Organizational Behavior & Leadership, Research Paper Example

Executive A

The CEO or Executive A is best categorized as a “Level 5” leadership style.  Level 5 is the Executive who builds enduring greatness through a paradoxical blend of personal humility and professional will. Nearly all of the  good-to-great companies contained  level 5 leaders in the critical transition phase.  Great leaders have been describes as quiet, thoughtful, self-effacing and reserved with a philosophical outlook e.g. Lincoln, Socrates as opposed  to warlike leaders such as Caesar, Patton who lack personal humility in favour of god like qualities.  Executive A shied away from attention and often gave credit to others for successes in the organization.

Level 5 Leaders are not charismatic charmers of people but instead are determined inspirational leaders. They take control and lead by example building a culture of discipline and focused on the success of the Company. They do not create a coercive or tyrannical regime but a meritorious organization built upon performance and recognition. These people are self determined and willing to go to extraordinary measures in order to fulfil their objectives.  The CEO increased the stock by 128% and posted a profit in the second quarter. Level 5 leaders often have others acknowledging their success as opposed to seeking public acclaim The Media hailed Executive A as the main reason for the Company’s success.

Executive B

Executive B adopts a Transactional Leadership style. Such leaders believe that people are motivated by reward and punishment. They believe in a strict sense of organisation and a clear chain of command, further when people accept a job they pass all authority over to the Manager. Hence the prime objective of the worker is to do precisely what the Manager tells them. Executive B believes the subordinate to be at fault when things go wrong . The transactional leader will create clear organization structures and reward will follow for task accomplishment.

Limitations and boundaries are clearly understood and often formal disciplinary procedures are in place. Executive B believes in a clear chain of command and rewarding performance. The Transactional leader often uses the style of “Management by Exception” i.e. if an assigned duty is working well, then it does not require attention and may be left alone. Executive B also rewards employees for their successes. Intervention only where something is going wrong or potentially looks like going wrong.  This style is very contract oriented between the boss and the subordinate.  Executive B establishes clear goals by clarifying roles and task requirements.

Despite the limitations of this style, it remains very popular and is in wide use today. The main limitation being defined as the assumption of  a “rational man’, a person who is largely motivated by money and simple reward, and hence whose behaviour is predictable.” (Changing Minds.org).

Executive C

Executive C is a Transformational leader and identified by the characteristics of a person with vision, a strong sense of purpose and very goal oriented.  He believes that people will follow those who inspire them.  Hence goal attainment is by inspiring your subordinates motivating them by enthusiasm and energy.  Working for these types of leaders can be a great experience as they derive a great deal of passion about their work and genuinely want you to succeed.  Such leaders start with a clear identification of a vision. Executive C believes people can achieve great success when they are inspired and passionate about a vision. Leaders of this type are quick to exploit the vision by sharing it with their team. Such leaders are often seen to be using mind mapping or brainstorming sessions with their subordinates.  The believe in inclusivity and the power of team dynamics. Leader C try’s to remember employees birthdays and special events and prefers that employees see the leader as a coach or mentor figure.  They believe in structured approaches to Problem Solving and Decision Making and often follow a Kepner Tregoe Management style.  Executive C takes a pride in his approach to problem solving.  ” Transformational Leaders are always visible and will stand up to be counted rather than hide behind their troops. They show by their attitudes and actions how everyone else should behave. They also make continued efforts to motivate and rally their followers, constantly doing the rounds, listening, soothing and enthusing. ”  (Changing Minds.org)

Executive A’s Pending Retirement

If  Executive B is to take over as the new CEO you would see much more of a hierarchical structure and chain of command in the Organization.  There would be much more prudence in decision making and command.  Executive B is less of a risk taker and would adopt a much more cautionary style of leadership.  Executive B would be less personally driven in terms of achieving the Company goals. He would be much more focused on the maturity of the organization, the imposition of discipline and the authority of his managers.  Hence the approach would be much more towards delegation of responsibilities to the Management team.  This style tends to work very well in an ordered system, for example the Government, Military,  certain manufacturing plant conditions.  It is less effective where more creativity, expression of individualism and independent thought is required i.e. Scientific research firms, pharmaceutical firms, fashion and media industry.

If Executive C became the next CEO you are much more likely to see an organization driven by strategic thinking and objectives. The sense of developing a vision and purpose that all employees could “buy into” and they are rewarded for their part in achieving the strategic vision.  In modern society those firms driven by a robust strategy and with a fully participative management and employee staff  are highly likely to succeed not only in the short term but into the future as they have a means of navigating to the required destination.

Regardless of whether Executive B or C takes over,  the styles would be very different and would change the management leadership style and approach.  There is no clear winner as both Executives would be capable of succeeding as they would adopt different styles and approaches. Executive B tends to be more traditional whilst Executive C tends to be more in line with modern thinking and approaches.  Perhaps the last word with the outgoing CEO and the Level 5 Managers who are the true diamonds of business success.

Works Cited

Changing Minds.org. Changing Minds.org. 2009. 20 12 2009 <http://changingminds.org/disciplines/leadership/styles/transactional_leadership.htm>.