Discuss about the Types Of Leaders And Framework.
The report argues upon the leadership style in which the focus has been paid to transformational leadership style and the transformational leaders. The importance and characteristics of leaders are explained and the emergence of transformational leadership has been discussed by quoting the example of 2 thinkers and the limitations of transformational leader have been described as well followed by the framework of leadership and acceptance of change process (Nahavandi, 2016).
The report has involved William Edwards and Peter Drucker transformational strategies and how they applied it. The potential criticism has been described along with the explanation of framework and its purpose and in what manner does it help the government, individual and organisation. Afterwards the change management will be discussed choosing Nokia as the successful company that adopted change process. Fireworks Tire & Rubber was considered under the unsuccessful company that failed to adopt the change process. The change process has been supported by Kotter’s 8 step process to maintain clarity (Wartzman, 2014).
Overall, the leadership process and framework has been explained along with the change process to depict the importance of the leader in an organization and how the skills could be improved along with the organizational development.
Key attributes of transformational leader
Leaders are the one that motivates the peers and subordinates to perform the task. They fill the zeal within the person and boost up the morale in context of work (Eddy & VanDer Linden, 2006). The transformational space helps in concentrating on the long-term benefits as compared to the short-term gains. Transformational leadership assists in the development of the organization in a positive manner. The leader sets up the organizational objective and clearly conveys the same to team members and encourages them to achieve the target (Hogg, 2016). Qualities that are possessed by the transformational leaders are explained as under:
- Clarity in vision: The clear vision needs to be there and the vision must be explained to the staff in the efficient and clear manner.
- Courage: Leader should have enough courage to deal with the adverse situation and improve the decision-making skills by taking the adequate risks and accepting the challenges (Eberly et al, 2017).
- Self-motivation: The leader must stay motivated from inside then only he/she will be able to boost the other person and imparts the charm within them.
- Inspiration: The leader needs to be inspiring and retains the passion to work and further move ahead.
- Knowing the team: It is important to know about the team members and the qualities they possess which involves the strength and weakness of the person.
- Establishing benchmarks: Leaders are the one that set the standards after analyzing the external market situation and evaluating the competitors’ strategies and deciding next move accordingly (Antonakis, 2017).
- Follow up: It is not enough that things are been demonstrated and implemented. The main task of the transformational leader is to take the report from subordinates and monitoring their working.
The two leaders who adopted transformational leadership are William Edwards Deming & Peter Drucker. William Edward who is known to be the Father of statistical quality control has attained the doctorate degree in mathematics and physics. Deming used the transformational leadership at the time of World War II and introduced statistical control techniques. The thinker even underwent the study of agriculture production and understanding the related problems and his theories were implemented by Japanese officials and the goal was set by Deming to make Japan the world industrial power in the next 5 years and with the assistance of William’s statistical process control technique Japan was able to attain the goal in 4 years only. This is the example of transformational leadership (Font, 2011).
The second leader is Peter Drucker who was the management consultant and professor. The thinker suggested some major changes in the 20th century and introduced the term knowledge worker which was necessary at that time where people were in the need of job and they wanted to retain the same. Drucker’s perspective was to maintain the balance between short-term needs and the long-term benefits; he also linked entrepreneurship with the innovation and introduction of new technology (Spahr, 2015).
Limitations of transformational leadership
Since everything comes with the tag of precaution and nothing is absolute. The transformational leadership comprises of dual aspect and there are certain disadvantages attached with the leadership style. The limitation of transformational leadership is that there are chances that leader might misuse the power and take a high risk which was not in favor of the company. Also, there could arouse the situation where the inspiration power is lost in the person if the leader demands high achievement of target and force them to work for elongated hours beyond their efficiency. At times the leader even becomes partial and emphasizes on some particular employee and pays attention to those people only which might create the situation of unrest (Future of work, 2016).
