The Leadership Style - Literature review Example

Running header: Journal Entries Student’s name: Instructor’s name: Subject code: Date of submission Journal 1: the Benfold ship This journal article is aimed at analyzing the leadership style adopted by navy commander D. Michael Abrashoff in commanding the USS Benfold ship which is U.S navy’s most modern and lethal fighting ship. When the ship is set under his command, Michael adopts a leadership model which is as progressive as any in business. It is this breakaway from the traditional authoritative to a democratic leadership style that greatly alters ship management not just for Benfold but also for other crews. Michael Abrashoff’s ship structure and objectives are comparable to a business situation. For instance, Michael occupies the highest level of command as the commander just like a company CEO while there are other senior sailors who head different departments as well as junior sailors just like departmental managers and ordinary employees in a business situation (Frank, 1999). The ship’s objectives under Michael also compare to a business situation. Just as a business would aim at employee retention, Michael also motivates sailors to ensure their retention. While a business has the objective of making profits, the ship aims at increasing combat readiness. In addition, just like business aims at increased efficiency in order to cut on costs, Michael’s ship has successfully increased efficiency which has helped cut down on costs. Michael uses a combination of leadership styles that have led to his success. He embraces a democratic leadership style by ensuring that he does not just issue commands but that everyone participates in decision making regarding their work. In addition, Michael listens objectively to all of his crew members in order to understand them and understand their drive them in order to motivate them. This way everyone feels part of the crew and none feels inferior since everyone is an equal partner of the crew. In addition, Michael also partly embraces a delegative or free reign leadership style where sailors especially departmental heads make decisions regarding their work without having and take actions without having to wait for him. This way, a sense of responsibility and autonomy is created hence leading to increased efficiency and productivity. Michael’s leadership style has affected the culture in the navy ships in a number of ways. For instance, the authoritarian kind of leadership and beuraucreautic chain of commands has been replaced with a democratic leadership where everyone participates in decision making. Everyone is now responsible for decisions falling within their line of duty as opposed to the culture of waiting for orders from above. In addition, the navy ships have adopted practices that improve quality of life for sailors such as implementation of programs that enable them to work for less hours as well as improvement of entertainment opportunities. This leadership style has also affected the ship’s strategy and objectives. The ship has been able to save on cost while ensuring combat readiness. In addition, this has led to improved efficiency hence leading to reduction in cost. The management of the crew has also been enhanced as everyone is able to take responsibility of their work and get involved in decision making without necessarily waiting for orders from above. Journal 3 -Sony Japan With deteriorating financial performance by Sony Japan coupled with technological advancement and hence competition, Sonny headquarters management in New York finds it necessary to hire a new CEO who will give the company an American turn around and hence guarantee improved financial performance. It is Stringer who lands at this job with the responsibility of ensuring a turnaround. This journal looks at the strategies implemented by Stringer to manage the required change in Sony as well as their effectiveness in ensuring Sony’s success. Stringer’s main objective when he is appointed CEO of Sony Japan is to ensure Sony’s turnaround in terms of financial performance which has deteriorated to only 1.2% in 2004 (Robyn, 2008). This deterioration is associated with the company’s red ink and management paralysis. As such the headquarters decides an American turnaround is needed and as Stringer puts it, “I got this job in a crisis”. As such, Stringer’s main objective on becoming the CEO is to ensure that the company’s financial performance improves. This he does by adopting a number of adjusting strategies which includes; i) He ensures that the company comes up with new innovations that would ensure consumers pay premium price for its hardware. Such innovations include walkmans and camcorders. ii) He ensures improved communication, corporation and reduced red ink between various functions by emphasizing on the need for cooperation in ensuring improved financial performance. iii) Overcoming the messes he found in TV manufacturing and play station departments in a bid to ensure improved performance. These changes are successful as the company manages to attain $3.2 billion in profits and this is expected to rise by 20% in the coming year. Change in Sony is driven by three forces which includes; i) Need for improved financial performance- the company’s performance has deteriorated to only 1.2% and hence change is needed in order to ensure that its performance improves if it is to remain in business which necessitates hiring Stringer as the new CEO. ii) Red ink and management paralysis-the company is characterized with red ink and management paralysis which is a cause of its poor performance. As such, change is deemed necessary to ensure cooperation between different functions which would lead