Leadership Theories/Approach/Style

Introduction

Leadership is an important component of the management of a business. Organizations that are more likely to achieve high level of success are those that incorporate effective measures of leadership. This practice is particularly integral to the process of hiring employees and making decisions on important matters of the firm’s operations. The organization of its own should have a clear-cut system of appropriate leadership theory that will be applied by individuals appointed into administrative positions. In this case, the company can be able to incorporate the system in the hiring process by identifying individuals who share similarities in the theory, style, and approach of leadership to that of the organization. Additionally, such a leader will be able to enforce a cohesive bond between the diverse members of staff such that they can achieve the highest performance. The following report looks into the Global Deliver Direct company case study. 

GDD’s Results

The above results are clear indicators of the leadership theory, style, and approach that the organization incorporates. In Global Delivery Direct (GDD), a Norfolk, England medium-sized company, it is evident that the corporation employs a participative leadership theory. In this case, the leaders seek to involve other members of the organization during decision making processes. For instance, Andrew Rockfish is among the various owners of GDD, but refrains from making important corporate decisions on his own as he integrates the opinions of the other members. The involved parties may be peers, subordinates, and stakeholders of the company. The customers, service vendors, and suppliers are important stakeholders in a company and hold a critical notion of the company (Jiang, Chuang, & Chiao, 2015). The leaders of GDD including Rockfish and the other owners take into consideration the opinions of their clients on how they can serve them better in the efficiency of the delivery system. It is this factor that shows that the organization preferred leadership theory is the participative theory.

Rockfish seems to incorporate a similar approach of leadership at different stages of developing a competitive edge for the company. The organization utilizes the empowerment approach of leadership. In this case, the primary focus is on the decision-making processes. It is evident that the leader, Rockfish, knows the importance of using ideas and perceived notions of customers and suppliers in improving the company. Following the transformation of the company’s operations to one that specifically serves businesses, the firm is looking for a competitive edge. Through brainstorming, Rockfish shows all members of the company that they have an important role in the firm. The leader goes on to utilize a democratic style of leadership where a management trainee is assigned the role of reviewing potential candidates for the position of department manager. This practice also helps nurture talent within the organization such that future leaders may be born from it.

Candidate’s Results

The above results are a clear depiction of the traits demonstrated by the candidates during the interview process. The LMX theory seems to be the most appropriate leadership theory that Raynard may apply at a workplace setting. This is demonstrated by her rigid stance on hierarchy system at the organization and concerned by the lack of similar structure in Mail on Wheels (Garg, & Dhar, 2017). She takes the style of an authoritative figure who may be very strict but maintains fairness within the organization. This practice is approach is clearly transactional as it requires employees to perform well to receive rewards. On the other hand, Hernandez demonstrates a clear liking of the contingency theory of leadership whereby he will incorporate different aspects of leadership depending on the situation. In this case, he can take up different events that the company may encounter (Birasnav, 2014). He also employs the laissez-faire style by allowing employees to work freely without clear cut deadlines on their tasks and approaches leadership in a transformational way. He is more likely to inspire the youthful employees in the company.

Livingston is the third candidate for the managerial position at GDD’s new boutique department. He demonstrates a clear liking to the relationship theory of leadership. In this case, the leader is expected to maintain a healthy professional relationship with subordinates. This aspect is evident in his desire to help employees improve performance such that it will grow the company’s market share. This is the coaching style of leadership while taking up the transformational approach (Birasnav, 2014). His desire for an organization with increased opportunities in management shows his determination to engage in GDD’s journey to success. Coyote is the final candidate who recognizes that servant leadership theory makes the most sense in the modern setting. In these practices, the leader looks to solve problems that the subordinates are encountering such that they can enjoy their work (Chen, Zhu, & Zhou, 2015). However, she maintains a strict authoritative style in leadership and incorporates a transactional approach as a measure of getting the best of the workers. 

Comparison between GDD and Candidates

The results of the candidates and those of GDD show significant differences in all of the areas of leadership including theory, approach, and style. In this case, GDD closely identifies the importance of participative leadership theory in the operations of the company. As Rockfish demonstrates by taking part in the interview process and engaging in the brainstorming process, a participative leader knows that each individual of the company should feel like they contribute to the organization. This practice may closely resemble the servant and relationship theories that serve as integral influences of Livingston and Coyote respectively. The two focus on identifying the problems that may hinder employees from working to their full potential and making the required changes. However, the LMX and contingency theories by Raynard and Hernandez focus more on the skills of the leader rather than those of the employees who work under him or her (Chen, Zhu, & Zhou, 2015). 

The approach and style of leadership incorporated by the company also bears significant differences with the views of the candidates for the managerial position. GDD seeks to employ an empowerment approach whereby, using the democratic style of leadership workers may feel that their tasks are part of something much bigger. This practice enables workers to feel more connected to the organization as they can influence change by simply giving their opinion or ideas. Hernandez and Livingston may incorporate an approach that is almost similar to that of the organization in the transformational leadership (Birasnav, 2014). In this way, they can inspire subordinates to always think bigger and on a grand stage of improving themselves. Livingston may encourage this further using the coaching style. On the other hand, Raynard and Coyote integrate the transactional approach and a semi-authoritarian-authoritative style in leadership. This makes them quite strict and unable to ensure job satisfaction of employees without using incentives. 

Recommendation

The most appropriate candidate to take up the role of the new department manager is Jonathan Livingston. Majority of the views he has on leadership are closely aligned with that of the organization. For instance, he recognizes the essential aspect of relationship theory in establishing a cohesive bond between the organization and its employees. In the same way, the participative manager seeks to involve the input of the workers so as to build a better relationship. The empowerment approach of leadership makes subordinates feel that their role in the organization is valued. In a similar aspect, the transformational approach makes workers feel that the company intends to keep them for a long period hence they have job security and could possibly improve to become future leaders. Through the democratic style that the organization each individual is an integral participant in the decision-making process. In the same likeness, the coaching style of leadership helps a diverse workforce to be in synchrony during operations and prevents delays or inefficiencies. 

References

Birasnav, M. (2014). Knowledge management and organizational performance in the service industry: The role of transformational leadership beyond the effects of transactional leadership. Journal of Business Research, 67 (8), 1622-1629.

Chen, Z., Zhu, J., & Zhou, M. (2015). How does a servant leader fuel the service fire? A multilevel model of servant leadership, individual self identity, group competition climate, and customer service performance. Journal of Applied Psychology, 100 (2), 511.

Garg, S., & Dhar, R. (2017). Employee service innovative behavior: The roles of leader-member exchange (LMX), work engagement, and job autonomy. International Journal of Manpower, 38 (2), 242-258.

Jiang, K., Chuang, C. H., & Chiao, Y. C. (2015). Developing collective customer knowledge and service climate: The interaction between service-oriented high-performance work systems and service leadership. Journal of Applied Psychology, 100 (4), 1089.