CASE ANALYSIS 5
Caseanalysis: Leadership development
Leadershave different leadership styles. An organization should be sure toinvest in leaders who envision the organization’s growth whileoperating at the minimal costs. This discussion will present a caseanalysis for leadership styles for two different managers atConsolidated Products.
Caseanalysis: Leadership development.
Comparisonbetween the leadership traits of Ben Samuels and Phil Jones.
Itis distinctly apparent that the leadership qualities of Ben and Philare a complete contrast. Ben is not decisive. He is unable to maketough and timely decisions for the organization. For instance, duringthe unproductive period, Ben should have sought a better means ofreducing operational costs such as laying off unproductive workers.On the other hand, Phil seems to be decisive because he made a toughdecision to lay off the idle employees. Ben’s leadership styleseemingly lacks focus. He has put a priority on things that bringunnecessary costs to the organization while disregarding matters thatreduce costs. For instance, the setting up of the fitness center aswell as sponsoring several social events are unnecessary activities.These activities increase the production costs with no returns to theorganization. Phil, on the other hand, has focus. From the inceptionof his governance, he is in a position to co-ordinate the activitiesin the firm to reduce costs and increase output, which are key traitsof leaders according to Newcomer Et al (2014).
Successfulleaders should have the capability to praise their employees publiclyand address the problems privately (Newcomer Et al, 2014). Phil lacksthis trait. He would rebuke employees the instant he found themmaking a mistake as a way of setting examples to the rest. This actis not a good leadership trait because it makes employees loseconfidence which would bring down productivity. Some skilledemployees would also opt to seek opportunities elsewhere leaving gapsin the organization. Ben shows empathy to the employees, but in amanner which resulted in dwindling production. It is not appropriatefor leaders to fail to address the mistakes of employees in order tomaintain good relations at work (Newcomer Et al, 2014).
Bendid not take accountability for the performance of the employeeswithin the organization. As a good leader, he ought to undertake afollow-up on all activities of the organization to ensure they are onpar with the organization’s procedures and policies. Phil was sureto take accountability of the employees to make sure that theoperations follow the right procedures and policies of theorganization.
Bothleaders lacked the awareness trait. Ben did not understand andappreciate the difference between him as the leader and theemployees. His priority was to promote employee relations without theright order of command. As a leader, he should understand that thereare differences between him and the employees. Phil, on the otherhand, overstepped his mandate as a leader. In as much as he was awareof the difference between him and the employees, his conduct was in amanner that suggested he was better than them.
Betweenthe two leaders, Phil Jones is more efficient. The core of anybusiness is to raise productivity at the minimal cost which Phil wasable to achieve. He was as well able to exhibit more leadershiptraits such as awareness of the difference between employees andmanagement, decisiveness, and focus. Phil is the best leader to workwith. The desire of every individual is to work in an environmentwhere there is a potential for growth (Newcomer Et al, 2014). WithPhil, the organization has a higher likelihood of growth, hence themost appropriate leader to work with.
Asthe Phil Jones’s boss, I would discuss with him the importance ofgood relations between employees and the management. It is paramountto ensure that the productivity of an organization is at its highestat the minimal cost (Newcomer Et al, 2014) Nonetheless, Phil shouldalso understand the importance of skilled employees to anorganization and he ought to treat them appropriately to avoidwrangles which might affect the organization negatively.
Newcomer,J. M., Kolberg, S. L., & Corey, J. M. (2014). LeadershipDevelopment. Air& Space Power Journal, 28(5),71-89.