Leadership capability framework shares the common culture that prevails in the current scenario. Using this framework the social, cultural, political, economic and other measures are gained and leadership goals are made clear to the person. The framework is denoted as SCU leadership capability framework. It inculcates within the strategy and culture, people, task, and process. This is considered to be the overall and all-round framework which is been used by the government, individual and organization (Australian Public Service Commission, 2017). The strategy and culture part represents the leading vision, change, and innovation that define the holding up of vision and taking the appropriate actions to achieve the objective. The next in line is people and they investigate over the leading and developing the groups. The team is trained to achieve the target and rapidly adhere to the changes and take it as the challenge. The final attribute of the framework is about managing the framework and operations of the organization. The operations involved in the organization that needs to be effectively managed by the leader are satisfying the employees and developing the healthy relations within the organization. Other than human resources there are numerous resources that need to be focussed and collaboration or expansion of business is also the responsibility of the leader to figure out the opportunities and make efforts to crack the same.
Purpose of constructing such a framework is to manage the things in the set and well-defined manner. The framework demonstrates the working that needs to be implemented for the attainment of success. Using the particular framework the strategies could be designed and in the process of controlling the faulty portions could be immediately repaired by taking the corrective actions. They could track the progress and steps that need to be followed. Also, it helps in keeping an eye over the working of employees and marking out the weakness of the person and measures are taken to solve the limitations if any (Komives & Wagner, 2016).
The change process is the dynamism that follows in the company. This is the situation where the resistance towards change could be identified. At times there occur the situations where certain companies adopt the changes successfully and gain better positioning but also there exists some of the companies who are less adaptable in context of changes and they suffer due to this as many times there are favourable changes that twist the business scenario another way around and these non-resistant companies face the decline situation or stay at the maturity stage only (Arnold, 2017). The brief description of both kinds of companies is quoted below:
- Nokia- the big transformation
At the initial level when Nokia phone came into existence they were a big boom. Though many times it faces lot more challenges it fought with it and grab the opportunity from those adverse situations. The major downfall that the company came across was in the year 2014 when the company exited the market because profit was not gained and lot more competition came into force. After this closure of the company, Nokia sold its devices to Microsoft and step into the new business of networking and started dealing with the networking equipment (Nokia, 2017). The company was previously doing a partnership with the Siemens which is the manufacturer of networking equipment. This was the point when Nokia realized that they are much better in the manufacturing business and they need to invest their strategies and policies in this business. As for the starting of a business, Nokia chose to buy Siemens and change it according to their own plan, capital structure, costing and budgeting, setting up of strategies, policies and procedures, competitive strategies, portfolio, and business plan. The success was gained on taking the wise step at the correct time. They quickly accepted the failure and switched back to the new business area and adopted the changes and converted it into opportunity and crack out benefits out of it to appear in limelight once again (Wang, 2016).
8 steps framework of Kotter’s
The leader plays a vital role in shaping the organization and implements certain strategies. Dr. Kotter had observed various transformations taking place within the person as well as the team and entire organization. In order to explain the leadership model and clarifying the framework, Kotter introduces 8 step processes to carry the understanding in a clearer way (Webster, 2017).
- Create a sense of urgency: The leader should take the bold decision and create opportunity. Nokia did the same it switched on to network connectivity equipment as soon as eth mobile phone faced the decline situation.
- Build a guiding coalition: It helps in choosing the correct path and pattern for the career. Nokia chose networking equipment as the new career where they were previously experienced and built up passion regarding it.
- Form a strategic vision and initiative: It focuses on converting the past activities into the future and connects it to the vision. Nokia attempted the criteria of focussing on the vision and improvising future. They converted their past learning of networking into the future business.
- Enlist a volunteer army: The changes could be implemented when a maximum number of people demands the same. There need to arise the common opportunity. Nokia adopted the similar strategy and with the consent of team members and the board, the business idea was switched when the market situation was analyzed.
- Enable action by removing barriers: There is a need to remove the barriers immediately so that inefficiencies could be removed and appropriate hierarchy gets created. Nokia removed the barrier by introducing the network equipment and buying Siemens.