to improved performance. iii) Technological advancement –change is also driven by technological advancement. As new technologies emerge, change is necessary to ensure that the company embraces new technology and come up with innovations that would help it cope with competition in the industry. The benefits that Sony experiences from managing changes in technology include; i) Coming up with new innovations such as walkmans which ensures customers pay premium price for its products. ii) Improved financial performance since the company is able to manufacture high quality goods that are liked by customers even at high prices. On the other hand, Sonny’s main challenge is galvanizing its executives into pulling in the same direction. In addition, in the battle to replace the DVD the company would need to beat back an assault by Toshiba on its blu-ray technology. In order to achieve a positive change result, Stringer implements the following steps; i) He comes up with new innovations that ensures that customers pay premium prices on Sony’s products ii) He ensures end of red ink and management paralysis by ensuring cooperation between different functions iii) He took steps to overcome the messes he identified in TV manufacturing and play station departments. iv) In a bid to raise cash and realign Sony’s strategy, he sold $1.5 billion in noncore business. Journal 3-Semco After taking over Semco’s management from his father, Ricardo implements a completely new management style that departs from his father’s autocratic management. He implements a system that ensures total employee participation and free flow of information hence ensuring a motivated workforce. This journal looks at how organizations can motivate employees using Semco as an example. In an organization, it is important that members work as a team. This enables them appreciate one another while everyone feels a part of the team. This can be a source of motivation hence leading to improved performance. However, the management should take steps aimed at motivating the team in a bid to achieve maximum performance (Tsiganou, H1991). Some of the strategies that can motivate the team hence ensuring improved productivity include increased autonomy in their work as well as involvement in decision making. In addition, implementing profit sharing schemes also motivates teams to work harder as the bonuses are pegged on performance. The methods used by Semco to motivate employees in a team include; i) Involvement of the teams in key decision making. In Semco, the teams are involved in making of most major decisions especially those affecting the teams. In fact, it is only decisions deemed most sensitive that are not made by the teams. This makes them feel part of Semco. ii) Profit sharing-Semco implemented a profit sharing scheme where tem as get about a quarter of the profits their divisions generate (Dickson, 1993). This improves productivity since the better the performance, the higher are the earnings. iii) Ensuring free flow of information- in Semco, all financial information is availed to all employees in fact; they have been trained to interpret financial data. Furthermore, all meetings are open to all members willing to attend while salaries of upper managers are known by all employees. This enables employees make informed decisions while reinforcing the democratic nature of the decision making process. There is little comparison between Semco’s motivation techniques and those employed in the Island business team environment. While profit sharing schemes and some level of autonomy in decision making also exist in Island business environment, the autonomy is very limited while the profit sharing schemes only involve a small portion of corporate profit. In addition, there is no free flow of information in the Island business environment while major decisions as well as financial performance are only reserved for top management. The communication methods used at Semco have been very effective. The communication model is such that everyone in Semco feels an equal member of the team and this eliminates fear towards management hence resulting in a peaceful and conducive working environment. Making sure that communication flows in all direction and that there is free flow of information enables employees to make informed decisions. This is an incentive to good performance and hence improved productivity (Glower, 1993). This has seen the company’s performance improve year in year out. For instance, the company’s profits improved from $35000 to $100000 in just six years. In addition, the company was able to survive the 1990s hyperinflation by involving its employees in making decisions regarding cost cutting measures. The flow of information has changed from a restricted one during the times of Semler senior when information and decisions were reserved for senior management to the current times when there is free flow of information. This has ensured that information is available to anyone who needs it in Semco. As such, employees have become more responsible and involved in important decision making. As such, employees are motivated leading to improved productivity and hence improved financial performance. References Frank, W1999, The Agenda –Grassroots Leadership, Polly LaBarre Photographs, no.23, pp.114. Dickson, T1993, Secrets of the Semler Effect- The man who set corporate culture on its head, Financial times, June 25, 1993. Robyn, M2008, It takes a crisis, Forbes Magazine, July 21, 2008. Glower, D1993, Case studies in organizational behavior, Paul Chapman Publishing Ltd, London. Tsiganou, H1991, Workers’ participative schemes- The experience in capitalist and plan based societies, Greenwood Press, Westport. Read More