Assessment of the Vision of an Organization Leader - Case Study Example

Case Study: The Vision Failed Student’s Name Institutional Affiliation Case Study: The Vision Failed Leadership is an important aspect in firms that seek to succeed and grow as well as implement changes in their operations and practices. The following paper seeks on discussing the case study on the Vision Failed. Question 1 As a consultant, the first observation of Harold’s leadership from a transformational perspective is that it lacks the four I’s of leadership. This means that the desired results and vision cannot be realized from Harold’s leadership style and approach. As illustrated, Harold lacks individualized consideration, where he does not attend or address each of his follower’s requirements. In this view, Harold lacks the mentorship aspect for coaching his employees on how to realize his new vision as well as understand the strategies required realizing the company vision. I would advise the Board of Directors to help Harold re-align or re-consider his leadership style. In the case study, it is clear that Harold lacks the required emotional intelligence to become an effective leader. He lacks empathy and help for his followers as illustrated with little and inconsistent communication within the company (Goleman, 2004). Another recommendation would be a push to develop and implement a new system that allows for open and consistent communication channels. Through an open and consistent communication channel or system, employees will be empowered in terms of having their concerns addressed. Additionally, I would recommend an evaluation of employee motivation as well as productivity. Tracking how employees behave as well as work is an ideal method of understanding the pros and cons of Harold’s leadership. The company organizational structure also requires transformation. Employees should be allowed to take control of the company vision and transform it in terms of achieving organizational goals and objectives. Moreover, the company also requires identifying managers as well as leaders in terms of ensuring they support the current leadership by communicating to employees. This will also allow room for innovative leadership styles as well as management practices (Northouse, 2010). As a technology company, the firm also requires increased innovation capacity building that may require a change in leadership style as illustrated with the poor style currently in use. Question 2 From the case study, it is clear that Harold lacked a clear vision for the company. Leaders are not like managers as they develop a vision for the firm through a comprehensive message. An effective vision takes into account all aspects of the firm that allow employees to understand its values, policies, goals, and future direction. Nonetheless, Harold lacks to consider the history of company, which includes its strong organisational culture and family linkage. By ignoring the history of the company, Harold weakens the company’s vision, which has a negative influence on employee motivation and perceptions. As illustrated, HTE had a long and rich history with numerous unique stories that had cultivated a strong culture within the organization. Nevertheless, it is clear that Harold was slow or hesitant to engage in open and two-communication, which would have included reminding employees on the company’s historical success and inspirational stories. According to Northouse, (2010) an effective vision should be able to communicate the ideas, history, and future directions. Without these elements, the vision becomes simple and easy to understand. This aspect allows for effective and clear implementation. Based on the case study, Harold did not develop a clear vision for the company. Employees felt that they did not understand what it meant and how to achieve organizational goals. This also means that Harold failed to implement the vision successfully. At the start, Harold developed a democratic vision where employees were offered room to air their ideas and concerns. Nonetheless, Harold appeared to be incentive to employee concerns. Although Harold had the idea of empowering employees, he failed to take all the aspects of communication into consideration. One of the main elements of communication is the ability to listen to others. Listening offers an effective environment for understanding concerns while developing new and innovative ideas (Northouse, 2010). Harold fails to implement the company vision through inconsistent leadership styles. Even though this can be termed as situational leadership, the idea of inconsistency may have negative effects on employee behaviours and motivations. Employees at HTE could not understand what Harold really wanted or was communicating because his actions did not reflect what he communicated or presented. In this way, confusion and misunderstanding grew in the company illustrating the failed implementation of the company vision. Question 3 A leader acts as a change agent in all manner of aspects. In this case Harold was able to develop a fairly democratic vision that allowed employee empowerment. A democratic vision or leadership style is effective in ensuring employee have greater input and influence where most effective. Nonetheless, Harold was not able to ensure the effective outcomes as a change agent. As reported, Harold changed the organizational structure on several occasions that led to increased instability. The changes offered increased influence and input to managers who needed fewer responsibilities while other managers received limited input where they needed more. This generated a situation where employees could not understand their roles or the vision that Harold wanted to be achieved. Leaders should cultivate or encourage an executive mentality where they understand the vision of the company and how to make it happen. A vision in this case acts like a puzzle that managers and employees struggle to complete. However, through increased communication and innovation, leaders can help employees solve the puzzle through increased ideas on the different pieces. In Harold’s case, he lacked communication channels or systems that allowed employees as well as managers understand the vision. The lack of communication destroys or compromises the entire change agency and social architect. Communication is a significant foundation and pillar for being a change agent and social architect. Harold was also ineffective in terms of developing or maintaining organizational culture. As a change agent, Harold required to develop a new culture that relates with employees and his leadership style and company vision (Goleman, 2004). Harold did not reflect his vision and leadership style by not being an example to his followers. As illustrated, he did not drive a U.S car model despite the company making and supporting U.S based products. The perception or message this sends to employees is rather negative and conflicting. As a social architect, even by developing a democratic vision, Harold’s leadership style was inconsistent. He wanted to be viewed as a hands-on manager, delegated operational influence to others while focusing on less-significant issues such as customer relations and board matters. Based on Harold’s previous experience, it would be ineffective to concentrate on customer relations and ignore operational control. Overall, Harold was ineffective as a change agent and social architect. Question 4 If Harold had a second chance as president of HTE, I would advise him to evaluate and reconsider his emotional intelligence. Emotional intelligence is based on factors such as self-awareness, self-regulation, empathy, social skills, and motivation (Goleman, 2004). It is through these emotional intelligence factors that leaders develop or master leadership qualities such as integrity, honesty, dedication, as well as motivation (Goleman, 2004). Conducting a self-assessment can help Harold understand his strengths weaknesses. This develops the opportunity to improve on strengths while working on enhancing weaknesses. Moreover, a self-assessment can help in reflecting on numerous leadership styles as well as their success and detriments. Moreover, I would also advise Harold to seek out or implement a situational leadership style. According to Northouse, (2010) there is no one good or effective leadership style. This is because different situations call for different leadership styles. In this case, Harold should be able to apply different leadership styles based on different situations. Another major change that Harold should consider if he returned to the company is communication. Communication is a strong element in ensuring effective leadership from developing a firm company vision as well as realizing company goals (Goleman, 2004). Harold should work on being an effective communicator by listening to employees as well as offering feedback. Through this strategy, Harold can ensure that employees can understand the vision of the company while listening and addressing concerns as well as ideas. Moreover, I would also recommend that Harold seek to become an example to other through his actions and behaviours. Employees should be able to understand and follow a leader if they believe or witness his actions that reflect what he communicates. This is based on the idea of being persuasive to ensure that employees believe and have a mutual understanding of the company vision. In conclusion, Harold is not an effective leader, since his style of leadership led to undesired outcomes. Nonetheless, the failed vision is based on the lack of basic elements needed for effective leadership. The need for communication is significant and critical in ensuring effective leadership. This is based on the need of empowering employees to understand and accomplish the company vision. Harold is an example of how leaders should not lead organizations, but through the case leaders can learn numerous lessons on effective leadership. References Goleman, D. (2004). What makes a Leader? Retrieved from https://hbr.org/2004/01/what-makes-a-leader/ar/1 Northouse, P.G. (2010). Leadership: Theory and Practice. New York, NY: SAGE. Read More