar
success (Clark & Estes, 2008). Sixth, communicate genuine expectations that others will
succeed. Express expectations of success to other stakeholders genuinely and authentically
(Clark & Estes, 2008). Lastly, listen actively and empathetically to stakeholders' problems and
challenges to demonstrate an understanding of their perspectives. Restate their point of view
accurately and neutrally before proceeding with advice. (Clark & Estes, 2008). Doing so can
build trust, foster collaboration, and create a mutually beneficial working relationship.
The achievement of performance goals can be positively impacted by a high level of
collective confidence (Bandura, 2000). Mid-level leaders can implement team confidencebuilder strategies to enhance collective efficacy. To achieve team performance goals, leaders
should clearly describe the skills the team needs and emphasize that each member possesses
different but fundamental skills (Clark & Estes, 2008). A leader should ensure that each team
member knows they possess the skills necessary to accomplish the goal (Clark & Estes, 2008).
For example, each team member's contribution is crucial to the team's success, and the leader
should provide opportunities for the members to demonstrate their abilities. An effective leader
must encourage each member to have confidence in themselves and each other (Clark & Estes,
2008). A mid-level leader should provide each member with the necessary support to reach their
full potential, such as recognizing each member's strengths and contributions. The leader must
monitor each team member individually and provide feedback to prevent "social loafing" during
performance (Clark & Estes, 2008). Without stakeholder monitoring, social loafing occurs due to

95
stakeholders not working as hard in teams as they do independently (Clark & Estes, 2008). By
providing individual feedback to team members, the mid-level leader can identify team members
who do not work as hard as they should and provide them with motivation or support so they can
become more productive. Leaders should remain vigilant to avoid unhealthy competition
between team members and quickly resolve intra-team coordination problems (Clark & Estes,
2008). For instance, when team members cannot agree on a decision, the mid-level leader should
step in and facilitate a discussion to find a solution. In addition, mid-level leaders should apply
the confidence-building strategies in the previous section. By actively monitoring stakeholders
and applying the right strategies, mid-level leaders can ensure that their teams work together
effectively.
Organizational Recommendations
There are four recommendations offered to close the organizational gap regarding the
organizational influence for communication and creating a vision key concept: (1) ensuring that
plans and progress are communicated constantly and candidly to those involved, (2) establishing
a clear vision, goals, and metrics for measuring success and ensuring that the organization's
processes and structures align with its goals, (3) facilitate an adequate training whenever new
procedures need to be demonstrated, practiced, and improved, use training with corrective
feedback to achieve goals, and (4) mid-level leaders managing resistance to change.
Communicate Constantly and Candidly
The data analysis confirmed that organizational change communication is poor or
inconsistent. According to the study's findings, all participants acknowledged that the
communication process between leaders and stakeholders was highly inconsistent. Clark and
Estes (2008) recommended ensuring that plans and progress are communicated constantly and

96
candidly to those involved. By doing so, everyone is on the same page and knows the
expectations, including reducing misunderstandings and building trust amongst all stakeholders.
Effective communication is essential for successfully implementing any change process (Clark &
Estes, 2008).
Communicating changes involves stakeholders describing, persuading, defining,
instructing, supporting, resisting, and evaluating new and old processes (Lewis, 2019). Clear and
candid communication fosters trust, and stakeholders can adjust their performance to consider
unexpected events (Clark & Estes, 2008). In an environment where trust is present, commitment
to change goals is more widespread (Clark & Estes, 2008). Stakeholders benefit from
communication by receiving information and feedback that helps them improve their skills and
knowledge (Clark & Estes, 2008). A successful communication campaign generates transparency
about change, thus facilitating engagement (Hodges, 2018). Mid-level leaders can enhance
employee engagement with organizational change through various organizational
communication activities. As stakeholders have different preferences for the way they receive
and process information, there is also a need for different methods and channels of
communication, which means that the same messages must be conveyed in different formats and
styles and in an emotionally engaging way (Hodges, 2018). For example, some stakeholders may
prefer to receive information through visual means, while others may prefer to receive it through
auditory or tactile means. Efficacious communication about change must cover all levels of an
organization's hierarchy and be high quality (Hodges, 2018). Quality communication is essential
to ensure that everyone within the organization knows the reasons for the change, the
expectations, and how their roles and responsibilities will change. Additionally, it is vital to
tailor the message to the audience and ensure it is consistent across all levels (Hodges, 2018).

