From a transformational perspective, Mr. Bs leadership (or lack thereof) was extremely laissez-faire. As a leader, he was indirectly meeting the bare minimum of union goals. This is in powerful for any type of transformation within HTE. It appears as though his intentions were good initially, and according to the MLQ and chapter 9 in Northouse, he did virtually e in truth(prenominal)thing wrong; with the exception of a bridge of things. He did possess a strong entrust to cleanse the organizational structure within HTE, and he did stool an effective vision and did seemingly fork out a genuine desire to influence others to share his vision. Finally, he did bring out the rush line reflecting his ideals and vision. However, what he failed to do was to enforce his efforts fittingly and see them through. The drab part is that the employees wanted to support the mission statement but didnt know due to lack of structure and dominance. Transformational leadership is a process that changes and transforms individuals (Northouse, p.169). Mr. B. did anything but this. He didnt sleep together that to change the organization, you must(prenominal) begin with the people: protagonist them want to change, indeed help them to do so. The organizations needs were non met because the needs of the people were not met, nor valued: not even acknowledged.
This may not cast been the case if he had taken a more activate role in his subordinates as opposed to his hands dispatch approach. On p.198 of Northouse, the last sentence in paragraph treble tells us that the most important factors associ ated with transformational leadership are th! e very ones that Mr. B. is most deficit of: individualized consideration and inspirational motivation. We already know that he had little to no involvement with the familiarity outdoors of customer relations and the board of directors, If you want to turn a full essay, order it on our website:
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