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Organization Governance And Leadership: Developing Leadership

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Discuss about the Organization Governance and Leadership for Developing Leadership.



Organization governance and leadership

According to the case study, Sally has been a senior manager at MTCR for four years and led a team in the customs services area of the company. On the other hand, as indicated by the three hundred and sixty-degree survey, Sally scored about 70% in the competency. Also, there are various types of aspects of Sally's behavior was observed during that time such as inspires and motivates others to high performance (Giuliani and Kurson, 2002). Apart from that, she has an excellent report which includes some perspectives of her manager, peers and direct reports about her competency. Moreover, the result of the survey also indicates that if Sally demonstrated and applied this skill more often, an extraordinary impact would be created in her professional life which leads her to success on the job. Besides that, David is one of Sally's team members who have worked at MTCR for more than nine years, and he holds a historical performance (Tracy, 2014). According to the case study, David did not have a strong technical background as most of his colleagues. Also, David Ha has a very efficient work style and puts extra hours to meet personal and organizational goals. Almost two years ago, he was transferred from a different group and joined Sally's team. Due to some several things, the level of performance of David fell. As indicated by case study, David shared some personal financial and family issues with Sally, which made him apprehensive. On the other hand, he was also concerned about the process and role changes which include day-to-day work responsibilities as a team member of Sally (Sadler, 2003). Moreover, to back on track and contributing more to David, Sally has to implement effective leadership styles.

Managerial leadership skills

There are various types of skills of administrative leadership discussed in many significant studies. An effective leader always focuses on the performance of subordinates ("Special Issue Leadership Journal: Indigenous Leadership", 2014). According to the case study, Sally includes every possible approach of an active managerial leader and her able to find out the actual reason behind the low performance of David. As we can see that Sally discussed with David about this topic because two years ago David became a team member of Sally. Moreover, David explained why he could not focus on the work or task and asked Sally for a solution. According to the managerial leadership style, an effective leader should manage all performance issue which works as barriers for a follower. In other words, to get back on track David, Sally should resolve all family and financial problems of David because if those problems are not removed, David could not focus on his present working condition. Talking about the self-assessment, Sally should assist David to resolve his personal problems with full support as the senior manager of MTCR (Osborne, 2008). According to case study, Sally, who was the senior manager of the company includes the responsibility to improve the performance of her followers including David.

Job motivators and maintenance factors

An effective leader should always motivate the subordinates to improve the performance which helps them to achieve personal and organizational goals. According to the case study, Sally is the senior manager of MTCR and David is the team member of her (Yoder-Wise & Kowalski, 2010). Also, David has an excellent background as a high-rank performer but last few months the level of performance was the downfall. To increase the performance level of David, the company put him under Sally. As a senior manager, Sally has to improve the performance of David by applying following aspects such as resolve all problems which David faces at present, aware him about the importance of an efficient follower of the company, make him comfortable during office hours. First of all, Sally should motive him about the importance of work, for example, if he is working harder, the company would provide an incentive for his hard work (Wallgren & Hanse, 2010). On the other hand, Sally should also be aware him that he is one of the oldest followers of the company and company has different types of expectations from him. So, David should focus on his present situation to recover from all problems. Apart from that, David needs to understand that he can only resolve his financial problems through his official salary.


Leadership Styles applicable to bring David back to performance

Since the performance of David in Sally's team became feeble, so, he needs an inspiration from Sally. Therefore, Sally should follow transformational leadership style. Proper planning is required from Sally to bring David back to performance. A transformational leader is one who manages her team members with attractiveness. She can make the subordinates feel passionate about the success of the organization. There are some advantages of a transformational leadership which is observed in new aspects of procedures from training to corporate planning (Kippenberger, 2002). Sally should motivate David as a transformational leader. She would utilize her belief in the vision of the organization for inspiring the staff to be more productive and work to achieve the objectives and goals of the organization. Inspirational managers do not waste energy to motivate their team. Sally should have broad visions for the future of the team, and that concept can be applied only if there is a proper corporate planning. As a result, high productivity and engagement can be seen.

