Level 5 style of leadership is a hierarchy of management style that leaders adopts for leading an organization from being good to great. The organization under study has a diversified portfolio and is a well established corporation however most of the success has been credited upon executive A who is said to have landed the organization on the heights of high aimed goals. Looking at the success of the organization and the attitude of executive A he seems to be following the level 5 style of leader ship.
Executive A proves to be a self disciplined person who has seem to have fulfilled his responsibly will utmost focus and by setting high standards. As mentioned in the case, not only did the company overcome the losses that were being incurred annually they were also able to boost up the market share. Crediting major part of the success to executive A it seems that he set the furthest-most but realistic approach to practice for making the company perform its best, with profitability as well as sustained cash flows. For the company to become good to great there is a passion evident that has been channeled to the company.
As stated he has shied from media so he hasn’t boasted his personality rather shares his credits. He is quick to take responsibility for poor result and not one of those who blame external factors or luck or others, major characteristic of level 5 leaders. Long term results have been achieved here. The company has been set on track from good to great with the assertiveness and modesty as in the character of Executive A. This justifies his level 5 style of leadership.
Leader B influences his employees by making a bargain with them. Employees are made to work for rewards that they will enjoy upon targets achieved. Leader B gives contingent rewards. Active management is practiced where employees are being given clear instructions toward the direction of the goals aimed for.
It has also been mentioned that task are fully delegated to the subordinates, hence passive management being practices. Employees are given deadlines and clear cut instructions down the chain of command and then upon achieving them ‘transactions’ in terms of rewards are made. Punishments are also put into regular practice upon failure of performing task, this is done to make employees come up to the set standards. The style of leadership practices by Leader B is transactional.
Leader C has the belief of inspiring employees. He aims to mould his personality so that he can make employees want to achieve high. Here Leader C aim to be a mentor and coach so developing a challenging vision to keep employees attracted to it is a strategic approach being practiced (Krishnan, 2001).
Confidence of the leader, decisiveness and a positive approach is the key factors that reflect in the case above. Motivation is being put to practice, by stating that C tries to remember birthdays and other special events it shows that for him individual attention to employees is of value. These characteristics prove that Leader C puts to practice style C of leadership.
B) While executive A followed the level 5 style of leadership having leader B take place would mean the organization would have the transactional style being practiced. Rewards and punishments would be used as the motivational tool. In the organization employees would have fixed salaries and wages for performing their regular duties however employees would now have the advantage of making applied efforts to be able to earn the rewards. Orders would have to be taken more seriously and deadlines would have to be met in order to avoid punishments.
As compared to executive A’s style of leadership where he take up the responsibility of poor performance leader B would have a different approach. Work would be completely delegated which mean employees would have complete liberty to perform task as they without being closely watched however if the task is not up to the standards or not finished on time the responsibility would lie completely on the employee and will be punished accordingly because the leader will have all the rights to do so.
The organization would now be more other the ‘telling style’ of leadership. Efforts would be linked with rewards. Motivation for employees to achieve goals would be the rewards promised and standards will be maintained and improved due to punishments being awarded as well.
C) Having Leader C in place of executive A would bring about a further betterment in the organization reason being the charisma of leader C he would be act as an inspiration to the followers. Individual consideration would be given importance. Intellectual stimulation would be the practice. New vision and new possibilities will be looked into.
Here authority and power would be used to make the employees inspired and motivated to trust the leader. Leader C would be working to arouse emotions in employees to motivate them to act beyond the structure of steering the company towards further growth. Like executive A shared his credits with the employees and his team, Leader C would also have the focus to internally motivate employees and to give them respect to help in their development and to share power with them for excellent results for the organization. With leader C being a proactive leader would venture towards new opportunities with sense of vision and energy to lead the organization ahead.
Krishnan, V. R. (2001). Value systems of transformational leaders. Leadership &
Organizational Development Journal, 3, 126-132.