Essays on Influence of Leadership on Market Performance - Metro Property Development and Blackburne Property Group Case Study

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The paper "Influence of Leadership on Market Performance - Metro Property Development and Blackburne Property Group" is a perfect example of a business case study.   According to Nemanich and Vera (2009), a leader’ s approach can influence the productivity of staff thus impacting the market performance for the company. Besides, organizational efficiency is often dependent on each department, led by its leader, carrying out its job and contributing to the prosperity of the company. As such, the way in which the leader, delegates responsibilities, makes decisions, as well as interacts with the company employee, often affect the organization’ s market performance.

However, leaders often face significant pressures with regards to understanding the global trend and economic forces to stay ahead of their competitors. Moreover, leaders are expected to be savvy about the world economy and its connection with the company’ s operational, financial and human capital needs (Nemanich & Vera, 2009). Further, the continuous shifting business cycles, ensuring organizational sustainability as well as harmonizing short-term performances with long-term growth are added challenges. More demanding, the leaders are expected to provide impeccable service to the increasingly sophisticated and challenging patrons.

Thus, this paper will analyze two companies: Metro Property Development and Blackburne Property Group, with regards to the influence of leadership on market performance. A Brief Overview of Metro Property Development Founded by Luke Hartman, Ken Woodley, and David Devine, Metro Property Development is a publicly listed property organization founded in 2010 (Metropropsa. com. au, 2015). Operating in five states, which include Sydney, Adelaide, Perth, Melbourne, Brisbane and Perth, the company has a portfolio of more than $ 1billion and is well equipped (Metropropsa. com. au, 2015). The company provides its customers with knowledge and expert advice to its customers with regards to building a home.

Moreover, the company is both a wholesale home builder and an integrated property developer. Within a span of five years, Metro Property Development Company has managed to deliver more than five thousand homes. Accordingly, Metro is known nationally and has grown to become one of Australia’ s leading home property developers. Metro’ s mission is associated growing its apartments, home business segments, communities thus with such a mission, the company is in a position to maximize its profits across Australia at any given time.

Commendably, Metro recorded a turnover of $221million between 2013 and 2014 fiscal year (Brw. com. au, 2015). A Brief Overview of Blackburne Property Group Incepted in 2003, Blackburne is engaged in the property development and Real Estate business. Headquartered in West Perth, WA, the company started with only five employees under the leadership of its C. E.O Paul Blackburne. Later on, it acquired part of Blackburne & Joyce Property Group, of which John Blackburne was a partner. The name Blackburne has been synonymous with the property industry in Australia since 1966 (Blackburne. com. au, 2014).

With the idea of establishing his company, Paul has built Blackburne Property Group on this exceptional brand. So far, Blackburne has built developed, marketed and sold over 4,660 apartment buildings and as statistics Indicate, between 2013 and 2014 the company had a turnover of $60.15million (Brw. com. au, 2015). Blackburne Property Group and Metro Property Development: Compare and Contrast Blackburne and Metro companies are recognized nationally as fast-growing organizations that deal with property development and real estate. In of spite being young in the industry, both Blackburne and Metro have been ranked by one of Australia’ s renowned business magazine, BRW, among the top three best-performing companies in Australia.

Metro Property Development and Blackburne Property Group companies have been ranked position two and three respectively under the BRW Fast 100 2014 category. Moreover, both are Limited Companies, which started off with small capital and a few staff. On the other hand, Blackburne Property and Metro Property Development contrast in several ways. To begin with, unlike Blackburne, which was founded by one entrepreneur, Paul Blackburn, Metro was founded by three individuals, Luke Hartman, Ken Woodley and David Devine.

Contrastingly, Metro recorded a turnover of $221million while Blackburne had a turnover of $60.15million between 2013 and 2014. This indicates that Metro made more sales than Blackburne in the property development and real estate industry due to its marketing strategies. In terms of human resource, Blackburne has 64 employees while Metro Property Development has 100 employees.

References

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Blackburne.com.au,. (2015). Blackburne. Retrieved 9 October 2015, from http://www.blackburne.com.au/staff

Brw.com.au,. (2015). BRW Fast 100 2014. Retrieved 9 October 2015, from http://www.brw.com.au/lists/fast-100/2014/

Business News,. (2014). $160m project for Rivervale. Retrieved 9 October 2015, from https://www.businessnews.com.au/article/160m-project-for-Rivervale

CourierMail,. (2015). David Devine’s Metro Property Development halts sharemarket float. Retrieved 9 October 2015, from http://www.couriermail.com.au/business/david-devines metro-property-development-halts-sharemarket-float/story-fnihsps3-1227403673719

Financial Review,. (2015). Luke Hartman hopes to follow in some BRW Young Rich IPO footsteps. Retrieved 9 October 2015, from http://www.afr.com/real-estate/luke-hartman hopes-to-follow-in-some-brw-young-rich-ipo-footsteps-20150615-ghohud

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Nemanich, L.A., and D. Vera. 2009. “Transformational Leadership and Ambidexterity in the Context of an Acquisition.” The Leadership Quarterly 20:9–33.

Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107-128.

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