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Leadership in organizations - Essay Example

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The Course Date Leadership in Organizations Outline Leadership encompasses the process of influencing managers or leaders and teams to accomplishing organizational objectives through change. Effective strategic leadership for change and team development remains essential in working over the internal shifts in the company’s leadership…
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Leadership in organizations
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Download file to see previous pages Secondly, it provides an insight into their leadership approach towards individuals and teams. Thirdly, aspects of effective and strategic leadership for change as well as team development and management remain considered in analyzing the company’s leadership style of the two managers. Lastly, a personal judgment on the management styles and recommendations of this case study group would be incorporated in the report. Report on the Leadership Style of Mountain West Company Introduction Leadership styles include autocratic, bureaucratic, laissez-faire and democratic. Democratic leaders believe that staffs can be led while autocratic leaders believe in pushing staffs. Autocratic, democratic and laissez-faire leaders exercise low, moderate and high delegation respectively whereas bureaucratic leaders believe in equal delegation for all staffs. Autocratic leader makes decisions and declares them or sells decisions whereas laissez-faire leaders define limits and ask staffs to make decisions or permit staffs to function within defined limits. Additionally, democratic leaders may present ideas and invite questions, present tentative decisions subject to change or could as well present problems to staffs to obtain suggestions and thereby make decisions. However, bureaucratic leaders apply any style in decision making depending on the staffs and the present situation. Evelyn demonstrates democratic leadership while James demonstrates autocratic leadership. Analysis and evaluation of the both leadership styles For several years, Mountain West employed various aspects in the operations of the call centre that gave the company a competitive edge over and above their direct competitors in the industry. Under the management of Evelyn, she ensured the allocation of regular breaks to the staffs of the department. As well, various training opportunities and trainings remained available to the staffs in facilitating an up to date acquisition of knowledge regarding customer service techniques, different products and problem solving skills. Moreover, Evelyn having taken into account her vast experience at the department and the pressure related to the work made provisions for flexible working schedules for the call centre staffs. Furthermore, the team at the customer service department incorporated their operations to integrate customers’ needs. This encouraged staffs to take adequate time in understanding and resolving customers’ problems. This would also be attributed to the ability of Evelyn to foster organizational needs in their activities at the department as they felt part of the company irrespective of their low pay (Lussier & Achua 2009, pp. 404-407). By contrast, a young manager becomes employed following Evelyn’s retirement to manage the customer service department. The senior management perceives the appointment of James to the reduced and controlled costs of the department. With the mindset of attaining the mark, James increased the number of calls per hour for each staff as well as cutting back on the number of training the department received. Under James’ management, performance would be measured in terms of efficient scheduling though not reflecting flexibility and speed. In the face of these changes, the costs of the depa ...Download file to see next pagesRead More
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