Leadership Analysis of OSIM
High growth technology companies are fertile organizations for the conflicts of leadership styles. The incessant need for accelerating new product development and staying in step with customer needs on the one hand and the pressure to reduce costs often lead high tech firms to adopt transactional leadership mindsets (Eppard, 2004). This gets amplified in Asian cultures where time is a very limited resource and large-scale organizations including OSIM International have a myriad of conflicting priorities (Beugr, Acar, Braun, 2006). Defining a management style that is agile enough to respond to these many challenges while at the same time concentrating on attaining cost targets is essential for survival in highly competitive industries (Pieterse, van Knippenberg, Schippers, Stam, 2010). Ron Sim, CEO of OSIM, must balance these many requirements while engraining a high level of accountability and ownership throughout the global operations of OSIM International. Balancing transactional and transformational leadership styles and skills is critically important for Mr. Sim to continually guide the company successfully. The time, cost and resource constraints that face high growth businesses amplify and accentuate the inherent conflicts between transactional and transformational leadership (Eppard, 2004). This is precisely why Rom Sim needs to continually concentrate on creating a very high level of transformational leadership while relying on transactionally-based skill sets to get work done. He must balance a compelling vision with realistic goals and plans to ensure the business succeeds over time.
Issue Identification
Managing a high growth business requires a leader to fluidly move between a transaction and transformational skill sets using emotional intelligence to read situations and respond. Leaders who excel at orchestrating these three skill sets often are successful launching and leading companies to well over $100M, and often can scale a business successfully over time (Pieterse, van Knippenberg, Schippers, Stam, 2010). The issue of balancing transactional and transformational leadership in high growth international businesses also requires an exceptional grasp of cultural variation across nations. This requirement is shown in the 28 different nations that OSIM International Limited operates in. The critical discussion centers on the reliance leaders in turbulent industries have on emotional intelligence (EI) as a stabilizing aspect of their leadership styles (Price, 2003). Using EI-based skill sets to navigate the uncertain nature of highly turbulent and growing businesses is a critical success factor for leaders who can grow with their companies over time (Judge, Joyce, 2000). This analysis evaluates how Ron Sim has successfully used these skills to manage the growth of OSIM International Limited over time. In conjunction with the need for exceptionally strong EI skills, employees often evaluate the authenticity and ethicacy of a leader to determine if they can be trusted or not (Price, 2003).
Critical Discussion
Paradoxically the most valuable traits and attributes of a leader take the most time to develop and require the most authentic, consistent level of performance. The central catalyst of excellent leadership is trust, and the many decisions of a leader either contribute or detract from it over time (Beugr, Acar, Braun, 2006). The continual conflict between transactional and transformational leadership is apparent when a vision needs to be turned into a series of plans and steps for its attainment. Often a visionary, transformational leader will need to have an excellent operations staff who can interpret and take the many factors that fuel the vision and organize them into a workable framework. The challenges of translating a compelling vision of an organization into plans and steps for their attainment often require multiple iterations to ensure alignment with the organizations' culture as well (Eppard, 2004).
Second, transactional leaders often have a distinctly different perspective of their role in an organization and often see time itself as far more limited. Transformational leaders see time as a long-term resource and one that must be used for orchestrating a vision into reality. It is often the fit of a transformational leader's skill set, their perception of resources and their perception of time as a resource that must align with the organizations they join and run (Guay, 2013). Conversely, transactionally-driven leaders, who many times are in managerial roles, see time as very limited and often will have an accelerate sense of urgency as a result. This intensified level of urgency, so common in inexperienced transactional managers, needs to be managed by leaders to ensure employees still have a sense of ownership and purpose in their roles (Judge, Joyce, 2000).
Third, too often emotional intelligence (EI) is not taken into account as a unifying aspect of a manager's progression into a...
The reason why, is because the attitudes that they are embracing will have an effect on the work environment. As staff members will look to executives based on: the actions and attitudes of managers. In those situations, where executives are only concerned about themselves, this will have adverse consequences upon productivity. With employees taking, a similar kind of approach as, the attitudes of supervisors. Once this occurs, it will
One noticeable weakness in the scoring measures is the fact that the questions must be answered in too absolute a manner. There is no room for flexibility or for answering in ways such as, "I normally accept the feelings I have about myself, except when I am in a bad mood." There are also differences in the ways I react to other people and to group pressures: it all depends
Ethics: Puzzles and Perils of Transformational Leadership and Followership The objective of this study is to answer as to what is authentic leadership according to Bass and Steidlmeier and to answer what significant questions remain about the implementation and relevance of authentic leadership. This work will address the insights gained from Chapter 1 and Chapter 2 in 'The Courageous Follower' concerning the role as a follower. Finally, this work will answer
Reflection on a Personal Ethical DilemmaOverviewThe purpose of this paper is to provide a critical personal reflection of an ethical dilemma that I faced in my business. The goal of the paper is to conclude with actionable strategies for improvement, based upon Gentile�s (2012) approach to managing ethical situations successfully. Using Giving Voice to Values (GVV) and guided by Kolb�s Experiential Learning Cycle, this paper draws upon the pillars of
Ideal Work EnvironmentIntroductionA great working environment for me is one in which I have freedom to do the job I was hired to do and am trusted by management to get the job done without question. In terms of specific policies and practices that create a cohesive organizational culture, I find that the more defined and clear policies are the better the workplace situation is. Everyone knows what to do
Leadership Practices by Lieutenant Colonel Jeffrey G. Smith, U.S. Army While the debate over nature vs. nurture continues, some people appear to be naturally born to assume leadership positions while others must constantly struggle to become and remain effective leaders. Moreover, some types of leadership have been shown to be more effective in certain circumstances than others, with transformative leadership being needed in some situations while authentic leadership is required in
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now