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Carve Electronics Company’s Leadership Models Report


In order to comprehend an objective picture of my leadership model, it is necessary to consider the most significant domains gained from the theories and concepts that were studied in the course of MSL program, those that were applied in practice and reviewed after the capstone project. It should be noted that I view transformational leadership as an approach to management that ensures the most efficient and feasible outcomes for both the company and employees. Every leader should strive to constantly analyze his or her management style and improve those indicators of work that are poor (Hackman & Johnson, 2013). Transformational leadership strengthens the motivation of employees, supports their morale and productivity through a variety of mechanisms of influence. In this approach, the leader executes different levels of power, identifies weaknesses of employees, and strengthens their capabilities. Moreover, as it was revealed during the capstone project, the management should be able to build the work in such a way that employees set corporate goals above their own and try to fulfill the corporate tasks assigned to them in the first place. However, the core of transformational leadership lies in the fact that a manager should be flexible and be able to adapt and react to the current needs of employees.

Key Models

During the capstone project, I was able to conclude that transformational approach to leadership implies the coordination of employees at all levels and establishing effective communication practices to promote feedback. In the course of the project, Carve Electronics was studied. It turned out that the leadership did not empower the workforce to execute autonomy, did not allow shared decision-making, and, in general, could not establish effective communication. Therefore, the leadership was alienated, and the staff was experiencing burnout due to malfunctioning from the side of management. According to Northouse (2010), “transformational leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower” (p. 162). Therefore, the initial criterion of the successful organizational structure is the joint work of leadership and workforce.

In terms of the MSL program, it was revealed that situational leadership is another effective approach to managing people in the current work setting. It implies that a leader identifies the changing requirements and needs of teams and responds to them in a timely manner (DuBrin, 2015). In the case of Carve, if management had considered applying situational leadership, it would be able to avoid staff turnover and provide the workers with the necessary training to remain competitive in the market. In addition, my experience in the workplace has proven that effective followership is as crucial as effective leadership is due to the fact it is the workforce that implements the prospective plans of management and not the reverse.

Current Model Summary

My current model (please, refer to Figure 1 in attachment) that I have established and reconsidered in the course of the program is transformational leadership. As a leader, I strive for transforming and motivating the followers through charisma, intellectual induction, and particular attention. As stated by Northouse (2010), this approach “involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them” (p. 161). In addition, I try to encourage the co-workers to come up with new ways of working to achieve success.

Moreover, when conducting the capstone project, Porter’s five forces were reviewed and applied. This approach enabled determining the competitive edge of the company and changing its strategy towards more functional one. Further on, the component of transformational leadership was applied to reform and reframe the organization and its inner structure placing a greater emphasis on the skills of workers and enhancing the communication on three levels – individuals, units, and the entire organization (DuBrin, 2015).

Reflection

I try to continue evolving as a transformational leader as this approach is aimed at the actual setting and considers both its advantages and disadvantages. It implies the application of methods and ways of influencing people according to the specific situation and their needs. However, after finalizing the program, I intend to challenge myself as a leader further and consider the practices targeted at combating critical stages of organizational development (the period of recovery from the crisis or when implementing radical reforms and changes).

References

DuBrin, A. (2015). Leadership. Boston, MA: Cengage.

Hackman, M., & Johnson, C. (2013). Leadership. Long Grove, IL: Waveland Press.

Northouse, P. (2010). Leadership. Thousand oaks, CA: SAGE.

Attachment

Visual representation of leadership model.
Figure 1. Visual representation of leadership model.
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IvyPanda. (2020, September 30). Carve Electronics Company's Leadership Models. Retrieved from https://ivypanda.com/essays/carve-electronics-companys-leadership-models/

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"Carve Electronics Company's Leadership Models." IvyPanda, 30 Sept. 2020, ivypanda.com/essays/carve-electronics-companys-leadership-models/.

1. IvyPanda. "Carve Electronics Company's Leadership Models." September 30, 2020. https://ivypanda.com/essays/carve-electronics-companys-leadership-models/.


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IvyPanda. "Carve Electronics Company's Leadership Models." September 30, 2020. https://ivypanda.com/essays/carve-electronics-companys-leadership-models/.

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IvyPanda. 2020. "Carve Electronics Company's Leadership Models." September 30, 2020. https://ivypanda.com/essays/carve-electronics-companys-leadership-models/.

References

IvyPanda. (2020) 'Carve Electronics Company's Leadership Models'. 30 September.

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