Leaderships Styles and Models - Essay Example

LEADERSHIPS STYLES AND MODELS By Department Professor’s Name Name of the University Date of submission Assignment A Case one: Jeff Immelt, General Electric. Q.1 Jeff Immelt as a leadership profile of inspiring and motivating his employees this is seen from the statement to the employees which states that there are 24 hours in a day, and you can use them all, these is motivating as the employees are always given ample time to perform their tasks. He is a person who is able to create agenda establishing directions, this is portrayed by Immelt who is known as a demanding boss who is not afraid to push aside his own picked managers if they don’t meet performance standards. Another leadership concept is that Jeff Immelt is seen as a hard charging leader who has been working 100 hours a week to be able to produce changes in the organization. He is a well defined leader known to be able to communicate all kind of agendas, forums and directions in a well established process that inspires employees to produce outcomes. Q.2 Traits approach, are native traits that are inborn qualities that the leader makes in determining a road map potential. Jeff Immelt is seen as surprisingly relaxed, almost serene, and portrays full confidence in his abilities and beliefs, which makes him to have superior characteristics and qualities of leading people. Jeff is a leader who performs his duties best on circumstances or situations; he has traits that are inborn. For example he budgets his time, and is not afraid to confront some of the outperforming managers. Jeff Immelt portrays trait leadership by expecting more performance from his employees making him a hard charging leader (Barr, 2004). Q.3 Jeff Immelt portrays a leadership which has influence on the employees through his actions and words, this is shown by the personal traits which makes individuals to perform. Some of his actions show that his leadership style his powerful which make sure that tasks are performed has expected this is seen from his hard charging leadership style. He is also seen as a transformative leader where creating a good environment that allows the employees to work on their convenient time, and his belief in GE’S superior capabilities and quality of the employee. He is also charismatic leader this is portrayed from his personal traits like relaxed, serene and confident which enables him budget his available time to achieve the required standards. Case two: Trusew and North Jackson elementary school.Q.1. the communication concept present in the leadership of Pamela Forbes include: creating tough goals and bottom line results which helps in restoring health hardware in Trusew, it is a way of establishing directions in the organization. She is also focused in creating or developing a human network this is portrayed during the first year when she was building trust with the teachers, staff and students, this is a leadership concept used for aligning the employees in the organization. From her execution is seen to believe in the importance of keeping her employee morale high, the aim is to produce outcomes, she also has a vision of transforming the institution into a model of learning. Q.2. Pamela Forbes is born with a tough and stern trait which she uses in the management of the institution; which is portrayed by a hard driving management style and a hardnosed approach in the organization. Her functional approach is based on tough goals, objectives and bottom line results which is expected from the employees without any unreasonable apologies. Pamela Forbes also portrays a rational approach by creating a working trust, and keeping morale so as to enable a good working environment in the organization. Q.3 In the institution, Pamela Forbes has a hard driving management styles which is influential in bringing outcomes in the institution. She also portrays power in her leadership by setting tough goals and bottom line results based on a hardnosed approach. She also portrays a transformative style of leadership by trying to build capacity among the employees, by creating an environment where employees can build trust among themselves. Her charismatic characteristics make her an autocratic person in leadership of the institution but despite that she keenly keeps the importance of keeping morale high. Case three: Lawrence Summers, Harvard University. Q1. In the case of Lawrence Summers it is different he portrays a distinctive type of leadership that portrays a pragmatic style of leadership. Some of the leadership concepts is not portrayed in the communicative process in the institution. For example, he is not able to create agenda that establishes direction in the organizations, he has not developed any human network by aligning the employees, does not produce any outcomes or changes in the organization. But he is able to motivate his employees by allowing them to make their own decisions (Monga, 2002). Q.2. Lawrence Summers does not portray any kind of traits of leadership in Harvard University, he is seen as a passive follower who demonstrates little original thought or commitments which rely mostly on the leaders directions. The functional approach that Lawrence portrays in the organization is that of consultation and open environment that allows employees in the institution to operate democratically in the institution. He also portrays a rational type of leadership by trying to create a task oriented style of leadership through assertiveness by trying to apply its leadership (Stein & Nelson, 2003). Q.3. Lawrence leadership style creates a model where it does not have any influence to the employees involved. This has made them to perform in a different distinctive ways; he is only a task oriented leader but does not portray any leadership power to make sure that the outlined goals are implemented. The democratic style of leadership by Lawrence creates capacity building among deans, lectures in the institution. He is also not a charismatic leader this is because no changes are seen in the institutions; the only result is a open space leadership, where everyone in the institution makes their own decisions, which later results to more conflicts in the organization, he is also a self thought leader who makes decisions on his own (Barlow & Jordan, 2003). Case 4: Col. Jee Dowdy and Maj. Mattis, Marine Corps. Q. 1. Both leaders Dowdy and Mattis portray some leadership concepts in their communication process working in Marine Corps. They portray leadership concept of giving direction this is creating the plan for war missions for the Marines. They also portray leadership concept of aligning people this is portrayed by them highly respected by their respective followers. Their leadership style is distinctive but portrays changes in the mission, which were well accomplished despite different tactics or risks (Lussier & Chua, 2009). Q. 2. Both leaders portray exemplary traits with their created critical and innovative ideas that enable their mission to be accomplished despite risks, Dowdy was protective to the safety of his marines while Mattis focused on tackling the mission head on. Col. Dowdy was a functional leader who would make decisions which both suit the mission and the Marine needs. While Maj. Mattis was mainly focused on how to accomplish the mission in respective of any risk that would have occurred during the operation, but Maj. Mattis is seen to have established a high quality relationship