problemsSince David has various serious issues such as family problems, financial issues, and challenges regarding the role changes on the team, so, Sally should approach to David personally and solve the issues. After solving she should apply her transformational leadership style to motivate David towards his best performance which he lost because of these grave problems. If Sally seriously follows transformational leadership style, then she can gain the growth of the company. It is the responsibility of a transformational leader to spend time with every follower to discuss ways to make the job of the follower a better one. The manager also helps them to create plans for the development of the follower's career. A strong bond is needed to help out David (Goldsmith, Baldoni, & McArthur, 2010). The transformational leaders build a strong relationship between the manager and the followers which in turn reduce the turnover of the followers. To bring out innovations in the organization MTCR, Sally should introduce the way of learning and adaptation process to an upgraded accounting system. Sally maintains coaching meetings. As a result, she can learn about the performance issues which David faces during job process. In this way, she continues to be a senior manager at MTCR for four years.

Strategies required bringing David on track if I work in Sally's position

If I work in Sally's position as a senior manager of MTCR, I will follow a formula, and that is performance = Motivation * Ability. At first, I would be diagnosing the poor performance and collect the issues. Then I would enhance the ability of David. After that, I would improve the motivation techniques followed by the creation of performance e improvement plan. Here, the issues related to low ability of the follower includes over-difficult task, personal matters such as financial and family problems, little individual skill and knowledge and lack of improvement over time. But in a case of David, personal issues is the first and foremost issue which leads him to low performance. I would set performance goals, provide performance assistance and performance feedback to David. It would lead to job satisfaction. It is crucial that David should know about the performance of his work (Donner & Wheeler, 2004). The management regarding the performance makes up a remarkable part of each employment of the manager, and this implies that the managers must manage poor execution. The managers regularly see this as one of the less attractive obligations that accompany the employment because frequently their view of overseeing poor execution is blurred by considerations of strained, uncomfortable circumstances that may bring about blame provision, resentment, and recantation.

Apart from transformational leadership style, I can make use of an alternative method such as Laissez-faire leadership style. By using this style, I would give David a lot of freedom during any job procedure. I would also guide him to set his deadlines. I would also provide a lot of resources and advice regarding family problems. David need supports not only from me but also from every member of the team. Therefore, it would be my responsibility to motivate others to help David from financial side as well. I would help him as well as much as it would be possible for me. If my team members and I could show that we care for David, then he would get back his confidence in work (Donner & Wheeler, 2004). Apart from these, if David needs more financial support, then I should motivate him to work hard so that he can get incentives per day. If David works two hours extra per day, then he could get thousand bucks per day, which would be added to the final salary at the end of the month. In this way, the old best performance of David can be returned.



Donner, G. & Wheeler, M. (2004). New Strategies for Developing Leadership. Nursing Leadership,17(2), 27-32.

Giuliani, R. & Kurson, K. (2002). Leadership. New York: Hyperion.

Goldsmith, M., Baldoni, J., & McArthur, S. (2010). The AMA handbook of leadership. New York: American Management Association.

Kippenberger, T. (2002). Leadership styles. Oxford, U.K.: Capstone Pub.

Osborne, C. (2008). Leadership. London: DK Pub.

Sadler, P. (2003). Leadership. London: Kogan Page Ltd.

Special Issue Leadership Journal: Indigenous Leadership. (2014). Leadership, 10(2), 263-265.

Tracy, B. (2014). Leadership. New York: American Management Association.

Wallgren, L. & Hanse, J. (2010). The Impact of Job Characteristics and Motivators on Perceived Stress Among Information Technology (IT) Consultants. The Ergonomics Open Journal, 3(1), 25-31.

Yoder-Wise, P. & Kowalski, K. (2010). Leadership. Philadelphia, PA: Saunders.


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