The paper “ Assessment of the Vision of an Organization Leader” is an affecting example of a case study on management. Leadership is an important aspect in firms that seek to succeed and grow as well as implement changes in their operations and practices. The following paper seeks to discuss the case study on the Vision Failed. Question 1As a consultant, the first observation of Harold’ s leadership from a transformational perspective is that it lacks the four I’ s of leadership. This means that the desired results and vision cannot be realized from Harold’ s leadership style and approach.
As illustrated, Harold lacks individualized consideration, where he does not attend or address each of his follower’ s requirements. In this view, Harold lacks the mentorship aspect for coaching his employees on how to realize his new vision as well as understand the strategies required realizing the company vision. I would advise the Board of Directors to help Harold re-align or re-consider his leadership style. In the case study, it is clear that Harold lacks the required emotional intelligence to become an effective leader. He lacks empathy and helps his followers as illustrated with little and inconsistent communication within the company (Goleman, 2004).
Another recommendation would be a push to develop and implement a new system that allows for open and consistent communication channels. Through an open and consistent communication channel or system, employees will be empowered in terms of having their concerns addressed. Additionally, I would recommend an evaluation of employee motivation as well as productivity. Tracking how employees behave as well as work is an ideal method of understanding the pros and cons of Harold’ s leadership.
The company's organizational structure also requires transformation. Employees should be allowed to take control of the company vision and transform it in terms of achieving organizational goals and objectives. Moreover, the company also requires identifying managers as well as leaders in terms of ensuring they support the current leadership by communicating with employees. This will also allow room for innovative leadership styles as well as management practices (Northouse, 2010). As a technology company, the firm also requires increased innovation capacity building that may require a change in leadership style as illustrated with the poor style currently in use. Question 2From the case study, it is clear that Harold lacked a clear vision for the company.
Leaders are not like managers as they develop a vision for the firm through a comprehensive message. An effective vision takes into account all aspects of the firm that allow employees to understand its values, policies, goals, and future direction. Nonetheless, Harold lacks to consider the history of the company, which includes its strong organizational culture and family linkage. By ignoring the history of the company, Harold weakens the company’ s vision, which has a negative influence on employee motivation and perceptions.
As illustrated, HTE had a long and rich history with numerous unique stories that had cultivated a strong culture within the organization. Nevertheless, it is clear that Harold was slow or hesitant to engage in open and two-communication, which would have included reminding employees of the company’ s historical success and inspirational stories. According to Northouse, (2010) an effective vision should be able to communicate the ideas, history, and future directions. Without these elements, the vision becomes simple and easy to understand.
This aspect allows for effective and clear implementation.