Chat with us, powered by LiveChat In this assignment, you analyze the organization you assessed in Week 2 and apply leadership theories and approaches to su - School Writers

In this assignment, you analyze the organization you assessed in Week 2 and apply leadership theories and approaches to su

 

In this assignment, you analyze the organization you assessed in Week 2 and apply leadership theories and approaches to support organizational change that aligns to the organization’s mission and values. You will be measured on how you justify your assessment of the leadership approach.

Write at least a 1,050-word paper for your Leadership Styles Rationale. Address the following in your paper: 

  • Restate the needed change within the organization.
  • Analyze the various leadership styles you explored in Week 3 in the context of the organizational culture and proposed change.
  • Justify which leadership style or approach would best support the organizational change.
  • Discuss how this style will support sustainable organizational success. 
  • Discuss how this style integrates the organization’s mission and vision. 
  • Discuss how this style will increase value for stakeholders.

Improving Organizational Culture

David Leonard

University of Phoenix

LDR/535

14 November 2021

Introduction

FedEx is a brand providing progressive and dynamic courier services.

The brand leverages technology and flexibility to ensure value for money.

The current organizational culture requires changes vital in the achievement of goals and objectives.

The FedEx brand, a courier services provider, has for years provided satisfactory services to its consumers. It prides itself in been dynamic and progressive in its operational areas. In addition, flexibility and technology application observed in the organization has enabled its growth and expansion. However, the brand requires change strategies in order to improve its organizational culture. This is as obtained from an assessment of the current culture. Incorporating the change will enable employee and consumer value while still increasing investors returns. Further, the change will enhance achievement of set goals and objectives due to its alignment with organizational strategies.

2

Current Culture

The culture focuses on returns to investors as opposed to employee and consumer focus.

Process and procedures are hard to change due to rigid management.

Short term goals implemented result in the achievement of larger goals.

The current culture is highly focused on making favorable returns to investors. This is as opposed to other brands which are employee and consumer centric. The investors focus reduces employee engagement and inclusion in issues concerning change. Further, consumers are unable to impact change due to the rigid and slow decisions on change. This can be seen as an impact enabled by the management. Rigid processes and procedures limit expression of change and how change can be enhanced. However, the brand has strong short-term goals which eventually increase returns on yearly basis besides reflecting the achievement of large goals set.

3

Change Management Plan

Change action is required in urgency to facilitate culture improvements.

Powerful coalitions are in existence making the brand strong.

However, coalition with technological firms would enable growth and sustainability.

The change management plan is based on the assessment and Kotter’s 8 steps to change. First, the brand needs to activate change action. This is to be done with urgency to impact dynamic changes which will enable both growth and sustainability. By urgency, the plan will initiate changes which will be essential and will trickle down to all employees. The urgency will reflect in change acceptance, enactment, and implementation with an ease of adoption. Secondly, the brand will focus on powerful coalitions with technological firms. The existing coalitions make the brand strong, but the new coalitions will ensure technological changes are easily adopted and incorporated in processes.

4

Continuation

Create change vision which incorporates brand consumers and employees.

Communicating the vision could be enhanced through social media platforms.

This would create a strong presence of the brand with less reliance on emails and seminars.

Besides having the organizational vision statement, a new change vision statement needs to be formulated. The change vision will give direction to employees regarding expected changes and how the changes will add value to the workplace. Also, the change vision statement will encompass consumers to ensure they relate with the brand’s need for change and action plan. Even though the current communication of brand’s vision is clear, the brand will be required to increase its presence on social media platforms due to current trends. This will increase the ability to reach its consumers besides the current use of emails and seminars.

5

Continuation

Removing obstacles will mostly encompass changes in the managerial level.

This will reduce challenges in reviewing processes, expression of change, and procedures.

Create short-term wins step would impact short-term targets.

The rigid managerial and leadership on change decisions are depicted to be obstacles in enabling change in organizational culture. The leadership in place will be mandated with formulating, implementing, and accepting change as part of culture improvements. This will involve suggestions on strategies which can be used to enact the change actions. Further, changes on the leaders will be initiated to reduce challenges in reviewing change processes, expression of change, and change procedures. The short-term goals could be used to set short-term targets among departments and field offices. This will influence overall performance and productivity of employees.

