Sir Richard Branson, Chairman, Virgin Group, Ltd. Case Study
Sir Richard Branson, Chairman, Virgin Group, Ltd. Case Study
Strayer University
BUS 520 – Leadership and Organizational Behavior
Read the Sir Richard Branson, Chairman, Virgin Group, Ltd. case study located in Chapter 11 Describe Branson’s leadership style in terms of the leadership models addressed in Chapters 10 and 11.
Sir Richard Branson exercises an unconventional Leadership style. His style incorporates a variety of the components of the leadership models presented by Hellriegel and Slocum throughout Chapters 10 and 11 of the text.
Branson’s position as founder and chairman of Virgin Group gives him legitimate power described by Hellriegel, 2011 as “an individual’s ability to influence others’ behaviors because of the person’s formal position in the organization.” In his position as founder and chairman, Branson has exercised his legitimate power to ignore advice and suggestions of top management. In these instances, employees have to accept his decisions, sometimes to the detriment of the company as was the case when the company suffered several setbacks due to Sir Branson’s actions or lack thereof.
Branson attributes his success as a leader to several factors such as treating people humanely, maintaining company standards and frequent visits, chats and communications with employees and customers. Branson contends, “the entrepreneur will only succeed if he/she has good people around them and they listen to their advice” Hellriegel (2011) He goes on to express how much he depends on and trusts his colleagues for guidance in business decisions and provides an example that illustrates how his failure to follow the advice of his colleagues cost the company a considerable amount of money. In terms of Leadership Models, the consult individually and consult team styles most accurately describes Sir Branson’s leadership approach. The styles are components of the Vroom-Jago Leadership Model developed by Victor Vroom and Arthur Jago. Hellriegel
Strayer University
BUS 520 – Leadership and Organizational Behavior
Read the Sir Richard Branson, Chairman, Virgin Group, Ltd. case study located in Chapter 11 Describe Branson’s leadership style in terms of the leadership models addressed in Chapters 10 and 11.
Sir Richard Branson exercises an unconventional Leadership style. His style incorporates a variety of the components of the leadership models presented by Hellriegel and Slocum throughout Chapters 10 and 11 of the text.
Branson’s position as founder and chairman of Virgin Group gives him legitimate power described by Hellriegel, 2011 as “an individual’s ability to influence others’ behaviors because of the person’s formal position in the organization.” In his position as founder and chairman, Branson has exercised his legitimate power to ignore advice and suggestions of top management. In these instances, employees have to accept his decisions, sometimes to the detriment of the company as was the case when the company suffered several setbacks due to Sir Branson’s actions or lack thereof.
Branson attributes his success as a leader to several factors such as treating people humanely, maintaining company standards and frequent visits, chats and communications with employees and customers. Branson contends, “the entrepreneur will only succeed if he/she has good people around them and they listen to their advice” Hellriegel (2011) He goes on to express how much he depends on and trusts his colleagues for guidance in business decisions and provides an example that illustrates how his failure to follow the advice of his colleagues cost the company a considerable amount of money. In terms of Leadership Models, the consult individually and consult team styles most accurately describes Sir Branson’s leadership approach. The styles are components of the Vroom-Jago Leadership Model developed by Victor Vroom and Arthur Jago. Hellriegel
References: Brown, F., & Finstuen, K. (1993). The Use of Participation in Decision Making: A Consideration of the Vroom-Yetton and Vroom-Jago Normative Models. Journal of Behavioral Decision Making, 6(3), 207-219. Hellriegel, D., Slocum, J.W., Jr. (2011). Organizational Behavior. Mason, OH. Steers, R. M., Sanchez-Runde, C. J., & Nardon, L. L. (2012). Culture, cognition, and managerial leadership. Asia Pacific Business Review, 18(3), 425-439. doi:10.1080/13602381.2011.640537