Organizations are important units of people, structured to meet specific needs or goals of certain people. Organizational management is a vital part in any enterprise for the purpose of driving organizational activities towards achieving the main objective within its business set up. At the national levels, public finance management is also critical. For instance, in North Korea and Cuba, autocratic leadership styles are adopted extensively. The five major leadership styles are as follows: Laissez-Faire, Participative, autocratic, transactional, and transformational.

The Executive A is an executive leader, level five leadership style. Essentially, the leader builds ups an enduring high capacity performing enterprise via paradoxical combinations of individual humility and professional willpower to lead the organization through a long-run expansive path. The leader focuses on the bigger picture of the company, with respect to corporate and social responsibility, and business excellence, which has led to the fast rate of business expansion. In particular, executive depends on high-rated communication from the management perspective. In essence, Executive A leadership has contributed significantly to improvement in the companys performance by appreciating from the previous loss, making trend worth two million annually to 128% stock appreciation, as well as realization of a significant profit margin.

The Executive A focuses on the entire company, without singular attribute of the companys success to selfish interest. In particular, the company employees describe the leader as self-driven, sternly ambitious, and fully focused on the Companys success. Furthermore, the leader has been able to transform the company from a commercial printing enterprise to incorporate a series of activities, such as mailing, digital printing, and fulfillment of orders among other activities. Accordingly, the executive attributes the success of the organization to the entire leadership rather than him, and sidelines any attempts to praise him on account of this success by the media. Executive A portrays clear focus on the organization, besides attempting to develop stable and competitive leadership styles within the organization, which would act as his successor with a view to retain high performance index, once he retires in two years time. The leader defines the companys long-term goals, identifies prospective measures towards achieving it, and mobilizes the company resources with humility with a view to attain high output generation of buffer output and enhanced corporate image.

On the other hand, Leader B is a transactional leader. In essence, the leader focuses on the companys goals and organizational framework, developed by his precursor, Executive A. In this regard, besides laying a clear focus to the organizational goals, the leader identifies the main organizational objectives through identification of employees roles and needs for every task towards achieving the organizational goals, while holding each departmental head fully responsible for all roles entrusted on them. It enables the organization employees to exploit their abilities towards achieving the organizations goals, by providing effective and efficient complementary services on every transaction, which would lead to the achievement of the aggregate organizational goals.

Furthermore, he provides guidelines to the subordinate staffs in execution of various organizational tasks and transactions towards achieving its objectives. In addition, Leader B also identifies and undertakes an apparent chain of command, with a view to letting clear instructions to teams, while executing tasks delegated to them. Moreover, he holds every team responsible for success or failure of the task. Consequently, he bequeaths rewards to successful subordinate personnel, and issues punishment on account of failure of delegated tasks.

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Further regard, Leader C is a transformational leader. The leader uses a democratic approach to operations with the subordinates, while taking to task only the final decision. It makes them value their roles in decision-making, besides attempting to understand and identify with the subordinates social lifestyles. It represents a shift in approach to decision-making process, where the staffs participate in most organizational management processes. In particular, Leader C puts high emphasis on the companys mission and objective, but involves other leaders and subordinates in redefining the future prospects of the company. The leader believes in motivating employees in order to realize a solid and concrete positive implication of their efforts in the achievement of the organizational targets. Besides that, the leader also employs a rational approach to conflict resolutions, which minimizes time wasted on non-productive activities, such as protracted disputes. Additionally, the leader convinces his colleagues to put aside their personal interest in the organization, while inspiring staffs through setting up higher targets for the subordinates, besides building up self-esteem for the employees.

While at it, Leader C also believes in setting up rational perspective of problem solving in the organization. In particular, the leader attaches him to the employees social life, such as birthday celebrations among other special events. These further build up the employees vigor, while encouraging them to interact freely with their leaders at departmental level, in matter pertaining to their social lives, which would enhance their fate and suitability within the organization. The mentioned aspects of leadership would provide an all round transformation of the company chain of command and approaches.

If the Leader B is appointed as the successor of Executive A, the organization is likely to experience a number of challenges in the human resource task force. In essence, human resource is an important pillar of any organizational performance. However, the strict approach to solving employees problems may impact negatively the employees esteem, which would also minimize their engagement in productive capacity. Furthermore, the delegation of the tasks to teams is also likely to encounter several setbacks; hence, the team leader would be reluctant to perform innovatively in fear of the punishment, in case of failure of the task from experimental interventions from innovative approaches. As a result, this would minimize the companys prospective to excel in its performance, thus, discouraging the previous performance of the company, and spoiling the firm foundation, laid by Executive A.

On the other hand, if Leader C is elected into the organizational leadership after the retirement of Executive A, the company is likely to excel through the appreciation of the employees involvement. In essence, Leader C offers a huge motivational capacity to employees, which would enhance their involvement in the delegated tasks, besides aspiring to initiate innovative measures in the production process. Motivated workers are likely to exploitive more innovative means of production. Furthermore, involvement of the leader in the social lives of the employees is likely to develop the culture of the employees sense of belonging against the organization, and therefore, a desire to gain the highest achievable limit in the organizational performance. The leader also encourages the subordinate staffs to always contact their departmental leaders in case of their social events, which would help in enhancing organizational performance.

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