Organizational Design For Performance Growth

1097 Words5 Pages
Introduction
Organizations are constantly exposed to changes in the business environment (Child, 2005); therefore, it is vital for the organization to (Roberts, (2004 pp 286) incorporate management and leadership strategies in order to create value and accomplish organizational objectives. Northouse (2013) defines leadership as a process, an interactive event striving to accomplish the group’s goal.

• Anderson, D. & Anderson, L., A. (2010) “Beyond change management: how to achieve breakthrough results through conscious change leadership” 2nd Ed. Pfeiffer, San Francisco, CA, USA
• Child, J. (2005) Organization: contemporary principles and practices Blackwell Publishing: USA
• Robert, J. (2004) “The modern firm: organizational design for performance growth” Oxford University Press, New York.

Analysis and evaluation of Leader #1
The first leader analyzed is the President of the Board of Directors of a nongovernmental organization (NGO) in the Virgin Islands. The President, who will be referred as leader No. 1, leadership style has been identified as one, which is prominently laissez-faire. This leadership style is recognized as a hand-off type of leadership, where the leader limit interaction with the follower and little or no feedback is given by the leader. Leader No 1 over the years has demonstrated to have little competencies to lead this type of organization. Allen, Smith and DaSilva (2013) stated that laissez-faire leadership has a negative relationship on
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