Business: Leadership and General Manager

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1. Analyze the leadership style(s) of a senior executive (CEO, CFO, COO, Director, etc.) in your current or previous organization who made a positive or negative impact on you.

The general manager in my current organization, who has made a positive impact on me, demonstrates three different leadership styles in path-goal theory. The first leadership style that my GM demonstrates is directive leadership. Directive leadership involves letting employees know precisely what is expected of them, giving them specific guidelines for performing tasks, scheduling work, setting standards of performance, and making sure that people follow standard rules and regulations. My general manager is very strict and direct when it comes to rules and regulations. He always let’s all the employees what is expected of them and how their performance should be every shift (Williams, 2013). The next leadership style that my general manager demonstrates is supportive leadership. Supportive leadership involves being approachable and friendly to employees, showing concern for them and their welfare, treating them as equals, and creating a friendly climate. My GM is extremely supportive. Anyone can go to him to talk for any reason and he is always friendly to everyone. He is always checking on every employee to make sure they are ok and is always providing help when it is needed (Williams, 2013). The last leadership style my general manager demonstrates is achievement-oriented leadership. Achievement-oriented leadership means setting challenging goals, having high expectations of employees, and displaying confidence that employees will assume responsibility and put forth extraordinary effort. My general manager has high expectations for the employees at my current organization. He expects the best performance from everyone every shift. He has a lot of confidence that every employee will put forth their best effort all the time (Williams, 2013).

2. Analyze the organizational structure and culture of the company for which you work (or would like to work) to determine its approach to team development, and whether that approach helped to enhance your relationship skills in the workplace.

The organizational structure of my company works like most companies. There are the employees, who work as servers, host/hostess, cashiers, cooks, etc. Then there are the managers who work with all the employees in the restaurants, then they’re are district managers for all the restaurants in the district. And it goes so on and so on until you reach the CEO of the company (Rajaeepour, S., Azizollah, A., Mahmoud, Z., & Solmaz, S., 2012). In the company I work for, we tend to go through four stages of team development. First is the forming. Whenever a new employee is hired, they go through the routine of learning who everyone is and what they do. They are allowed time to get to know everyone so they know who they are working with. This stage allows for friendships to be made (VOGUS, T. J., & SUTCLIFFE, K. M., 2012). The next stage would be storming. Some of the employees do run into conflict with each other due to different personalities and work styles. Although this type of conflict occurs, the employees don’t fight for positions because we know what we were hired for and what we are supposed to do in the positions we are in (VOGUS, T. J., & SUTCLIFFE, K. M., 2012). During the norming stage, is when strong friendships are formed. Employees know what to expect from each other. In this stage, employees work together and provide help where help is needed. This can make working together easier. It can also make for a more efficient work force (VOGUS, T. J., & SUTCLIFFE, K. M., 2012). The last stage would be performing. The performance from the employees improves and we work together as a functional team. We become loyal to each other and stand up for each other. This can make work a success and fun (VOGUS, T. J., & SUTCLIFFE, K. M.,...
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