Different leadership style is vividly acted out in the case of Blue Sky aerospace. First, Richard Jefferson Harris’s transformative leadership is evident in various instances. Transformative leaders are visionary leaders who take the right risks, trust their instincts and employ intelligence gathered by team members to make informed decisions. The success of the Blue skies aerospace was anchored on Jefferson’s ability to initiate new projects and influence employees in the organization to realize the organization’s transformative goals.
\nFor example, through his leadership and support, the organization developed and Gyro-copter- a lightweight military airborne vehicle. When an opportunity come by for improving the performance of the product and positioning the company as a competitive player in the aviation industry, Hariss embraced the opportunity earnestly by agreeing to partner with Chris Palmer in developing the Turbo- drive prototype into a fully operating product that would later be incorporated into the Gyro-copter product. Harris’s ability to grab and optimize opportunities to transform the organization positively qualifies him as a transformative leader. XX describes transformative leaders as individuals who make when faced with two or conflicting situations, do not shy from making discussion admits the prevailing situation. Occasionally transformative leaders are faced with difficult situations
\nwhich calls them to make decisions which
\neither way, lead to a set of consequences. However, during such a period, transformative leaders make decisions with a clear focus on the organization’s values, vision, and goals. When Chris Palmer, the head of XX unit he failed to steer his unit in delivering the financial expectations which Harris and
\nother stakeholders in the organization
\nexpected of him. Harris took a bold decision and fired him. This is despite Palmer holding an influential position in the organization and pioneering Turbo-drive product production that was poised to add value to the company Gyro-copter product.
\nTransformative leader have good self- management skills. This implies that transformative leaders do not require too much directions from others but can manage themselves well. Transformative leaders are highly motivated and use their motivation in directing the organization to the right path. Harris demonstrates these skills in various instances. For example, he initiated corporates restructuring in the organization to increase efficiency and coordination in the face of the newly developed Gyro-copter product. Additionally, he appointed and allocated responsibilities to different employees based on their expertise. Furthermore, to address probable conflicts between the division’s Harris developed a central service division and appointed an astute senior executive- David Silverman, as its head.
\nTransactional leadership style is also evident among
\nsome leaders in the organization, such as Chris Palmer, feel that he should be appointed as the new head of cost center division C to contribute to the organization through his Turbo Drive Engine(TDE) product. He argued that the product had been registered under patent rights and the international patent law prohibited any other organization from developing similar TDE. As such, the product would generate increased profits for the organization. This makes him feel that he should be honored for his input to the organization. According to XX, transformative leadership is marked with rewards and punishments.
\nPalmer’s desire to be rewarded because of his contribution to the organization, therefore, maps his leadership style to transactional.
\nDavid Silverstone and Malcolm Zacchary demonstrate autocratic leadership styles. This is demonstrated o in various instances. For instance, during the meeting where the management was discussing transfer pricing strategy backed up by leaders Silverstone, Zacharry and Sinclair , Alison’s attempt to question the validity of the strategy was met by rude response from Silverstone and Malcolm. The two leaders are unproachable and are not ready to welcome views of others. This makes other
\nleaders such as Hayley Johnson doubt believe that if they are take senior positions in the organization, then
\nthey will obstract debate and discussion on important organizational matters.
\nSuccess and Failures of Transformative , Transactional and Altercative leadership style at Sky Blue
\nAerospace company
\nSuccess
\nTransformative leadership which is embraced by Richard Jefferson Harris
\nlead lead to adoption of organization structure that whose objective
\nis to work towards realization of the organization objective. His leadership style also allowed him to see opportunities such as adoption of patent rights of the Turbo Drive Engine which could
\nimprove competitiveness of the organizations. Transformative leaders are a good in self-management. This trait allowed XX to take crate different divissions in the organization and identifying suitable individuals
\nwho are competent to lead the units. Furthermore transformative leadership trait embraced by XX ,informed his bold discussion as decision to fire Chrism Plam
\nwhose division registered poor financial performance. Furthere trassformational leadership style embraced by XX allowed him to welcome new ideas \u2013 such as the TDE- a product which was poised to increase the company competiveness in the market.
\nTransactional leadership style which Is embraced by Palmer provides reinforce moral such as hard work. This is based on the principle of rewards and punishments which guide transformative leadership styles
\nFailures
\nTransformational leadership style embraced by leaders can backfire. For instance at XX organizations Harris failed to influence some employees. For example Walter Carmichael and Harley Johnson felt that the Harris was his concern in the operational concerns of the organization and by through his appoints and dedication to individuals such as Silverman Sinclair and Zachary important organizational discussions were being obstructed. Transformative leadership can also leadership to wrong decisions. This is evident in case of the XX organizations. While XX had a
\ndecision for having different divisions was to enhance coordination and yield improved financial performance, failures recorded by the organization such as
\norganization political and poor decisions such as transfer pricing which benefits other departments such as division B at the cost of others such division demonstrates failure of transformative leadership in the organization.
