This paper looks at the different characteristics of leadership styles in relation to the executive A, B and C and defining at their effect in the management of the organization upon the retirement of the executive A.
“Level 5” leadership style
Any successful company must have had “level 5 leaders” at any time on its management. The “level 5” leaders are sometimes referred as ‘good to great leaders’, they take over the operation of any company at any level even when the company is in the verge of collapse, reconstitute the company and drives it to success. “Level 5” leaders are always associated with the high intellectual horsepower with high knowledge on the management of any company at any level. Level 5 leaders have high self confidence that enables them move towards success. They are also noted to be humble and modest people who posses workmanlike diligence. More notably, level 5 leader tend to give credit to the junior staffs that helped him in the success attainment (Bass, 1985).
Considering the above description, executive A can clearly be classified as “level 5” leader since he took over the company when it was running at lose of more than two million dollars a year and its stock had plummeted to $23 a share and achieved a stock of 128% with good profit in the second Quarter. He also didn’t own the successes of the company but he gave it to other organizational leaders.
Transactional leadership
This is an outdated style of leadership that believes in power and authority excise over his employees. Transactional leaders tend to take control over their employees and they attach incentives and rewards for every good work done by the employees (Bass, 1985).
The employees under such leadership bear a whole responsibility for any kind of task given to them since they are being punished for any kind of fault. The leaders in this kind of style are always observed as managers and not leaders. They do not embrace change in work environment or employees transformation but leaving everything constant unless in terms of crisis (Burns, 1978).
Looking at the management strategies of the executive B, it’s clear that he fits in this kind of management style. Executive B believes in chain of command, attaching incentives and punishment to any kind of work done by the employees. The workers under this kind of leadership work under high pressure.
Transformational leadership
This is kind of style of that tends to create positive changes in the work environment and to their employees. These leaders convey the vision and goal of the company in such away that they inspire and motivate the employees hence having the ability to recharge and energizing the employees.
Transformational leaders are usually characterized by their reputable mode of intellectual stimulation, their individualized consideration, Inspirational motivation and idealized influence on the employees (Burns, 1978). Considering the above characteristics, the executive C is classified as transformational leader. He believes in inspiring and motivating the employees to be passionate about the company’s vision. He builds the employees by continuously setting up goals for them and assisting them in achieving the set target.
How leader B (Transactional leader) will affect the corporation upon his appointment
Though leader A will tends to leave the working environment unchanged, the issue of attaching punishment to workers incase of any fault will have a negative impact on the corporation. This is because he will be taking over the corporation from leader A, who used to take fault responsibility upon him and look at the appropriate ways of solving the problem. The workers will feel to be working under pressure, hence creating problem in the duty discharge hence not attaining the corporation’s target and goal.
The level of pressure at corporation under his management will lead to loss of quality workers that were built by the executive A. Most of the staffs will seek employment elsewhere where they can under low or no pressure. This will drive the corporation into loss since he will have to employ new employees and train them on how to do productive work.
Attaching incentives to every good work done will only work for a few moments at the start of his tenure. This is because it will later turn to be a burden to the cooperation. The incentives are usually known to be easier to initiate, but the bigger problem usually comes with its maintenance (Burns, 1978). Human beings too are known for lack of satisfaction and any kind of incentive will never be enough. The employees will quest for more incentive every time and then, hence making the corporation to run at a loss due to incentive maintenance.
How leader C (Transformational leader) will affect the corporation upon his appointment
Leader C will bring transformational change within the corporation. The fact that he will get already nurtured people by Executive A, will give him easy time in inspiring and motivating the employees toward the achievement of the corporation set goal. He will develop an empire of followers who are inspired and with intrinsic motivation to handle the assigned task.
Leadership style of leader C will give room for high creativity. The employees will use the techniques developed in them by leader A to come up more creative ways of solving the rising problems within the corporation. This will be of high benefit to corporation.
The employees will feel to be cared for since they will be having C.E.O who attends to their needs, listen to their grievances, empathies with them and supports them. This will play a very major role in encouraging the employees to work towards the achievement of the corporation target.
He will also continue with the previous C.E.O policy of training and building his followers to attain their successes and the success of the company. Leader C will always act as role model to employees; he will instill positive behavior change hence creating work environment among the employees.
Conclusion
Due to the previous working environment created by the executive A, the employees will be productive when the corporation will be taken over by executive C, unlike executive B that will majorly have negative impact on the corporation performance.
References
Bass, B. M. (1985). Leadership and Performance. New York: Free Press.
Burns, J.M. (1978). Leadership. New York: Harper and Raw.