Leadership Style In Disney

1 Introduction (311/200 words)

1.1 Purpose

The purpose of this report is to highlight critical courses of action that must be undertaken by Disney in order to improve their reputation as a world leader in film production by addressing two management problems.

1.2 Method

This report applies theories and content obtained from peer-reviewed journals and the course textbook relating to the subject of management from the Griffith University online library. Journals from the past 12 years were assessed for relevance to the four functions of management: planning, leading, organising and controlling. Two management problems relating to the function of leading, creativity through transformational leadership, and motivation using expectancy theory

To affect positive change at Disney, a transformational leadership style should be implemented. As transformational leaders generate awareness and acceptance of the organisation 's vision and make their followers feel as though they are a vital part of the organisation (Williams, McWilliams & Lawrence, 2017), this would be momentously beneficial to the creative teams involved with production of Disney 's films. The majority of the roles on a film are highly creative: producer, writer, director, and actors, and creativity is the key to increase Disney 's competitive advantage (Cheung & Wong, 2011). As there is a strong positive relationship between transformational leadership and an employee 's creativity (Gumusluoglu & Ilsev, 2009), this leadership style is hugely important to allow the creativity to flow to get the most creative ideas and the best out of the employees, leading to a successful organisation. As Luzinski (2011) states, 'success happens not because followers dutifully agree to go along but because leaders and followers learn from each other, come to a common understanding, and establish shared values '. A film 's success is a consequence of transformational leadership, enabling creativity to grow and thrive. This drive for creativity will allow employees to use a diversified range of their skills, abilities, knowledge, and experience to generate new and better ideas (Cheung & Wong, 2011). Innovation plays a critical role in this highly competitive field,

Another important factor of transformational leadership is emotional attachment. This is a creativity-enhancing force where employees are more likely to respond to and follow the vision given their emotional ties with their leaders (Gumusluoglu & Ilsev, 2009). Emotional ties can also lead to intrinsic rewards for employees as they have a personal sense of ownership of their creative roles, a sense of self-accomplishment, and feel more enjoyment of an interesting, challenging, and engaging role (Williams