with his followers by minding their welfare and life’s, by making the employees to be production oriented persons (Daft, 2008). Q.3. both leadership styles of the two has a influence on their followers, despite being more autocratic, Col. Dowdy showed more humanistic value to his marines. During the mission they both portrayed leadership power which enabled them to achieve the expected results from a gruelling military mission. But their transformative leadership was different has Col. Dowdy style was based on developing and safeguarding his marines, while Maj. Mattis was focused on the mission objectives and tasks. But both leaders shared a charismatic type of leadership which portrayed authenticity in their mission tasks, which made them both to posses characters of leadership (Jago, 1982). Case five: Bob Nardalli, the home deports. Q1.Bob Nardalli portrays a number of leadership concepts which is communicatively integrated in the firm. He is seen to be a person who is able establishing direction in the organization. The culture of no bull performance shows how is capable to align the employees, he embraces responsibility and recognition in motivating and inspiring employees. The changes in sales portray how his leadership has been influencive. Q2.He is focussed and assertive leader on how he handles number of activities in the organization. His functional ability as made it possible to have an enterprising environment to enable the business to function well. He is rational by setting a high quality standard by creating a performance culture among the employees (Blumen, 1992). Q3. Bob Narvelli has influenced the performance of the organization among individuals; standards that are set in the organization make him a powerful leader. He is also a transformative leader this portrayed from cadre of talented people he has made in the organization. His charismatic leadership shows how he has made a number of changes in the performance and the organization culture. ASSIGNMENT B. 2.0. AL Futaim and leadership, styles theories. AL Futtaim is a leader who owns a business group that is contributing to the economy of Dubai and UAE. He is the core founder of AL Futtaim group which is a key pillar in the community, which has been in the business for 40 years in retail, manufacturing and industry sectors. The company is able to perform well due to a number of factors that is portrayed in his leadership and management styles. AL Futtaim is well known to have a number of leadership concepts portrayed on how he communicates within and outside the firm, after a period of time the chairman provides direction for the company through his message sent to the employees. He is also able to align the employees by allowing teamwork in all the endeavours. He has been striving to create a conducive working environment where the employees can be motivated to work to produce results.The changes that are occurring in the group every year is great, and does portray how the group is managed well. This demonstrates how the leader is conversant with a number of leadership concepts including setting of objectives, motivating employees; making changes in organization and how to align employees (B.AC, 2010). Situational, trait, functional and rational approaches: AL Futtaim has visionary traits which ennables him to set clear visions which has enable the business to grow in Dubai to become an international firm. He is also a situational leader where is able to adapt to the changing business needs, encouraging the employees so as to be able to serve customers fully. Functional approach, these are some of characteristic traits that a leader possess in particular situations that make groups or organizations to operate effectively.Through his functional approach the employees are able to create a wining corporate culture which promotes growth and fosters innovations;these are portrayed from her explicit approach during the early stages of starting the business group. He is also a rational leader; this can be derived from the message that he posted in the group’s website, where he looks at the business to be more creative to be able to meet and exceed the expectations of customers which enable them to expand both regionally and internationally. Rational approach, this is how the leader has created links between the leaders and his followers, majority of its leaders try to create a great link with their employees (Cole, 2010). This is portrayed by the leaders task oriented strategies that is being applied. He is also a transformative leader where is able to provide a conducive environment by providing tools, medical cover which enables the employees to be able to enjoy a creative and innovative environment that foster teamwork among themselves. He is a charismatic leader this is portrayed by a number of businesses in different sectors that the group as facilitated during the forty years of operation, he is a visionary and focused leader who embraces and intergrates both employee and organizational strategies. 2.1 Application of leadership in the organization. His leadership style which is democratic as enable to build a culture that is influencing the employees to be result oriented in producing quality and creative products. The employees of the group get power to perform activities focussing on the visions, missions and set objectives outlined from the company profile. He has confidence in his abilities and beliefs on organizations superior capabilities and quality of the people, this is a best way of developing human network through aligning people. His charismatic leadership has enabled the organization to proper and grow nationally through visionary and setting of realistic objectives and goals. He is also leader who is concerned with the welfare of the employees in the organization this is seen from a number of welfare activities established in the organization through provisions of medical facilities, welfare facilities, which helps in the retention rates of the employees in the organization. Team building is essential in the organization because it helps to build social interactions between the employees of the organization, the leader is well known to organize forums and events that employees can interact share their own experiences. References Barr, J. (2004) what do we know about leadership: Review of educational research, Vol. 74, No.3, pp.255-316. Barlow, C.,& Jordan, M. (2003) character assessment: an examination of leadership levels. Journal of business and psychological, Vol. 17, No.4, pp.563-584. Blumen, J. (1992) connective leaderships: female leadership styles, sociological perspective, Vol. 35, No, 1 pp. 183-203. Cole, G. (2010) management theory and practice, London, UK, Book power. Daft, R. (2008) the leadership experience, Mason, USA, Thompson South-Western. Jago, A. (1982) leadership: perspective in theory and research. Management science. Vol.28, No.3, pp315-336. Lussier, R.,& Chua, F. (2009) Leadership: theory applications and skill development, Mason, USA, Cengage publishing. B.AC, (2010) Embracing the innovations and creativity in Al Ghurair retrieved on 3rd may 2012from >http://www.alghurair.com/index.php?option=com_content&task=view&id=12&Itemid=193< Monga, M. (2002) Leadership archetypes, Indian journal of industrial relations, Vol. 38, No.2,pp. 147-160. Stein, K.,& Nelson, B. (2003) Leadership content knowledge, educational evaluation and policy analysis. Vol.25, No.4 pp.423-448. Read More