Frank is a business assessment manager at a small firm that offers business improvement solutions to local, state, and federal governments. His establishment operates on a defined structure, which has four project managers that solicit for new businesses.
However, the company is at risk of losing financial resources due to the expiry of contracts with clients. The occurrence gets Frank worried, which forces him to request the project managers to discuss how they will increase sales and maintain direct reporting. He settled on this strategy because the company needs more than $1 million to survive in the market, but none of the managers is keen to get new contracts for the business (DuBrin, 2016).
As a result, Frank engages in a discussion focusing on key result areas regarding the improvement of the company. The discussion’s findings show that tightened government spending is the leading cause of their predicament. Lastly, the team recommended that Frank should allow them to transact with the private sectors.
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Frank is a collaborative and participative leader as he invites his project managers to discuss how they will increase sales. He is an informative leader as he provides information about his project managers’ direct reports (DuBrin, 2016).
Additionally, he is determined to hear from members about new contracts. Frank challenges his team to find appealing deals for approval within six months. He encourages his followers to identify potential new clients that will contract the firm within six months.
Furthermore, he promotes collaboration among members by engaging them in critical thinking and come up with concrete solutions. As an outcome, they will be able to identify many projects and select the appropriate one to pursue.
Conversely, Frank should approach project managers to develop new business by encouraging members to conduct online searches about expected establishments and contact them with operation proposals.
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Frank has adapted to the business’ current situation and the slow approach of operations. He has the responsibility to nurture changes in the firm. Franks takes the initiative to hold his followers together, which increases productivity. Additionally, he takes risks, executes plans, and guides employees to achieve the firm’s objectives.
Frank tests his team’s ability to execute plans by asking critical questions that require detailed analysis. He emphasizes the importance of collaborating by sharing information through research. Therefore, Franks operates on the policy of acting smart and expects the employees to follow his lead. He works as a servant leader, promotes positive values and principles, and encourages collective participation. Lastly, he is open to the member’s opinions, which enhances teamwork.
Personality traits of people determine the leadership style they assume. For instance, participative leaders engage all members in the decision-making process. They enjoy working collectively, which encourages creativity and problem-solving strategies (Nanjundeswaraswamy & Swamy, 2014). Similarly, consultative leaders encourage all member participation in the decision-making process.
They listen to all member’s contributions and support by implementing the suggestions made. This comprehension means democratic leaders consider their team’s deliberations. They gather members’ opinions and vote before making determinations in the organization (Nanjundeswaraswamy & Swamy, 2014). Participative leaders are open to suggestions as these contributions influence the operations of the business.
Such approaches enable leaders to determine how to train staff, negotiate demands, and enhance collaboration. Therefore, Frank displays all the above-illustrated styles except autocratic leadership. An autocratic leadership strategy is authoritative, whereby leaders decide the operations without consulting anyone. Leadership under this bracket focuses on getting things done without considering any contribution from members. Thus, leaders assert authority by directing the team on what is to do.
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DuBrin, A. J. (2016). Leadership Behaviors, Attitudes, and Styles. In Leadership: Research Findings, Practice, and Skills (pp. 106-140). Boston, MA: Cengage Learning.
Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances In Management, 7(2), 57-62. Retrieved from https://www.mnsu.edu/activities/leadership/leadership_styles.pdf
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