97
Ultimately, effective communication should be tailored to all levels and delivered clearly and
concisely to ensure the successful implementation of the change.
Have a Clear Vision and Measure Success
The data analysis confirmed that organizational change cannot be managed effectively
without adequate human, financial, and technological resources and assistance from dedicated
change management practitioners. According to the study's findings, all participants
acknowledged that the company is experiencing a prominent level of change simultaneously and
that additional financial, human, and technological resources, including dedicated change
management practitioners, are needed to accomplish the objectives effectively. Clark and Estes
(2008) recommended (a) establishing a clear vision, goals, and metrics for measuring success
and (b) ensuring that the organization's processes and structures align with its goals. A vision
outlines an organization's core values, purpose, and envisioned future as a guide to designing,
implementing, and assessing organizational changes (Cummings & Worley, 2009). In goal
setting, mid-level leaders and stakeholders collaborate to formulate and clarify goals and
objectives (Cummings & Worley, 2009). Effective goal setting requires a clear understanding of
the organization's goals, objectives, and strategies and alignment of processes and structures.
Transforming strategy into action involves some exercises and practices that mid-level
leaders can use to ensure that organizational and individual goals are deliberated and planned
effectively. When determining which organizational goals to pursue, these exercises should be
conducted first with the principals, business leaders, or major stakeholders (Gagné, 2018). Then,
these processes, exercises, and practices can be repeated down the organization's hierarchy to
foster alignment between different divisions and levels (Gagné, 2018). Figure 3 illustrates a
process model for the transformation of strategy into action, which is a set of exercises and

98
activities, namely: (1) develop organizational goals, (2) develop strategic plans, (3) communicate
organizational goals to stakeholders, and (4) develop unit/individual goals.
Figure 3. The Process of Transforming Strategy into Action. Adapted from “From Strategy to
Action: Transforming Organizational Goals into Organizational Behavior,” by M. Gagné, 2018,
International Journal of Management Reviews, Article 20(S1)
(https://doi.org/10.1111/ijmr.12159). In the public domain.
The first step in developing an organization's mission and strategic objectives is
determining its organizational goals (Gagné, 2018). Concerning current resources and the
external environment, the group considers what the organization is and what it hopes to
accomplish (Gagné, 2018). It is essential to develop organizational goals that are clearly defined,
desirable, and feasible during this exercise (Gagné, 2018). A second set of exercises uses the
mission and strategic goals to develop plans or uncover dynamic capabilities. In order to achieve

99
the strategic goals, the group can break them down into sub-goals (Gagné, 2018). Based on the
information about the external environment, the team must decide what resources are needed to
accomplish the sub-goals and determine their access to them (Gagné, 2018). Considering
Entrility's high volume of organizational changes occurring simultaneously, a comprehensive
analysis of the resources required to achieve the goals must be conducted, including providing
the existing internal resources of experienced and certified change management practitioners to
facilitate the change management process. Change management practitioners are responsible for
developing the change management strategy, leading the execution of the change, and providing
guidance and support to the organization during the transition. The change management
practitioners are responsible for monitoring the progress of the change and assessing its impact.
The group then develops a timeline or schedule for achieving each goal or step and metrics for
measuring progress (Gagné, 2018). After developing the strategic plans, the third set of exercises
involves developing a communication strategy for the organizational stakeholders (Gagné,
2018). The organization must consider what and how it will communicate organizational goals
(Gagné, 2018). To make the message inspiring and stimulating, it should follow the same
principles to set the goals: Be clear, specific, desirable, and feasible (Gagné, 2018). It is vital to
provide a meaningful rationale to ensure stakeholders internalize organizational goals (Gagné,
2018). Finally, leaders develop unit or individual goals that align with the organization's goals by
evaluating the role played by their divisions or units (Gagné, 2018). In addition to evaluating
where their division or unit spends time, effort, and resources, the leaders develop an
implementation plan that will enable them to accomplish their goals (Gagné, 2018). When
coordinating horizontal alignment, divisions and units should review each other's goals and

