Nedbank Case Analysis

Leadership is an important role in which a manager possesses in the corporate field for the reason that it is a process that influences employees and others in the workplace to work towards achieving the business's objectives (Erasmus BJ. Strydom JW. and Rudansky-Kloppers S., 2013). Tom Boardman, the chief executive of Nedbank Group and of BOE Limited has many characteristics that regards him to be an effective leader. One of the qualities in which Tom Boardman carried through his position at Nedbank was that he was a strategic planner. With the issues that Nedbank had been facing at the end of 2003, Tom ensured that he would put in strategies to achieve the organization's objectives and resolve the challenges of Nedbank in 2004. Leaders who

Through his determination, he was able to close the gap between the business's vision and objectives. By achieving Nedbank's objectives, they were one step closer to reaching their vision. This made him become even more optimistic in the situations which Nedbank was faced with. With Tom's optimistic mindset, it provided him with solutions to make Nedbank one of the most "aspirational" banks as well as to inspire and motivate employees to start becoming optimistic regardless of the position they were facing. Tom looked for ways to gain consensus in order for his employees to work together in becoming more efficient and effective as a team as well as striving to unite together. This thus resulted Tom to become a motivational leader and in addition, inspiring his staff to look at things in a positive

His employees were able to obey and respect him because his personal characteristics attracted them to see a change in the business for the better. Tom was a strong leader who encouraged those around him to be courageous and hard working. His employees believed in him because he was a man who held a lot of integrity and competence. The knowledge that he had allowed him to create workshops to train his employees to gain more understanding in how they were going to get back to the top as a powerful and successful bank. He also gained the trust and loyalty of his employees to lead the bank in 2004. This gave him faith that he could turnaround the business, and through his employee's placing a lot of trust in him leading, he was able to take action. Tom believed that in order for Nedbank to start working their way to the top, he had to strategically become more client-orientated and this resulted him to start executing tactics and plans. By Tom launching the "Journey Back to the Top" initiative for Nedbank, he was able to think quickly and make decisions to deal with the issue at that current moment rather than allowing it to increase and worsen over time. This showed the characteristic of a leader who had the ability to be decisive and