Organizations need to strive to change and find new ways and venues to keep a competitive edge. The change that organizations need to go through is in itself difficult. All types of supply for customer demand, organizations, firms, companies
etc. are titles given to groups of individuals who work together to serve a purpose. These individuals are a mixture of cultures, ethics, morals, needs, emotions, and hopes along with numerous characteristics that define what humans are. They fear change because, usually, it means that familiar working practice, routines, and individual comfort environment will not be the same (Hopper 2000). For change to take place, people must be driven to change by motivating them in more than one way and thus leaders need to exist (Tichy 1997).
It is true that one person alone cannot change a moderate-sized organization, nevertheless the world. It takes the concentrated ideas, enthusiasm, and energy of many people. However, without a leader, the movement does not get started in the first place, or dies quickly due to lack of direction or momentum. Without leaders, good results are unsustainable and a matter of random chance (Tichy 1997).
[...] And both CASH and HAWK have involved all levels of employment in their vision and have managed to direct all efforts to a common goal of achieving excellence Conclusion Successful leaders cannot depend on one style of leadership, their style must depend entirely on the situation at hand and what needs to be achieved. Also, leaders need to develop people around them in order to cultivate an environment where elements of success are always available. In summery, leadership styles will result in creating an element that the leader is aiming for to achieve the vision. [...]
[...] CASH would call a meeting to identify possible sources of the problem. He would roll up his sleeves and walk in departments inspecting lines, pipes, tanks, valves, and pumps in an attempt to work with and help assigned teems identify the source of the problem. Even though, CASH would point out issues with how operators do things directly and on the spot with or without the presence of middle management, he would use humorous sarcasm yet assertive enforcement to correct issues. [...]
[...] However, one of them stimulated and invigorated management levels to take charge and perform while the other had to establish trust and build teams before empowering his subordinates Leadership style on an Operational level Keeping the vision of operating at higher efficiency close at mind, CASH invested more time to cultivate teams and create a personal network of people across different functions of the organization and at differing hierarchical levels. CASH intentionally created a sense of belonging and managed to emotionally align all levels of operation to the organization by utilizing communication and empowerment skills to liberate potentials trough appreciation of initiatives. [...]
[...] The main elements of the different perspectives of leadership depend really on developing a number of skills that make or break a leader. Polished skills will become habits of performance and therefore combining theses with a person's right attitude for the situation and his accumulated knowledge will result in forming an increasing ability to match challenges and realize unlimited possibilities as described by Covey in his book (2004). To identify skills, researchers have developed skill levels or attributes that contributes to leadership; A leader must develop “Self Skills” which determine how he or she conducts him or herself in different situations. [...]
[...] CASH provided Supporting, Coaching, and Delegating styles of leadership described by Blanchard (1985) in one single meeting. Involved managers took personal interest in attaining the modifications on the lines and had personal interest in succeeding. Cash often accepts failure and uses it as a platform to develop, even though he uses strong language and in many cases erupts in flash outs when mistakes are repeated, subordinates know that he is impartial and unbiased. In similar situations, HAWK had a different approach. [...]
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