100
strategies (Gagné, 2018). Through vertical and horizontal alignment and collaboration,
organizations can ensure that all goals are addressed and achieved promptly and effectively.
Adequate Electric Industry Training
The data analysis confirmed that training related to organizational changes was
ineffective. The study found that most participants acknowledged inadequate training, including
a lack of documented standard operating procedures and job aids. Clark and Estes (2008)
recommended training with corrective feedback to achieve goals when demonstrating, practicing,
and improving new procedures. Training with corrective feedback allows stakeholders to receive
immediate feedback on their actions from mid-level leaders, allowing them to identify areas for
improvement. Providing stakeholders with feedback is critical to ensure that their skills and
knowledge meet the required standards. Learning objectives should be included in the training
program design that describes the knowledge and skills stakeholders should acquire after
completing the program (Ambrose et al., 2010). Through practice, a stakeholder can acquire the
necessary skills and knowledge to perform complex tasks (Ambrose et al., 2010). As
stakeholders develop greater fluency and automaticity, they must combine and integrate these
skills, including appropriately applying their knowledge and skills (Ambrose et al., 2010).
Additionally, stakeholders can use self-help information included in job aids for on-the-job use
(Clark & Estes, 2008). As part of the job aids, provide stakeholders with documented processes
and procedures necessary to achieve performance goals in a form that enables stakeholders to do
it independently (Clark & Estes, 2008). By combining training with corrective feedback, job
aids, and independent practice, stakeholders can effectively incorporate new procedures into
their roles.

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Mid-Level Leader Manage Change Resistance
The data analysis confirmed resistance to change in the organizational culture. According
to the study's findings, most participants acknowledged that there is a culture that is risk-averse
and resistant to change. Advocating for change in the face of institutionalized resistance requires
expert knowledge, research and communication skills, commitment to the change project,
courage, political acumen, and the ability to strategically influence decision-making about voices
and policies (Agocs, 1997). Agocs (1997) recommended six strategies to manage
institutionalized resistance to change. The first strategy is to resist. Resisting oppressive
authorities and institutions means refusing to collaborate with them. Individuals and groups may
refuse to be co-opted for ethical or strategic reasons, withdrawing their support, compliance, and
complicity (Agocs, 1997). The second strategy is to create allies. When possible, seek common
ground and work with other change advocates by cooperating, helping, and supporting them.
Assist stakeholders in navigating attacks, repression, and marginalization without stakeholders
having to deal with them independently (Agocs, 1997). The third strategy is to make the case for
change. Present sound evidence and arguments and seek to dispel ideological claims made by
authorities regarding the legitimacy of their resistance to change from within and outside the
organization. Constructively critique arguments and evidence supporting changes to ensure their
effectiveness (Agocs, 1997). The fourth strategy is to make effective use of existing resources.
Use existing resources to convince authorities that change is in their best interests, and if
possible, assume positions from which to influence decision-making within the organization.
Take full advantage of the change-making opportunities created by existing legislation,
regulations, and organizational policies (Agocs, 1997). The fifth strategy is to mobilize
politically. Advocate efforts for improved legislation and regulation to obtain support from other

102
institutions and the public (Agocs, 1997). The sixth strategy is to build new parallel
organizations. Establish parallel organizations that embody the values that change advocates
strive to achieve and work to establish the validity and effectiveness of those organizations
(Agocs, 1997). Overall, implementing these strategies in any organization can help overcome
institutional resistance to change.
Limitations and Delimitations
Creswell and Creswell (2017) described limitations as factors the researcher cannot
control. A qualitative study can mitigate some limitations through triangulation, but certain
aspects cannot be entirely controlled (Creswell & Creswell, 2017; Merriam & Tisdell, 2016).
This study has several limitations, including interviewer-respondent interaction, self-reporting
bias, and researcher as an instrument. According to Merriam and Tisdell (2022), the interviewerrespondent interaction can be viewed either from the perspective of the interviewer or the
respondent. The interviewer's lack of experience in conducting research interviews may have
impacted the interviewer's personality and skill (Merriam & Tisdell, 2022). Interviewee attitude
and orientation, the truthfulness of interview answers, and self-reporting bias occur when the
interviewer responds in a way that makes them look good or deems desirable and socially
acceptable responses over true beliefs and experiences (Donaldson & Grant‐Vallone, 2002).
Furthermore, the researcher as the instrument for the study posed a potential limitation (Merriam
& Tisdell, 2022).
Researchers can control delimitations by carefully designing studies (Creswell &
Creswell, 2017). Among the delimitations of the study are its omission of surveys, its reliance on
publicly available online sources for documents and artifacts, and its purposive convenience
sampling within Entrility. Research time constraints prevented the researcher from using