- Generate short-term wins: Winning comes from the acts and practices which were implemented to achieve the target and record of such activities need to be kept as Nokia did by implementing the knowledge of networking in their business and making it a success.
- Sustain Acceleration: After the first success, the company needs to accelerate the pace and try even more to achieve the heights. For this, the policies and practices should be timely as practiced by Nokia along with mobile it worked for networking equipment as well.
- Institute change: The new acts and habits should be implemented and time of adaptability need to be given so that they become as familiar as the old one. Nokia did the same they started with the partnership with Siemens and after gaining the expectation they bought the business and started flourishing (Cooney, Pernick, Rice & Monago, 2016).
Firestone came into existence in the around the 1970s and from there onwards it enjoyed the continuous seven decades growth. The market is analysed by the frontline employees and opportunities are developed and then it is passed on to the middle managers and they then select the most valuable promise and make efforts to fulfil the target and at the end the task is passed on the highest authority of top executive who then approves and sign the proposal so derive benefits and increase the investment (Ohio history central, 2017). The adverse situation and loosing of the market was faced in the year 1972 when Michelin came up with the new technique of radial tire, which were a safe, long-lasting and promising product with comparatively less cost. Analysing and evaluating the change Firestone was quick enough to co-operate with the change and was at the idea to adopt these changes. It made the attempt but was not successful enough as the changes were not appropriately applied. It tried to implement the changes but the strategies that the company opted were old only which did not suit the standards of the organization thus, resulted in the unsuccessful story of change process where entire efforts were made but none did work adequately. Finally, the company faced sufferings in the two takeover bids and was acquired in 1988 by Bridgestone, which is the Japanese company (Sull, 2017).
Kotter’s 8 point framework
- Create a sense of urgency: Since change is must in the business and the reason of failure for Firestone Tire and tube was they were not resistant to change and adopted the same old technique which does not work longer.
- Build a guiding coalition: They followed the passion of building the lifelong tires but failed at the point when the better product came up as a competitor and they were not able to beat up as coordination with the external environment was not there.
- Form a strategic vision and initiatives: For retaining in the market for the long run lessons from past practices need to be learned. The company could have accepted the failure as the challenge and could have initiated changes but it was not able to cope up and resulted inclosure.
- Enlist a volunteer army: For inculcating the changes the team support is necessary so with the lack of team support the company needs to face the downfall.
- Enable action by removing barriers: The hurdles coming in the business need to be improved on the quick notice and Firestone was not able to find the fault on time and neither had they attempted to repair the same and make a comeback in the market.
- Generate short-term win: Winning is the symbol that tries are been made and the strategies should be discussed so that implementation could be made. Firestone was a winner earlier and it could have retained the learning which it could have applied in the adverse situation by giving it a twist to simplify the situation.
- Sustain acceleration: After the first success more efforts need to be implemented and same applies to the failure. Extra efforts need to be applied to face the win-win situation and this was the portion where the company lack.
- Institute change: New organizational culture and structure have to be adopted failing which the old culture retains which do not go with modern time and strength of organization decreases (Small et al, 2016).
Hence, the report discusses the characteristics and importance of leadership in an organization. There are different styles of leadership that exists and are suitable as per the nature and character of the leader. In the given report the transformational leader has been discussed supporting the example of two renowned leaders who adopted the transformational leadership in their practices. The one is William Edward Deming and another one is Peter Drucker. The limitation of transformational leadership has been discussed followed by the use of leadership capability framework and its use by government, industry and the organization. The framework has been selected and the purpose of such blueprint is discussed. Thereafter 2 organizations were selected in which the change management has been learned along with the positive and negative aspect of change management in both the companies. The first company that successfully dealt with the change management is Nokia and the success has been explained using 8 process framework, similar is the case with Firestone Tire and Rubber but in that company faced the failure situation and it has also been depicted with the assistance of 8 process framework and thereafter the recommendations has been quoted.
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