Colleagues describe Executive A as driven, ambitious, and absolutely focused on the success of the company. The scenario describes the company as losing greater than two million dollars annually, and its stock price had sank to $23 a share. During his reign, the stock price has increased 128%, and the company reported profits the second fiscal quarter after he had taken over as CEO. Though the media has praised him as the reason for the company’s turnaround, he routinely credits other organizational leaders for the company’s successes and is involved in developing strong leadership throughout the company. Conversely, when mistakes are made or results are poor, he has the integrity to accept the responsibility. A Level 5 leader is described as, “an executive in whom genuine personal humility blends with intense professional will.” (Collins, 2005) Executive A exhibits these characteristics and is a Level 5 leader.
Executive B defines clear goals and breaks down the roles and tasks while steering subordinates in the direction of the stated goals. She believes in a clear chain of command, which implies that she has delegated the authority to make decisions to lower level organizational leaders. She also believes in accountability. She rewards employees for good behavior and punishes for bad behavior. Transactional leaders “guide or motivate their followers in the directions of established goals by clarifying role and task requirements.” (Judge and Robbins, 2012) Executive B displays these attributes and is a Transactional leader.
Executive C is described in the scenario as setting high expectations for employees, promoting a sense of pride in the company, and delights in his the rational plan to attack problem solving throughout the organization. He truly feels that through inspiration and passion, people can achieve considerable success. He prefers to be thought of as a mentor rather than a manager and tries to reinforce this by remembering details about his...
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