TIM HERTACH

This leader has 3 distinctive qualities that have given him the abilities to do magnificent things. The first quality is his ability to make decisions. “Decision-making leaders are leaders are leaders who solve problems by making good decisions that result in lasting solutions” (Borek, Lovett, & Towns, 2005). I have seen him make very hard decisions, some decisions he has made I didn’t

The Case study is included in this chapter because the problems presented therein have been caused by lack of charismatic and transformational leadership and the solution to these problems is the use of it (Dubrin, 2013).

When it comes to the failure of managers, chad believes that manager’s inability to listen, being self-centered, not a team player, and failing to take responsibility most often contributes to their failure. “I remember a time when a colleague of mine was leading a project on the development of a new customer interaction system. His biggest downfall was he did not listen to his frontline employees, when it came to some of the inadequacies of the new system. This ultimately led to him being removed from the project and he never really came back form that.” (C. D. Cerkoney, Personal Communication, February 27, 2012).

As the world becomes more globalized, English seems to dominate the world as the leader of languages. Seth Mydans states in his article, "Across Cultures, English is the Word," that English will become the language of the world and that there is no slowing down. Mydans utilizes statistics to his advantage throughout the majority of his article, noting that nearly eighty percent of the world's electronic information is recorded in English and that around 400 million people speak English as a first language, with 300 to 500 million as a second language. He also mentions that the United States, the largest English-speaking nation in the world, houses only twenty percent of the nation's English-speakers, with Asia having an estimated 350 million English-speakers. These numbers help the audience understand how widely known and valuable English is in modern day society, and, in turn, establish logos in Mydans' article.

The Ivanovics, although not formally educated in managerial leadership, realized that with their multi-cultural team members an indirect management style would grow the production output and would raise the morale and motivation of the workers. When McRae’s team tried to change this dynamic, especially as soon as they entered the corporation, their method backfired and was resisted by all of the employees and confidence in the leadership continued to decrease in the firm.

Jurgens originally believed that Olafson came from a strong background, in terms of credentials and work experience, and that he possessed considerable maturity and intelligence. However, Jurgens had concerns about Olafson’s lack of assertiveness to be a strong manager and leader. There are qualities that define a good leader as discussed in MGMT 460 and are expected by Jurgens. There are several cases that showcases Olafson’s lack of ability to be an effective team leader.

To begin with, the authors are crystal clear when it comes down to laying out the blueprint the requirements needed for a successful leader. Stepping into any profession requires patience and clear thinking. The authors mention “taking a minute out each day of your leadership can really make a difference between a good and a bad leader”. Throughout the book, the authors step into depth explaining why it is necessary for the leaders to take just one minute out of their day to notice any noteworthy changes in relationship within the firm. By being packaged in the box the entire day and not thinking and stepping out the box, it can cause delays in work and/or possibly an unsuccessful firm. The authors move on to speaking about the different levels of management and the flexibility that occurs at those various levels.

At the beginning he was told to report to Jenkins, however, once he got to the site he was assigned to Jeff Hardy.  After the company reorganization, he found himself wondering whether he should report to Knight or Hardy. However, despite the confusion, he never brought up this question to Hardy, Jenkins or Knight. He perhaps then fell into the trap of a “boss­subordinate relationship” and went with the structure he felt was assigned without truly understanding its reasoning. ii. He didn’t take enough time to understand HQ’s perspective on various issues a. Replacing the chief engineer, rejecting frequency reuse patterns, or failing to get sign off on agreements for GMCT cell sites indicate failures in managing upward management relationships. Problem #2: Employee Dynamics Strengths 1. Peterson was committed to building an empowering environment for employees. i. Peterson called weekly construction meetings, which invited all to report on the company’s weekly progress and issues. Shortcomings 2. He failed to consider alterations in team dynamics when making hiring and salary decisions. i. He hired Trevor at a higher salary rate to the resentment of other employees, causing significant damage to the trust and respect between employee and manager.