103
surveys. For easy access to information, the researcher collected document and artifact data only
from online sources. In addition, the researcher conducted a purposive convenience sampling
within Entrility, selecting a small subset of mid-level leadership.
Recommendations for Future Research
Although this study focused primarily on the electric industry, it is possible to conduct a
future study focusing on the impact of organizational change implementation in other industries.
The study focused on mid-level leaders who were supervisors, managers, or directors. However,
future research may include the effect of organizational change implementation on other
stakeholders, such as senior executives or front-line employees. This study addressed barriers
and challenges associated with implementing organizational change. However, further research
into the success of organizational change implementation might be beneficial.
Conclusion
In the electric industry, significant external forces impose extensive organizational
changes to address climate change, harden electrical infrastructure, and transition to a renewable
energy future. Regulatory, systemic, and stakeholder-resistance barriers adversely affect the
implementation of organizational change initiatives effectively. In light of the vast complexity of
these industry-transforming initiatives, articulating, leading, and successfully executing them is a
significant undertaking. Using Clark and Estes' (2018) gap analysis, a systematic and methodical
approach was adopted to identify the root causes of performance gaps related to knowledge,
motivation, and organizational factors (Clark & Estes, 2008). The conceptual framework served
as a basis for further exploring concepts such as organizational goals and leading change
(knowledge influence), self-efficacy (motivation influence), and communication and creating a
vision (organizational influence). In order to gain a comprehensive understanding of how people

104
interpret and construct their worldviews with their lived experiences (Merriam & Tisdell, 2022),
The research study utilized a qualitative approach, interviewing 12 participants who worked for
Entrility, a regulated electric industry located in the western region of the country. The nine
findings from the research study aligned and answered the two research questions that guided
this study and included recommendations to address the findings.
This study is important because many of these large-scale initiatives are new and novel,
adding another level of intricacy that contributes to the rising cost of electricity and the
affordability gap, stifling low-income communities and creating an energy burden and socioeconomic conundrum. By improving the success rate or organizational change implementations
in the electric industry, the aspiration is to advance the future of renewable energy, harden the
electrical grid and infrastructure, shrink electric rates, and increase customer satisfaction. When
achieving these factors, the electric industry will be more environmentally friendly, efficient, and
customer-friendly.

105
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Appendix A: Interview Protocol
Contacting Respondents (Email)
Aloha,
My name is Tanya Diaz-Chong, and I am a doctoral student at the University of Southern
California. As a continuous improvement and change management professional, I have
experienced significant growth and change in the utility industry. These experiences led me to
learn more about the focus of my research which is to explore the systemic, structural,
regulatory, and stakeholder-resistance barriers, which adversely affect mid-level leadership in
effectively implementing organizational change.
I am sending this email to schedule a time to interview you for my study. Participation is
voluntary and includes an approximately one-hour-long interview. Interviews will be online
using the Zoom meeting platform.
Your responses are confidential, and a pseudonym will be used to ensure the information you
share will not affiliate you with this study. You can withdraw from the interview at any time and
your name will not appear on any transcript, notes, or publications. Your feedback will be used
to inform opportunities to increase the success of organizational change implementations. If you
have any questions about this study please contact Tanya Diaz-Chong (diazchon@usc.edu).
Thank you for your participation!
Introduction: Prior to Start of Interview
Welcome and thank you for meeting with me today. Is it ok if I record today's interview?
[participant responds] Thank you.
Aloha, my name is Tanya Diaz-Chong and thank you again for taking time to meet with
me today. The purpose of this interview is to learn more about your work as a leader and leading