6

Continuation

Building on the change will entail change acceptance from the managerial level to field offices.

Investors also ought to be part of the change to make the plan a success.

Anchoring changes in corporate culture will consider training and review of change.

Building on change will require quick acceptance of change action from the managerial to entry level employees. The step regards initiation of change, implementation of change, and evaluation of change to make additions or shifts where needed. In addition, investors need to be part of the change to ensure approval of change actions besides making the organization adopt change as a whole. Anchoring changes considers inclusion of changes to the corporate strategies reflecting on improved culture to the public. It will also incorporate constant review of the change actions to ensure effectiveness. Training of employees on changes will reduce resistance and increase culture embedding as employees depict corporate culture.

7

Desired Outcome

Sustainable expansion to new markets from short-term targets and objectives.

Ability to adopt and incorporate new technologies for growth.

A change vision which will include employees and consumers.

From the implementation of the change plan, outcomes are to reflect in management strategies to short-term goals and objectives. For instance, sustainable expansion to new markets and attraction of new segments will consider short-term targets set. This is as derived from short-term goals and objectives currently in place. The ability to adapt and incorporate new technologies as per market trends will be highly reliant on the improvement plan. The incorporation will be influenced by managerial and employee acceptance. A change vision is expected to include employees and consumers increasing brand value and reputation.

8

Continuation

Effective and timely changes on management to include current dynamics.

Change to be initiated from the organizational to corporate level.

Training and development opportunities enabling employees to be part of the change.

Effectiveness in decision-making processes is expected as impacted by changes in the managerial system and leadership strategies. Also, the outcome will influence timely decisions which align with dynamics in the market and the workplace culture. Another desired outcome is change initiated to corporate level. This entails communication to all stakeholders and their willingness to be part of the change. Training and development opportunities to employees as part of the change will give guidance resulting in change plan acceptance. This will be effective in the continuous change process and reviews.

9

Plan alignment with Mission, Values, Vision statements and Strategies

The plan will incorporate changes which consider communication and leadership aspects.

Existing policies and strategies will remain with the change strategies been additional.

Flexibility is a core principle hence change should be supported by the culture.

The plan aligns with the organizational vision, mission, values, and strategies as it revolves around how the culture can be changed to impact growth. Of essence is that the changes will only be supplemental to the existing policies and strategies. This translates to the changes been additional but very important in attaining organizational performance. Communication and leadership changes are essential in the process to guide and enable implementation of changes, respectively. Flexibility as a core principle of the brand influences the needed change for desired outcomes as it supports change. This will ensure process alignment with the statements and strategies.

10

Conclusion

Assessment of the current brand culture led to the development of a culture plan.

The changes to be initiated by the plan will enable the brand to continue achieving its goals and objectives.

Further, the plan aligns with brand statements and strategies.

In conclusion, FedEx implementation of the change plan will initiate changes which accommodate dynamics and trends in the market. Employees and consumers will feel valued and appreciated besides increasing investor returns. This has been deduced from the assessment of the current organizational culture and implementation of change plan. The plan aligns with brand vision, mission, and values statements, as well as, brand strategies reflecting in the achievement of set goals and objectives. The change will be essential in enabling improvements in the current culture and constant change review as per urgency and need.

11

References

Pollack, J. & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organizational change program: presentation and practice. Systematic practice and action research 28(1).

FedEx. (2021). Company overview. www.fedex.com

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5

Leadership Theories

David Leonard

University of Phoenix

21 November 2021

Reflective Essay: Leadership Theories

The success of any organization is determined by the type of leadership approach and style that leaders use. Leaders such as Jeff Bezos of Amazon, Reed Hastings of Netflix, and Steve Jobs of Apple are celebrated worldwide for their successes. Reports indicate suitable leadership styles and approaches should focus on enhancing organizational culture, motivating and inspiring employees to emphasize organizational needs ahead of self-interest, and understanding each employee's needs (Khan, 2017). This paper reflects on a transformational leadership approach, transactional leadership approach, and transactional leadership approach. Included are the characteristics of these leaders, the skills, and the implication of these approaches.

Transformational theory

The transformational leadership approach was founded in 1973 by James Downton and later expanded by James Burns in 1978.

Later, the concept was expanded further by Bernard Bass to accommodate ways to measure a transformational leader's success (Burkus, 2010). The transformational leadership model encourages leaders to demonstrate strong leadership with the knowledge that employees/followers will be motivated to follow suit.