This report seeks to explore and analyse the leadership of my former manager, Paul (name has been changed). It aims to critically evaluate his leadership by referencing examples of his behaviour, and applying leadership concepts, theory and case studies. The report describes my observations of Paul as my direct manager, and my view of his interactions with followers, colleagues and superiors. As the report draws on my observations, the analysis is limited to my personal views on his leadership. Additionally, due to the plethora of leadership theories and concepts, I have focussed on concepts that are relevant to Paul’s leadership.

The purpose of this paper is to reflect and make an analysis of the general strengths and weaknesses of a leader, provide recommendations, thoughts of overall performance to improve on this person’s leadership style in which practices and theories were utilized most effectively. Upon such, draw conclusions and provide an integration of this leadership practice into my own leadership practice. The accomplishment of this will be achieved by identifying several key practices from published documents surrounding and encompassing the leader, and comparing them to known relative concepts for a holistic view of the approach.

Angela Ahrendts is one of the most successful women in business of our generation. This is due largely in part to her exceptionally strong leadership skills. Ahrendts’ resume of accomplishments can stack up with the best in the world and includes honors and awards such as, The Most Excellent Order of the British Empire for her services to British business in 2013, The Prime Minister’s Business Advisory Group from 2010-present, Oracle World Retail Awards: Outstanding Leadership 2010, ranked #4 on Fortune’s 2013 top people in business, and ranked inside Forbes’ top 100 Most Powerful Women in business for the past nine consecutive years (Alexander, 2013). Every company that Angela has held a leadership role in has experienced great success. However, despite her many successes and achievements Ahrendts is describe as motivating and humble by her counterparts. This speaks volumes of not only her vast amount of business knowledge, but also to her ability to lead people in an effective, relationship-building manner. After much research on Ahrendts and her work at each company we conclude that she is predominantly a Theory Y leader and supports that with four key styles and traits. Among those are a balance of task-oriented leadership and relationship-oriented leadership, in addition to strong administrative skills and interpersonal skill. Ahrendts uses a combination of all of these styles and skills to effectively lead her subordinates and drive successful

There are many examples of poor leadership behavior in today’s workplace. Inadequate leadership can be detrimental not only to a team within an organization, but also to the entire organization itself. I believe it is vital for upper management to ensure that their leaders are properly trained and aware of how to handle certain situations and employees. When a leader’s weaknesses are overlooked, large problems occur.

The modern leadership theories (hereafter, theories) recognise the importance of followers in the leadership process. These theories view leadership as an interaction between leaders and follower. They focus on the relationship between a leader and follower and view this relationship as the core to the success of any organisation. Kirsty’s leadership may be seen as reflective of all the path-goal theory, leader-member exchange theory (hereafter, LMX theory) and the transformational leadership theory (hereafter, TLT). In this report a discussion will be provided of the ways in which Kirsty’s leadership may be seen as reflective of all these theories and approaches to leadership. A critical analysis of the strengths and weaknesses of Kirsty’s leadership for the Sandwich Company’s (hereafter, company) will also be provided to highlight how these factors could interplay in the company’s continued success. The success of the company illustrates that Kirsty effectively uses the guidance provided by each theory to inform her leadership practice. However, the company’s internal and external environment is starting to change. Therefore, the potential weakness inherent in the theories associated with her leadership style could come to surface which may delimit the company’s continued success.

Subordinates will, most of the time, rise to a level of performance that is set for them. In light of that, it is crucial to note that Lyndon Twitchell had two bosses, Jane Kravitz and Chuck Taylor, that had differing expectations regarding his work. Taylor expected Twitchell to fail while Kravitz initially expected Twitchell to succeed but then was influenced by Taylor's negative opinion. Kravitz initially emphasized an environmental project, which Twitchell was working on, but that Taylor was "…less than impressed'' with. He was concerned more with Twitchell's strategic performance objectives. In this case, because Twitchell essentially had two managers the priorities and expectations were not defined clearly enough for him to work from. In addition, Taylor's negative assessment of him to Kravitz, set Twitchell up for

His over confidence lead to an over evaluation of his business (Hayward and Hambrick 1997) and resulted in him investing in now unprofitable ventures (Zacharakis and Shepard