Human Resource Management
Leadership Styles
Leadership styles vary between different leaders, based on their values, attitudes and approaches towards tasks and employees. The case provided with Executive A, and Leaders B. And C. demonstrate the different styles of leadership which may be adopted by those in charge of an organization. The paper will start by looking at the style of each leader, examining the evidence in the case provided that indicates the chosen style. After the assessment of styles, the potential impact of Leader A or B. taking over from Executive A will be discussed.
The three styles of leadership that are present in the case study are Level 5, transactional and transformational leadership styles. Executive A this is a level 5 leader, leader B. has a transactional style, and leader C. has a transformational style. The identification of leadership style is achieved by examining the attitudes and behaviors of the leaders in the company and the characteristics associated with the different leadership styles.
The level 5 leadership style is relatively rare: Collins (2001) studied a total of 1,435 Fortune 500 companies, and found that only 11 had been able to attain stock returns in excess of three times that of the market. In every case the leaders of these highly successful companies could be categorized as having a level 5 style of leadership (Collins, 2001). Therefore, level 5 leaders have the potential to be highly successful. However, this is not sufficient to define and categorizes leadership style. Collins (2001) defines this leadership style of one where there is a combination of deep humility combined with an extremely high level of professional will. The leaders will often be mild-mannered, shy away from the limelight being happy to give others the credit, but have a clear vision and focus on the way in which the company should develop, and be intolerant of mediocrity (Collins, 2001). One example of a level 5 leader is the shy and awkward Darwin Smith who became leader of Kimberly-Clark in 1971, transforming the organization into one where stock returns a 4.1 times the overall market (Collins, 2001).
Executive...
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