LEADERSHIP IN A CHANGING ENVIRONMENT

Leadership in a Changing Environment

Leadership in a Changing Environment

Introduction

I have selected 'Case Study - Early Leadership Theory' from Tutorial Week 4. This case study is based on Leadership Practice in Tents-r-Us. The case study focuses on the impact of changing environment on leadership styles and practices. It shows that due to the accelerating pace of globalization, the business world is characterized by an increasing diversity of teams and the weakening of the bonds of loyalty, linking organizations and employees. That is sharpened international competition and the growing diversity of markets. Companies will have to become more flexible and to work together to manage both global and local diversity. Their leaders like Peter Ridge will also have to be flexible, as well as increased mobility and sensitivity to cultural difference. Moreover, it proves necessary to have a high conceptual skills and strategic thinking to be able to deal with risk management, and the risks and uncertainties associated with globalization (Lussier, 2010).

Moreover, the case study also reflects that today, companies greatly depend upon competent leadership to direct them through unparalleled modifications. Nevertheless, there exist abundant data that support the fact that a number of excellent and most esteemed firms are not able to acclimatize to change, employ their strategic arrangements fruitfully or practice for a more indecisive future. Organization efficiency is mostly depending on effective leadership (Bessant et.al, 2007).

Implications of Leadership Practices In Tents-R-Us

The case study reflects that leader deal with conflict and creates a harmonious environment within the organization. The values of the followers and the values of the organization are integrated with the leadership efforts of the ethical leader. The most important talent in organizations is that of leadership. Leaders create force fields/magnets that attract, motivate, develop and mobilize talent in results-oriented management to the detriment of the status quo. The level of demand is rising due to the increasing diversity and complexity of the following factors: expectations of the members of the organization, shareholder expectations, social values, organizational culture, intercultural sensitivity, etc. (Furman, 2012, 191-229). Leading the new organizational context requires a new kind of leadership talent oriented third release, i.e. perception of the leader as a counselor, a facilitator, an energizer. In this context, new approaches to leadership are: Unlocking the talent of others (target); promoting trust in organizations (a new "oxygen" organization) operating in interdependent network internally and externally; facilitating access to resources development and execution (responsible autonomy) for change; encourage continued adherence and retention of talent in the organization; positively Energize purpose of high performance and outcomes (thoughts and emotions); promote a culture of results-oriented learning (Ylimaki & Jacobson, 2013, pp. 6-13); adopt ethical principles and values ??that guide the talent in the absence of control procedures that legitimize the leadership.

In the case of Peter Ridge, the working pressure is good because it is an ally to good management as it gives us more insight. The business leadership requires better under pressure and team performance is better than is what the company ...