Executive A
Executive A practices level 5 style of leadership, in this kind of leadership leaders transform the organization from low states to greater height. From the context of Executive A, an Executive A became CEO several years ago, the company was losing more than two million dollars a year, and its stock had plummeted to 23 a share. During Executive As tenure the stock has risen 128, and the company posted a profit during the second quarter after Executive A became CEO. Level 5 leaders are termed as timid and ferocious, shy and fearless, modest, with fierce, unwavering commitments to high standard. The above mentioned characters of leaders in level 5 leadership style are revealed vividly in Executive A leadership style. For instance, the media has been quoted saying that Executive A is the person behind corporations success.
Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company. Its not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious - but their ambition is first and foremost for the institution, not themselves. - Jim Collins. Good to Great. 2001.
Executive A shies away from the attention and often gives credit for the companys success to other leaders in the organization. This is also another example that convinced that Executive A really practices level 5 leadership styles. Furthermore, level 5 leadership style states that leaders or managers, who practice this style, accept responsibility for mistakes and poor results of the organization. From the scenario, Executive A is quick to accept responsibility for mistakes and poor results and takes pride in developing strong leaders within the company. The above points clearly shows beyond any reasonable doubts that Executive A practices level 5 leadership styles.
Leader B practices transactional leadership styles, in this style leaders motivate subordinate by rewarding them. Transactional leaders works through creating clear structures whereby it is clear what is required of their subordinates, and rewards them for their efforts. Punishment are always stated and well understood that subordinate staffs should held accountable for their deeds. Transactional leaders allocate work to the team members, they are considered to be fully responsible. To support this, leader B establishes clear goals by clarifying role and task requirements and continually guiding subordinates in the direction of these goals. This is one of the examples that make leader B qualify to be transactional leaders. From the above, transactional leaders ensures that there is clear definition of duties and responsibility of every staff members. From the scenario, Leader B establishes clear goals by clarifying role and task requirements and continually guiding subordinates in the direction of these goals. In transactional leadership styles, leaders are expected to reward their team members by recognizing their input and as well as ensuring staff members are held account on their deeds. Leader B from the given scenario believes in a clear chain of command and in rewarding good performance and recognizing employee accomplishments. Also leader B believes that when a task is delegated to a subordinate, the subordinate is fully responsible for that task and incase of a fault he or she should held accountable and be ready to face the consequences.
Leader C is a Transformation leader.
Transformation leaders always look after initiatives that can add value in an organization. This leaders enthusiasm is frequently passed onto the staff members. Transformation leaders are exceptionally motivating, inspiring, encourage, support, recognizes good work and peoples and helping people see beyond their self-interests and focus more on team interests and needs. From the scenario, leader C encourages team members to transcend their own self-interest for the good of the organization. This is one of the above mentioned statements that describe a transformation leadership style, therefore, leader C practices transformation Leadership styles. In transformation leadership style, leaders inspire their staff members, develop vision and communicate to the staff members. Leader C believes that people can achieve great success when they are inspired and passionate about a vision.
How Leader B leadership style would affect the corporation if Leader B were appointed as CEO when Executive A retires.
Leader B who is a transactional leader will ensure that corporation has employees who are hard worker, who hands their work very careful to avoid wastage and there is a division labor thus production will go up. Due to a clear chain of command the corporation will have an ideal structure of management thus accountability and transparency can be achieved. Leader B will ensure that the corporation has a clear leadership hierarchy.
How Leader C leadership style would affect the corporation if Leader C were appointed as CEO when Executive A retires.
Leader C who is a transformation leader will ensure that corporation is transformed by creating vision and communicating to the staff. This will make subordinate staff to be part and parcel of the organization.
Corporation will have an ideal human resource department because the leader will be wonderful and uplifting. There will be clear goals, vision and everyone will be working toward a common ground.
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