1) Question: If you were consulting with the HTE board of directors soon after Harold started making changes, what would you advise them regarding Harold’s leadership from a transformational perspective? Answer: Firstly, transformational leadership is a process that does exactly how it sounds, it transforms people. Through this sort of leadership, it is involved in being concerned with things such as standards, values, ethics, emotions, and long-term goals. If I were consulting with the HTE board of directors I would advise regarding Harold’s lack of awareness for those around himself and how that was making him an ineffective president. Harold leadership style is centered around his own selfishness, this is shown when he takes it upon himself …show more content…
This is because he does not have the correct method to make his vision a successful reality. He seemed to want to transform and prove that new technologies and management could indeed work to make HTE the best manufacturing company. Another thing that he had done correctly was create a vision statement for all the employees to see a clear statement on the company’s vision and mission. However, the statement was unclear as the years passed due to confusion on what the employees responsibilities were. Then the employees began to feel uncomfortable due to some changes that gave employees more control in certain circumstances where it would have been better with less. Whereas other changes limited the impute of employees that should have been given more control. Hence Herold’s lack of understanding made the employees feel uncertain about their responsibilities and what they were supposed to do to contribute to the growth of the company that lead to the major failure in …show more content…
Firstly, Harold had a blurred vision of the overall effect, not a detailed plan which caused the effect of the that no one reorganized his vision and there was a precipitous drop in worker’s morale, understanding, and productivity. Thus, in my opinion, Harold was no effective change agent and social architect, this is because as a change agent Harold was supposed to illicit a transformation. Whereas, Harold could not be an example or be confident in his vision and dismissive with his mission. This was due to the fact that Harold could not influence his workers to follow his method. Of Couse, an ineffective leader only leads to making the employees to feel a instability. Harold faced the failure of not having earned but instead broke the trust of the employees. In the end, the bad comradery between Harold and the employees that was going on caused a huge gap between leader and employee resulting
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He shared this leadership style has been effective for him building rapport, respect, and camaraderie amongst his subordinates. He says the best way to enter a team is to learn the team you are leading before you commit to one style of leadership. Inquire the needs of the men and women and establish the leadership that is effective for you. Don’t be tied down by have one style and being the definition of a traditional leader. Like most things, we adapt and sometimes fall into different areas of leadership as needed.
George D. Dayton built his wealth as a banker by buying farm mortgages and in 1902 he purchased a building in downtown Minneapolis. He persuaded Reuben Simon Goodfellow Company to move his department store into his building. Goodfellow wanted to retire so he sold his company to Dayton and he changed the name of the store to the Dayton Dry Goods Company in 1903. Then in 1910 he changed the name of the company to Dayton Company. He had no previous experience working in retail but maintained his connections as a banker as well as he ran it as a family business.
According to the case, the leadership style of Brinker is fit for the charismatic leadership style of influence based types of leadership. The charismatic leader is one who creates an atmosphere of motivation based on an emotional commitment to and identity with his or her vision, philosophy, and style on the part of followers. Norman had high expectation that allowed him to bring customer service and satisfaction to a higher standard. The shared perspective and idealized vision make him a likable and honorable hero worthy of identification and imitation. For example, his thoughtful attention to the people for satisfying relationships leads to a comfortable, friendly, organization atmosphere and work tempo and his philosophy of Winners attract
Their philosophy is “whatever-it takes” and delegates the frontline managers to lead “it is your business, your division, your market, your stores, your aisle and your customers (Home Depot 2009).” Finally , transformational leaders by definition seek to transform. Sometime when a organization does not transform it’s, employees become unhappy and leaders will
Brandon, you made some very good points on how leadership is influenced by trends in healthcare. Often these trends can have a negative or positive affect on the healthcare organization operations. As you stated, a percentage of healthcare professionals are beginning to retire. This has influenced Human Resource Executives to offer more competitive benefits and salaries packages to recruit prospective employees who have qualifying skills that match these retired employees skills. Also, with improvement of quality of care at healthcare organizations, today reimbursement inheres to the quality of performance of how care is delivered and plays a role in how revenue is gained.
They reject him after not obtaining any kind of information regarding the new changes he implements. For the staff, the selection or acceptance of a leader is based on their prototypically of representativeness within the group (Iszatt-White & Saunders, 2014:106). Francois is not perceived as someone to best embody the behaviours to which other, less prototypical members are conforming (Hogg, 2001). Only his status, as a sales manager, allows him to exercise power over the staff. Members assume that someone who is prototypical is motivated by the same desire they have.
By definition a transformational leader changes the status quo by engaging his followers in seeing their own values and therefore the ability to see the vision. Walt was an innovator, constantly challenging the latest technology. He never wanted to compete in the current market; his desire was to create a new market. As each of his visions became reality the next one would appear, never seizing.
He described that transformational leadership and transactional leadership is a single continuum rather than independent. There are seven factors of transformational leadership according to Bass’s model, divided into three parts: 1. transformational factors: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration, 2. transactional parts: contingent reward and constructive transactions, management by exception and active & passive also corrective transactions, 3. non leadership factor: laissez-faire.
A. There is several different leadership theories and they are the Great man theory means that leaders are born not made (Worth, 2009). Trait theory is that you can be a born leader or you can be taught to be a leader (Worth, 2009). Behavioral theories talk about two different behaviors task, which relate to the work to be done and relationship actions that deal with the feeling of others (Worth, 2009). Contingency theory that there is no single way of leading and that every leadership style should be based on certain situations (Worth, 2009). Transactional theory is the exchange of rewards and punishments, transactions made between the leader and the followers (Worth, 2009).
There are a plethora of leadership theories in existence, but there has yet to be one specific theory that can guarantee success in any organization, in any situation. However, in the last few decades, scholars have taken a particular interest in the theory of transformational leadership for several reasons. The idea of transformational leadership was first introduced in a book titled Leadership, written by James MacGregor Burns in 1978 (Worth, 2014, p.106). Burns describes transformational leadership as a contrast to transactional leadership, which illustrates a relationship between leader and follower that revolves around transactions of rewards and punishments (Worth, 2014, p.106).
BNQA Criteria 1: Leadership Summited by: Bikram Prajapati, King’s college International American University Subject: BUS 700 Capstone Submitted to: Dr. Joe Siegmund and Dr. Raj Kumar Sharma Date: November 18, 2014 Criteria 1: leadership This section analyzes leadership style and its significance in the organization. The purpose of this section is to analyze the leadership style, traits and practice of leadership applied by the Mr. Rajiv Sharma in Jobs Dynamics Pvt. Ltd.