- Identify the leadership style of each of the three leaders in the given scenario (Executive A, Leader B, and Leader C) as transactional, transformational, or “level 5
Executive A practices the ‘level 5” style of leadership. Leader B’s style of leadership is the Transactional Style while Leader C practices the transformational style of leadership.
- Justify your identification of Executive A’s leadership style using specific examples from the scenario
Highly capable individuals characterize “Level 5” style of leadership (Robbins & Judge, 2007). Executive A showed his immense capability by improving the company’s profitability. When he took over the company was losing more than 2 million dollars, and its stock had plummeted to $23 per share. During executive A’s tenure, the stock rose by 128% and the company posted a profit in the second quarter. “Level 5” leadership is also characterized by traits of outstanding leadership such as humility (Robbins & Judge, 2007). In this case, Executive A was humble enough to give credit for success at the company to other leaders. He also accepts responsibility for mistakes and poor results.
- Justify your identification of Leader B’s leadership style using specific examples from the scenario
Leader B practices the transactional style of leadership, which is characterized, by leaders focusing on rewards and punishments as ways to motivate their followers (Robbins & Judge, 2007). In this case, leader B believes in a clear chain of command and in rewarding appropriate behavior and recognizing employee accomplishments. The leader also issues punishments to subordinates who fail.
- Justify your identification of Leader C’s leadership style using specific examples from the scenario
Leader C adheres to the transformational style of leadership. According to Robbins and Judge, (2007) leaders challenge and inspire their followers with a sense of excitement and purpose characterize in this style. Leader C sets high expectations for his subordinates and instills a sense of pride in them. Transformational leaders are also charismatic and have individualized consideration. In this regard, Leader C tries to remember his employee’s birthdays and special events. He also prefers that his employees see him as a coach and mentor instead of a manager.
- Identify how the leadership style of Leader B would be likely to affect the employees’ and corporation’s performance if Leader B was appointed as CEO when Executive A retires
The leadership style of Leader B would discourage the employees. This is so because the leadership style set by the previous executive was one in which the leader was humble, focused on the work he had to do. Leader B would shift his attention to the employees and set standards against which he would reward or punish the employees. Since the employees were used to their boss taking blames for failure and mistakes, punishing the employees for the failure of the company would demoralize the employees and lead to reduced performance, productivity, and profitability of the company.
- Identify how the leadership style of Leader C would be likely to affect the employees’ and corporation’s performance if Leader C was appointed as CEO when Executive A retires
Leader C would continue the legacy of Executive A. Since both leaders value and respect their staff, are charismatic and friendly towards them then the employees would be comfortable with the appointment. The transformational leadership style guides the leader towards taking the blame for losses while attributing the success to teamwork. Leader C would use excitement and creativity to fuel passion within the employees who share his vision. The leader would create a strong team that is productive and propels the company to more profitability.
Reference
Robbins, S. P. & Judge, T. A. (2007). Organizational behavior. (12th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
