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Develop an internally consistent and plausible scenario of likely future requirements of leadership of Horizon. Recommend suitable leadership model for Horizon for its future expansion. For Horizons future expansion, I will firstly do BSC (Balanced Score Card) performance evaluation system” by Harvard Business School Professor Rober S. Kaplan and the rejuvenation of the Global Strategy Group’s founder and president, David P. Norton Balanced Scorecard showed the great vitality since it appeared.

It can effectively help enterprises give solution on two major problems: performance evaluation and the implementation of the strategy. In In 1000 companies in the world which’ Fortune magazine published, 70% of which used the Balanced Scorecard System; “Harvard Business Review” sees it as the most influential strategic management tool in 75 years. Balanced Scorecard is a new ideas in performance management and apply to the department’s evaluation team.

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Its core idea is implementation of organizational strategy tool, which through finance, customer, internal processes and learning and development indicators in four are to show a relationship between the organization strategic track to achieve performance appraisal performance improvement, as well as the implementation of the strategy- the strategic objective process of the strategy amended, and raise the status of performance appraisal organization to the strategic level. Balanced Scorecard is not only an indicator of appraisal system, but also a strategic management system.

The use of the Balanced Scorecard breaks the traditional single-use financial indicators methods which measure performance. It adds the future drivers in the financial indicators, which is customer factors, internal business processes and employee learning and growth . (Zhang and Li ,2009 ) From previous experience , we can see that those company already triumphed at present moment. Much (Bass et al. ,2006) of the cultural character here is transformational. Delta Electronics is given as an illustration of such an organization.

Hewlett Packard and Microsoft particularly in their early years, might influence strategy. In particular they discuss the process of how charismatic leaders both build enthusiasm and inspire commitment toward a strategic goal, and they emphasize how environmental uncertainty may enhance this process. as anxious followers look to the charismatic leader for direction (Bass et al. ,2006;cited by Waldman, Ramirez, House, ; Puranam,2001) In a study of mid-level mangers in a telecommunications firm, (Bass et al.

,2006;cited by Berson and Avolio ,2004) found that transformational leaders were more focused on company expansion into new markets. Moreover transformational leaders were better able to get followers committed to organizational goals, presumably due to their better abilities to communicate with followers. Transformational Leadership Theoris for Horizon’s Future Development : Transformational (Bass et al. ,2006) leadership has direct application to group and organizational development and to management of an increasingly diverse workforce.

Following both process to their logical extreme, a transformational leadership training and development program should be evaluated as successful if the organization has been transformed to a level where it challenges followers to develop themselves as well as others around them. The program should be evaluated as successful if leaders develop themselves so that they can inspire their followers, intellectually stimulate them to solve problem in unique and creative ways and exercise individualized consideration.

If such transformations have occurred both individually and t the group and organizational levels , the stage is set for furthering the organization and its members achievement of their full potential. Key Components: The key (Hellriegel et al. ,2007) interrelated components of transformational leadership include inspirational motivation, intellectual stimulation, and idealized influence and individualize consideration. Provides Inspirational motivation(Hellriegel et al. ,2007):

Transformational leaders guide followers by providing them with a sense of meaning and challenge. Transformational leaders inspire others by what they say and do. Creates intellectual Stimulation(Hellriegel et al. ,2007): Transformational leaders encourage followers to ‘think out of the box’ by being innovative and creative. They urge followers to question assumptions, explore new ideas and methods and approach old situations with new perspectives. Fosters Idealized influence (Hellriegel et al.

,2007): Transformational leaders demonstrate the behaviorus that followers strive to mirror. Followers typically admire, respect and trust such leaders. They identify with these leaders as people as well as with the vision and values the they are advocating Shows individualized consideration (Hellriegel et al. ,2007): Transformational leaders proved special attention to each followers needs for achievement and growth. They may act as coaches, mentors, teachers, facilitators, confidants and counselors.

Followers and colleagues are encouraged to develop to successively higher levels of their potential Transformational Model: An approach to transformational leadership is the topic at hand. This leadership approach, in particular, was designed to be integrated and holistic, serving as a powerful framework to anchor Don Lee’s ideas and experimental leadership. Without this kind of comprehensive framework, leaders are at risk of continually adopting the lattes leadership style.

New approaches can be insightful, holding a comprehensive, integrated view of leadership gives Don Lee a Christmas tree, so to speak on which to hang the lattes ornament. Through Don Lee leadership readings and experiences in working with organizations to produce transformation, at the heart of transformational leadership is a consciousness within the self and the ability to raise consciousness in others. The required skills are both managerial and leadership, not one over the other, and knowing when to call upon a specific skill in a give situation. Figure 4.

1 reprints the world of transformational leadership… the transformational leadership, three perspectives : the Don Lee an individual, interpersonal relationships and the Horizons organization as a whole. Consider each perspective a prospect for transformation. The Don Lee is at the core of the change, and the change may have to be initiated at the core of the leader. Inside, the Don Lee may require transformative change to exert the essential leadership in a rapidly altering environment. Personal transformation is then a subject to be investigated.

Likewise, relationships form entities in and of themselves, and a step -function improvement in relationship results can provide the tranformative energy needed to shift the result of the entire organization. Finally the Horzon organization composed of its sytems, including relational systems, offers a target for transformation. So to adequately address organizational transformation, the perspectives of individual leaders, relationships, and the Horzon’s organization as a whole must be considered when contemplating transformation. ( Hacker and Roberst,2004)

Reference :

Armstrong,M. (2004)Strategic Human Resource Management: a guide to action. 2nd Edition. UK:Kogan page Limited. Bygrave,W. D & Zacharakis,A. (2010) The Portable MBA in Entrepreneurship. 4th Edition. New Jersey: John Wiley & Sons. Inc. Bass,B. M. & Riggio,R. E. (2006) Transformational leadership. 2nd edition USA:Lawrence Erlbaum Associates Inc. Bolden, R. , Gosling, J. , Marturano, A. And Dennison, P. (2003) A Review Of Leadership Theory And Competency Frameworks. University Of Exeter. Available from: http://www. leadership-studies. com/documents/mgmt_standards. pdf [accessed on 24. 05. 10]

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