Transformational leadership is an approach whereby leaders inspire, motivate and encourage employees to innovate and create change in an organization. The transformational leadership model is effective in an organization with excellent culture and behavior.

Transformational leaders inspire their employees without micromanaging (White, 2018). Transformational leaders engage their employees in the decision-making process and trust them to take authority over the decision in their assigned roles. Transformational leadership is a style that enables employees to be creative, look to the future, and find new solutions to old challenges.

Transformational leadership skills include:

· Encourages positive development of employees/followers

· It fosters an ethnic work environment with a clear understanding, values, and standards.

· It establishes company culture by encouraging followers to move to a mindset working for the common good.

· The theory holds an emphasis on authenticity, cooperation, and open-communication

· The theory allows employees to make decisions while at the same time coaches and mentors employees on the decision-making process of their tasks

Leadership in the transformational approach is proactive.

The transformational leader works to change organizational culture by introducing new ideas (Burkus, 2010).

Transformational leaders inspire employees to achieve company goals and objectives by appealing to top high moral standards.

Transformational leaders encourage their followers to transcend their interests for those of the group (White, 2018).

Transactional theory

The transactional leadership approach was first discussed by Weber in 1947 (Khan, 2017). Transactional leadership focuses on organizing, planning, controlling, and motivating the essential leadership and management process.

Transactional leadership encompasses directing and motivating employees mainly by appealing to their self-interest.

The authority of a transactional leader comes from responsibility and formal authority in a company. The goal of an employee is to obey the instruction of the leader—the leader moves through a system of reward and punishment.

The transactional leadership approach is the exact opposite of the transformational leadership approach.

The assumptions of the transactional leadership approach include:

· Employees are inspired by reward and punishment

· Employees have to obey the orders of the employer

· Employees are not self-motivated. They have to be closely monitored and to get the work done.

The transactional leadership approach implies that it is associated with short-term goals and is also characterized by rules and procedures.

The transactional leadership approach is responsive.

The approach makes followers achieve organizational goals through rewards and punishments.

The approach motivates employees by appealing to their self-interest.

Situational theory

The situational leadership approach means adapting leadership styles to every unique situation to meet the needs of an organization (Thompson & Glasø, 2018).

The situational leadership approach was developed in 1969 by Paul Hersey and Ken Blanchard (Wolf, 2021).

The founders of this approach believed that there is no size fit all leadership style (Thompson & Glasø, 2018). The transactional model allows the leaders to diagnose the development model of an employee; after that, they can determine and adopt an approach that is suitable for the situation.

The four situational styles of a manager include telling, participating, and delegating.

Characteristics of situational leadership include:

· Flexibility: flexibility allows a situational leader to pay attention to the changing needs of employees (Thompson & Glasø, 2018). It helps leaders adjust their leadership approach to bring the best out of their employees to ensure successful outcomes (Megheirkouni, Amaugo & Jallo, 2018).

· Active listening enables leaders to understand what is happening in an organization and develop strategies to meet employee needs.

· Clear direction: Situational leaders provide direction to their employees.

· Ability to encourage participation

· Coaching skills

References

Burkus, D., (2010). Transformational Leadership Theory. Retrieved from https://davidburkus.com/2010/03/transformational-leadership-theory/

Khan, N. (2017). Adaptive or transactional leadership in current higher education: A brief comparison. International Review of Research in Open and Distributed Learning18(3), 178-183.

Megheirkouni, M., Amaugo, A., & Jallo, S. (2018). Transformational and transactional leadership and skills approach: Insights on stadium management. International Journal of Public Leadership.

Thompson, G., & Glasø, L. (2018). Situational leadership theory: a test from a leader-follower congruence approach. Leadership & Organization Development Journal.

White, S., (2018). What is transformational leadership? A model for motivating innovation. Retrieved from https://www.cio.com/article/3257184/what-is-transformational-leadership-a-model-for-motivating-innovation.html

Wolf, J,. (2021). Situational leadership: Learn to develop it through examples. Retrieved from https://www.betterup.com/blog/situational-leadership-examples#:~:text=Situational%20leadership%20means%20adapting%20your,size%20fits%20all%E2%80%9D%20leadership%20style.

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