Analysis Of Mullen Rhoadsrmgt7110-4 : Evaluating Strategic Leadership

Human relations in the workplace are a major part of what makes a business work. Employees must frequently work together on projects, communicate ideas and provide motivation to get things done. Without a stable and inviting workplace culture, difficult challenges can arise both in the logistics of managing employees and in the bottom line. Businesses with engaging workplaces and a well-trained workforce are more likely to retain and attract qualified

All organizations have the common objective of being successful and nowadays due to competition that is not an easy achievement. The most important capital that companies have is the human capital and, to be successful, is essential for the organizations to focus on people.

Adaptability to market changes is high due to the diversity of products and evolving product offerings.

The purpose of this research paper is to identify the leadership styles of Costco Wholesale Corporation. Costco has been known for being a successful headliner corporation that offers competitive prices and employee salaries. There will be an analysis done to review how leaders within this company engages in the four leadership styles: directing, coaching, supporting, and delegating; as well as seeing which dominates more. Further exploration will be done to examine the communication and motivation from a leader to their followers and how it is that they gain their followers respect and trust.

Strategic leadership should clearly communicate its expectations for the team's performance and expected outcomes. Team members should understand why their team was created. “The millennial generation, those born after 1980, is the youngest generation to begin entering the workforce and there are many indications that this generation is bringing new values and new expectations to its communities” (Hickman, 2015, pg.22). The organization should demonstrate constancy of purpose in supporting the team with resources of individuals, time and money. The teamwork should receive sufficient emphasis as a priority in terms of the time, debate and devotion directed its way by executive

In this case, the ability to adapt to the constantly changing environment and establish new strategical approaches to innovation will help the company stay competitive on the market.

Also, they have a negative effect on morale of employees leading to poor performance. The impact of this article is that it nurtures the leaders’ understanding of concepts associated with people skills, enhancing their relationships with their subordinates/followers, improving the culture in an organization; leading to productivity, cost saving, efficiency and increment in revenue. Upon reading this paper, leaders get a “results-driven people skills model that helps them eliminate potential biases, increase social intelligence and improve interpersonal skills” (Norris, 2009).

A manager must recognize the employees with knowledge and skills and encourage them to use their abilities. Organization and managers should recognize their successful business which this success depends on human capital and

Throughout history, social movement organizations (SMO) have been actively involved in their community’s seeking to mobilize others and gain resources in order to achieve their goals. It is important to study how SMO achieve their goals to understand the strategic decision-making process and leadership that movements develop for success.

Robert E. Ployhart says it best when stated in (PLOYHART, R. E. 2015) the field of strategic human capital and the field of organizational behavior need each other, they just don’t know it. To better emphasis in order to optimize the competitive advantage for organizations that comes from human capital organizations have to enhance their employees attitudes towards the company and create a culture that best fits the organizational goals. A company’s human capital asset is the collective sum of the attributes, life experience, knowledge,

Competent leadership is necessary to steer the organization in the right direction and get members of the organization involved and on board with the creation of the strategy, engaging each person in the organization towards the larger goal of productivity. Dynamic Strategy-Making’s lesson 13 surmises, “strategy-making occurs more rapidly and effectively when the firm’s senior management intervenes through leadership” (Greiner & Cummings, 2009, p. 37). In other words, a CEO’s commitment, in regards to leadership, has great bearing on strategy making (Greiner & Cummings, 2009, p. 28). The effective implementation of the dynamic-strategy process relies heavily upon the leadership of the organization more than anything else. Without competent leadership, going through the motions of the process will not lead to the effective results expected. (Greiner & Cummings, 2009) (Fairholm, 2009)

In this globalised and fast changing world organisations are faced with tough strategic decisions, which ultimately allow them to survive, strive and have a competitive advantage. Achieving competitive advantage has been a wider topic that has been looked at from Academics, consultancy and organisation perspective. One way, organisations can achieve this is through managing human capital in a way that can help them attract, retain, and develop their employee, which in return can produce a workforce that is engaged, loyal, flexible and innovative. Employee engagement has received a vast amount of interest from the 1900’s till now. Employee Engagement is a phenomenal organisation,

The manner in which an organization’s personnel are managed has a tangible influence on the productivity of the employees, which ultimately acts upon the firm’s bottom line. Corporate success is dependent upon the integration of the human resource plan and the corporate strategic plan. It has become a widely held premise that people provide organizations with an important source of sustainable competitive advantage and that the effective management of human capital, not physical capital, may be the ultimate determinant of organizational performance (Youndt, Snell, Dean, Jr, & Lepak, 1996).

Businesses must respond to change in order to remain competitive. Developing appropriate strategies, which allow

The success and failure of every organization depends on the type of employees they have and their ability to add values to achieve their organization objective. Human capital is an important element of the intangible assets of an organization (Armstrong and Baron, 2007).