Sir Richard Branson, Chairman, Virgin Group, Ltd. Case Study Kendra Dailey
BUS 520: Leadership & Organizational
March 3, 2013
Different types of leadership styles exist in work environments. Advantages and disadvantages exist within each leadership style. The culture and goals of an organization determine which leadership style fits the firm best. Some companies offer several leadership styles within the organization, dependent upon the necessary tasks to complete and departmental needs.
Sir Richard Branson, chairman and founder of Virgin Group, Ltd., developed a multibillion dollar brand that has been recognized globally. Branson’s London based Virgin Group is a positive result of the hard work and dedication it takes to become an effective leader. Incorporating different roles and/or leadership styles can benefit most entrepreneurs. Once leadership style is selected; it should then be put into action. Once the style is acted upon, it is then up to the leader to decide if the style will suit their vision best or will other leadership styles or a combination of several leadership styles prepare them to be a better or more effective leader.
According to the book Organizational Behavior, there are several types of leadership such as transactional, transformational, and authentic. In the transactional leadership style, leaders of organizations receive certain tasks to perform and provide rewards or punishments to team members based on performance results. Managers and team members set predetermined goals together, and employees agree to follow the direction and leadership of the manager to accomplish those goals. The manager possesses power to review results and train or correct employees when team members fail to meet goals. Employees receive rewards, such as bonuses, when they accomplish goals.
The transformational leadership style depends on high levels of communication from management to meet goals. Leaders motivate employees and enhance productivity and efficiency through communication and high visibility. This style of leadership requires the involvement of management to meet goals. Leaders focus on the big picture within an organization and delegate smaller tasks to the team to accomplish goals. The authentic leadership describes leaders who are creditable and well respected by their followers. They respect and encourage diversity amongst members of their organization. They also have the ability “to identify the underlying talents of subordinates and to help build them into workable strengths and competencies” (Hellriegel & Slocum).
Based on the information given in the case study, Branson serves as an authentic leader within his global organization. Branson puts his employees first and customers second. When employees know that they are valued in any organization and the manager or leader actually cares about them, it creates a bond amongst the manager and his or her employees. Employees will respect their manager and will develop a sense of trust. Authentic leaders are more likely to be trusted by their team members. Another way trust is built is through communication, and authentic leaders value sharing critical information and value two way communication, giving others to broadcast their perceptions and feeling as well. Branson is very committed to being open with communication, allowing his employees to disclose information, offer suggestions, or ask for help whenever they feel the need to. His is a active listeners and takes time out of his busy schedule every morning to read email messages from his team, ensuring that his employees are heard.
“The Vroom-Jago Leadership Model prescribes a leader’s choice(s) among five leadership styles based on seven situational factors, recognizing the time requirements and cost associated with each style” (Hellriegel & Slocum). The five styles that make up the model are the decide style, consult individually style, consult team...
References: Anthony, L. 2012. Situational Leadership. Houston Chronicle. Houston, Texas. Hearst Communications. http://www.smallbusiness.chron.com
Hellriegel D., & Slocum, J. 2011. Organizational Behavior. 13th edition. Mason, Ohio. Cengage Learning.
Randall, M. 2012. How to develop a global team. http://www.fastcompany.com
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