The Importance of Visionary Leadership and Implications for Performance and Satisfaction
The Importance of Visionary Leadership and Implications for Performance and Satisfaction
Introduction Newark Electronics, based in Chicago, IL, is the largest distributor of electronic components in North America. It is one of many subsidiaries of Premier Farnell Group (PFG), based in London, England. I work in the Purchasing Department as a electronic parts Buyer / Planner for Newark. Newark is the most policed subsidiary, and is constantly scrutinized on its organizational performance, and lately its management effectiveness. Having a new President every 2 years has become the norm. Employee morale at Newark has become so low that the PFG group decided to find out the reasoning behind it. An employee survey was administered by a professional services company. Poor visionary leadership and integrity / respect were two areas that the company scored lowest There have been several costly events held to highlight the importance of visionary leadership. Not only has this created a business expense, but employee productivity has been sacrificed by attending numerous events, and watching PFG videos created in-house that emphasize the seriousness of resolving the two issues. Becoming a High Performing Organization is the company’s ultimate goal. The following are the results of the company’s OCI profile. Newark has an aggressive / defensive culture, with the Primary style being Perfectionistic. The secondary style is Competitive, and the weakest style is Humanistic-Encouraging 2. This paper will focus on my team which consists of 4 Buyers, 1 Specialist, and 1 team leader. (In order to be considered a leader, one must hold a Supervisor level position or higher). Problem Statement As a result of a re-organization in the Purchasing Dept., a new role of Lead Buyer has been created. Due to the ratio of Purchasing Managers to Buyer (2:25), lead buyers act as Supervisors and Managers. Since the re-organization, my team’s
Introduction Newark Electronics, based in Chicago, IL, is the largest distributor of electronic components in North America. It is one of many subsidiaries of Premier Farnell Group (PFG), based in London, England. I work in the Purchasing Department as a electronic parts Buyer / Planner for Newark. Newark is the most policed subsidiary, and is constantly scrutinized on its organizational performance, and lately its management effectiveness. Having a new President every 2 years has become the norm. Employee morale at Newark has become so low that the PFG group decided to find out the reasoning behind it. An employee survey was administered by a professional services company. Poor visionary leadership and integrity / respect were two areas that the company scored lowest There have been several costly events held to highlight the importance of visionary leadership. Not only has this created a business expense, but employee productivity has been sacrificed by attending numerous events, and watching PFG videos created in-house that emphasize the seriousness of resolving the two issues. Becoming a High Performing Organization is the company’s ultimate goal. The following are the results of the company’s OCI profile. Newark has an aggressive / defensive culture, with the Primary style being Perfectionistic. The secondary style is Competitive, and the weakest style is Humanistic-Encouraging 2. This paper will focus on my team which consists of 4 Buyers, 1 Specialist, and 1 team leader. (In order to be considered a leader, one must hold a Supervisor level position or higher). Problem Statement As a result of a re-organization in the Purchasing Dept., a new role of Lead Buyer has been created. Due to the ratio of Purchasing Managers to Buyer (2:25), lead buyers act as Supervisors and Managers. Since the re-organization, my team’s
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