A Leader And Being A Boss

1302 Words6 Pages
Introduction Klaus Balkenhol, a German equestrian and Olympic champion, once stated, “There is a difference between being a leader and being a boss. Both are based on authority. A boss demands blind obedience; a leader earns his/her authority through understanding and trust (Lamoureux, 2015).” Joan Salmon is the 35 year old daughter of Garret Salmon the owner of a medium size party invitation company “Invitations Inc.” Joan’s goal will be to do just as the quote states, “earn her authority through understanding and trust (Lamoureux, 2015).” Therefore, in order for Joan to accomplish the goals of improving and growing the business, trust will be the primary factor in how mid-managers work together, listen to one another, and build…show more content…
The dynamic for small and mid-sized businesses is the same for large-scale businesses. As Joan begins, she must rely on herself leadership and her father for management. However, as Invitation Inc grows, she will bring in younger managers to direct the daily running of the organization while she sets strategic goals and establishes a well-performing team. As a leader, Joan sets the vision, and a manager implements it, making sure those regulations and policies are followed and that employees perform as expected (Gillikin, 2015). Joan’s father, Garret, will stay on as the managing consultant ensuring the day-to-day operations continue smoothly, as well as, ensuring that Joan’s strategic goals are implemented and the staff that has been on board for 25 years will embrace the new change. Therefore, with Joan firmly seated as the CEO and her father, Garret, staying on board as the managing consultant. Joan can focus on organizational strategic alignment, while Garret takes the lead on the joint venture with the Singapore firm. With her father engaged with the Asians, Joan can conduct relationship building with the new middle management staff, the VP and CFO. Leader as an individual In order for Invitations Inc to experience organizational strategic alignment, its management, processes and goals must be in alignment. Joan will need to create a culture of support; a company must clearly define the competence of its resources by
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