The paper "Creating a Successful Leadership Style" is a great example of a Management Assignment. Management is one of the most important practices in small businesses, government institutions, and non-governmental organizations. Private companies, as well as corporate companies, show practice visionary leadership styles, underpinned on the organizational goals and objectives. Organizational management is ideally influenced and spearheaded by those at the helm of top leadership positions. Usually, management’ s main objective is to design, coordinate, and maintain an ambient organization’ s working environment for the eventual accomplishment of the outlined goals and objectives.
Many scholars have documented several leadership styles and theories which can effectively be applied by different leaders for the purpose of managing human resource services and the general wellbeing of the organizational functional structures. Question One Arnold and Ukpere (2014, p. 721) argue that the “ existence of authoritative, autocratic, participative/democratic, transactional, laissez-Faire, and transformational leadership” styles among others. Typically, there is no universally accepted leadership style subject for use by all managers. This is because each and every person in a leadership position has his/her management principles. Hence, the provided case of John Terrill’ s leadership approach (es) is basically an example to justify leadership styles.
The DGL International, one of the internally reputed manufacturers of refinery equipment is apparently on the verge of poor performance, especially from the technical engineering department. Therefore, the company’ s top leadership stakeholders have therefore recruited John Terrill to the managerial to help improve the performance of the company’ s technical department. John Terrill has been “ charged with the management of twenty engineers who are apparently smiling all the way to the bank” for hefty payment despite their perceived poor performances (Samson & Daft 2012, p.
57). Mr. John is therefore instructed to ensure the department picks up and averts from its previous poor performance so that the company can realize high productivity. Tactically, Mr. John Terrill calls an immediate meeting with the 20 engineers to fact file the reasons behind the inexplicable poor returns in the department despite high payment. Although the new department manager was impressed by the team’ s level of cooperation during the meeting, he was perturbed by the raging complaints engineering team leveled against the company’ s top leadership (Samson & Daft 2012).
Consequently, Mr. John Terrill was forced to clarify his on the future working relationship with not only the engineering team but top management as well. He ordered the paradigm change in the manner in which daily, weekly, and even monthly technical department reports are handled. The engineering team had put forth the allegation that they were indeed not carrying duties they had expected but had become pencil pushers. This implied that the company was barely implementing recommendations put forth by the technical department to improve productivity.
Therefore, Mr. John realized that the state of the company’ s challenges could only be solved by conducting a situational analysis of the issues at hand. The technical manager thus opted to use no specific leadership style but rather wanted to handle issues as they emerged (Yoong 2010). This can particularly be shown by his first initiative to call an impromptu fact filing meeting, after which he deliberated on based on his leadership principles.
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