LEADERSHIP IN ORGANIZATIONS



SECTION I1

Organization Overview1

Assessment of awarid Leadership3

Hierarchy of the Organization4

Leadership Approach4

Organizational leadership theory5

Directive Leadership5

Different Contexts11

Association between directive and transactional leadership11

Association between directive leadership and change resistance11

Benchmarking Against Best Practice12

Recommendations14

Conclusion15

SECTION II16

My Suitability To Lead The Change16

Experience17

Sound Academic Background18

Evidence19

Reflection of My Leadership19

Development Plan20

Strengths20

Weaknesses21

Areas for Improvement22

Goals for Improvement22

Timeline for Development23

My leadership Approach24

REFERENCE26

APPENDICES28

Appendix A: Questionnaire for Evaluation of Organizational Leadership28

Appendix B: Please rate the following dimensions of my leadership skills28

Leadership in Organizations

SECTION I

This assignment discusses the organizational leadership style of Mawarid Mining, one of the subsidiaries of MB Holding, a private mining company in Oman. Paper will begin with an overview of Mawarid, including the leadership approach used by the management of the company. The subsequent section will include an exploration of the leadership theory related to the style that Mawarid executives use. A comparison of the leadership of Mawarid with best practices relating to the leadership theory will follow. The paper will also recommend measures for effective implementation of the identified leadership style. The assignment will conclude with a summary of key points and limitations of the study.

Organization Overview

As figure 1 below shows, Mawarid Mining is one of the subsidiaries of MB Holding Company. It was formed in 1997. Initially, Mawarid operated under the title National Mining Company prior to changing its name in 2010. It was the first mining firm in Oman's private sector to venture into the exploration and extraction of gold and copper. Currently, the copper business of Mawarid runs many open pit mines at the Copper Concentrate plant in Al Batinah. “The Oman Copper business has copper reserves of around 4.3 million tons at 2.2% Cu and resources of 21.6Mt at 1.8% Cu.” (www.mawaridmining.com). The mission of Mawarid is to expand its business globally, in a profitable and responsible manner as it explores, develops and manages projects involving mineral resources. The vision of Mawarid is to rank as the largest mining company under private ownership in the Middle East. Mawarid strives to uphold the corporate values of its parent company, MB Holding.

They include implementing current best practices in a cost effective and responsible manner, providing reliable and quality services at competitive prices and promoting excellence in environmental protection, occupational health and safety issues. Other organizational values are “Continuous performance improvement, to sustain growth and corporate success, respect values and expectations of all stakeholders and provide opportunities for the growth and self-development of employees.” (www.mbholdingco.com). The strength of Mawarid lies in its powerful, inner technical expertise and capacity, which it uses to explore, drill, mine and process minerals. According to the MB Holding Company (2012), “Mawarid Mining has its own drill and blast capability, which enables faster operations and significant cost savings over contract services.” (www.mbholdingco.com). The company has also positioned itself strategically to exploit new opportunities and projects. Mawarid aims at using its resource base to broaden its portfolio of mining projects internationally.

Figure 1: Corporate Structure of MB Holding Company. Source: http://www.mbholdingco.com/aboutus_corporate_structure.shtml

Assessment of Mawarid Leadership

It is helpful for any organization to delineate responsibility and authority ...