115
organizational change. I am an organizational change and leadership student from the University
of Southern California.
The responses provided by you are confidential and pseudonyms will be used to ensure
the information you share will not affiliate you with this study. Today's recording will be used as
a reference for this specific study and will be destroyed once the study has concluded You can
withdraw from the study at any time by asking to be withdrawn. There are 12 questions. Do you
have any questions? [participant responds] Ok, let's get started.
Interview Questions Potential Probes RQ
Addressed
Key Concept
Addressed
Could you please describe your
department and your role?
RQ1
What are the goals for Entrility
over the next five years? Please
explain.
Tell me more about that
goal.
RQ1,
RQ2
Declarative -
Organizational
Goals
OrganizationalCommunication,
Creating a Vision
What are some anticipated
changes that you see are needed to
achieve those goals for Entrility?
RQ1 DeclarativeOrganizational
Goals
Procedural -
Leading Change
How would you lead these
changes to achieve Entrility's
goals?
RQ1 Procedural -
Leading Change
What are the skills a leader needs
to effectively lead change?
RQ1 Procedural -
Leading Change
How does Entrility prepare/not
prepare leaders for these changes?
Please explain.
Give me an example of
that.
RQ2 Organizational –
Communication,
Creating a Vision
Does the organization encourage
resistance to change, embrace new
ways to improve or does it
emphasize something else?
What makes you feel
that way?
RQ2 Organizational –
Communication,
Creating a Vision
How confident do you feel in your
ability to lead in times of growth,
disruption, or uncertainty?
What makes you feel
that way?
RQ1 Motivation -
Self-Efficacy

116
How do you build trust as a
leader?
Give me an example of
when you built trust.
RQ1 Procedural –
Leading Change
How are changes implemented in
the organization?
Walk me through your
experience.
RQ1,
RQ2
Procedural –
Leading Change
Organizational -
Communication,
Creating a Vision
What barriers and opportunities
exist for leaders that lead change?
Tell me more about that
barrier.
Tell me more about that
opportunity.
RQ2 Organizational –
Creating a Vision
Communication
How are organizational changes
communicated?
Give me an example of
a particular
communication.
RQ2 OrganizationalCommunication,
Creating a Vision
As a wrap up, what suggestions or
advice do you have for improving
the success of organizational
change initiatives within the
Company? Do you have any
parting thoughts or advice?
Improvements
Conclusion to the Interview
Thank you so much for you sharing your thoughts with me today! I really appreciate your
time and willingness to share. Everything that you have shared is helpful for my study. If I find
myself with a follow-up question, can I contact you, by email? Again, thank you for taking part
in my study.

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Asset Metadata

Creator Diaz-Chong, Tanya Kahalewehi (author)

Core Title An improvement study of leading a sustainable electric utility future through organizational change effectiveness

School Rossier School of Education

Degree Doctor of Education

Degree Program Organizational Change and Leadership (On Line)

Degree Conferral Date 2024-05

Publication Date 02/26/2024

Defense Date 12/06/2023

Publisher Los Angeles, California (original), University of Southern California (original), University of Southern California. Libraries (digital)

Tag change effectiveness,change leaders,electric industry,OAI-PMH Harvest,organizational change,renewable energy

Format theses (aat)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Muraszewski, Alison Keller (committee chair), Ott, Maria G. (committee member), Phillips, Jennifer (committee member), Seli, Helena (committee member)

Creator Email diazchon@usc.edu,kahalewehi@gmail.com

Permanent Link (DOI) https://doi.org/10.25549/usctheses-oUC113839146

Unique identifier UC113839146

Identifier etd-DiazChongT-12670.pdf (filename)

Legacy Identifier etd-DiazChongT-12670

Document Type Dissertation

Format theses (aat)

Rights Diaz-Chong, Tanya Kahalewehi

Internet Media Type application/pdf

Type texts

Source 20240226-usctheses-batch-1126 (batch), University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

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