\nAutocratic leadership leadership style which is embraced by Zacharry Malcom and David Silverstome has creasted divisions in the organizatios. ;lack of employee respect and also contributed to poor decisiosn which have cost the organzations. For example Walter
\nCarmichael \u2013 the vice president of marketing and Hayley Johnson- senir vice president HR feel that ies between Zachary,
\nSilverstone and Sinclair was obstracting the open
\ndebate and import discussions on impiortanat organization matters.<\/p>\n
Relevance of Power Influence, Politics and Culture in Shaping Transformational, Transactional and Autocratic leadership behavior
\nPower influence is vividly at play at XX organization. The CEO of the company Harris uses his position to initiate new project and influence others leaders below him to embrace his vision for the organization. For example in his corporate restructuring of the organization he introduces new divisions and appoints senior managers who he believes will help him in realization of the organization objectives.
\nThe influence of Politics is conspicuous at XX.
\nThe organization is divided in two groups whose members support different organization issues and topics that patterns the organization performance. For instance, Silverstone, Sinclair and Zarry Malcom support each other views on matters regarding the organization. On the other camp is Walter, Hayley, Alison and Palmer. Influence which Silverstone, Sinclair and Zachary gives them an edge over other managers such as Walter, Hyley and Alison in influencing decisions in the organization.
\nThis is vivid in the instances such as how they influenced the Harris to embrace the transfer pricing which was cannibalizing some divisions while others were benefiting. Senior position held by Silverstone and Zachary also influences their unapproachable behavior which underpins their autocratic leadership. This is evidenced on how they use unfriendly words when Alison when she tried to question the company transfer pricing.
\nThe Culture of Sky Blue Aerospace Company is founded on innovation. This is evident in the adoption the innovative Gyro-copter and investment in Turbo-Drive-Engine which is posed to increase the company competitive nature. The culture of the organization informs the transformative leadership embraced by leaders such as Harris. To enhance coordination and completion of its Gyro-copter and Turbo-Drive-Engine projects Harris has structured the organization to accommodate changes in the organization with profit centers clearly identified as sources of funds to support realization of the organizations objectives.<\/p>\n
How Personality Behavior Influences Leadership
\nHarris is creative persons. His creativity dates back to his days at school where he was star soccer player, His contribution to Gyro-copter air vehicle product and his corporate restructuring to align its with his vision clearly demonstrates his creative nature. This traits informs his transformative leadership style. XX is also risk taker, as demonstrated by his adoption of the TDE product with hope that it would be developed into a functional product that would add value to its Gyno-copter product and thus revolutionize the company.
\nZacharry, Silverstone are unapproachable and are not ready to accept views of other leaders. This is demonstrated during the discussion about transfer pricing. They are also egocentric asevidenced when David Silverstone in an hasty way tendered his application to replace Harris following the his involvement in accident.
\nSinclair and Zachary quickly supported him. Sinclair is also described by Alison as a person who could not be crossed. This personal characteristic of Zachary, Silver and Sinclair influence their Autocratic
\nleadership style.
\nContradictions in Intensions, Actions and Behaviors of Leaders
\nHarris motive of positioning Blue Sky Aerospace as an innovative company was well intentioned through collective efforts of his all employees. Leaders such as Silverstone, Zachary and Sinclair who are led by selfish desires for power have created division marked with
\nintense organizations politics which have
\ngradually overshadowing the good intension. For instance, as per the revelations made by Allison, transfer pricing which the three leaders supported was ill motivated and was met to portray David Palm as failure.
\nWhile David Silverstone receives praises as a perfect person to take over from Harris from his allies such as Zachary and Sinclair , his autocratic leaderships style and
\npolitics of division contradicts transformative culture which was founded
\non unity among employees by Blue skies aerospace founder Jeff Harris. In an event XX assumes the top seat leadership of the company, then the organization ruthlessness, partisan and insincerity might inhibit realization of the organization gals.<\/p>\n
Other Factors which might Influence leadership and Outcome<\/p>\n
Recommendation for improving Leadership capabilities.<\/p>\n","protected":false},"excerpt":{"rendered":"
Different leadership style is vividly acted out in the case of Blue Sky aerospace. First, Richard Jefferson Harris’s transformative leadership is evident in various instances. Transformative leaders are visionary leaders who take the right risks, trust their instincts and employ intelligence gathered by team members to make informed decisions. The success of the Blue skies […]<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[43],"tags":[3554,1689],"class_list":["post-7753","post","type-post","status-publish","format-standard","hentry","category-dissertation-topics","tag-different-leadership-style","tag-write-my-paper-online"],"_links":{"self":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts\/7753","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/comments?post=7753"}],"version-history":[{"count":0,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts\/7753\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/media?parent=7753"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/categories?post=7753"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/tags?post=7753"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}