1. Introduction
The aim of this paper is to critically analyse the leadership of Reynold Baldeosingh, past Chief Executive Officer of The National Commission for Self Help Limited (NCSHL). It begins with a brief description of the company, Reynold Baldeosingh and his role at the NCSHL. Then, his leadership styles during the organisational restructuring process will be evaluated as well as the impact of his change process on the followers. The conclusion will summarise this information to show how effective his leadership style was in achieving the goals of the organisation. Finally, recommendations will be made to show how his leadership could have been improved to make a better impact on the followers resulting in a more successful transition.
2. Description of the leader and the organisation
The National Commission for Self Help Limited is a State owned company that is solely funded by the Government of the Republic of Trinidad and Tobago. It was established in 1997 to enhance the quality of life for the elderly, low income families and rural communities throughout Trinidad and Tobago via infrastructural development. The NCSHL was without a Chief Executive Officer for three consecutive years prior to Baldeosingh’s appointment in February 2011. However, the absence of a CEO did not mean the absence of a leader, a role adopted by the then Operations Manager whose style of leadership created a culture that was more people oriented. This was vastly different from the high
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