Absolutely No Plagiarism: 100 Unique Read And Complete The C

Absolutely No Plagiarism 100 Uniqueread And Complete The Cas

Read and complete the case study titled, “BREITT, STARR & DIAMOND LLC.” on page 369 at the end of Chapter 12. (Attached PDF). Read the entire case study and answer the questions below. Assume that hiring a general manager of operations was a good idea. What leadership style would be most effective in this position and why? What leader behaviors did Brad Howser exhibit? How well did they fit the needs of the ad agency? Consider your own leadership style. What are some of your tendencies, and how might you change your perspective?

Paper For Above instruction

The case of Breitt, Starr & Diamond LLC presents a compelling scenario for analyzing effective leadership within an organizational context, especially following the appointment of a general manager of operations. This situation invites a detailed exploration of leadership styles, leader behaviors, and self-reflection on personal leadership tendencies. Drawing from established leadership theories, we can assess which style would maximize organizational effectiveness and personal growth.

Effective Leadership Style for the General Manager of Operations

In the context of Breitt, Starr & Diamond LLC, a creative agency, the most effective leadership style for the general manager would likely be transformational leadership. This style emphasizes inspiring and motivating employees towards a shared vision, fostering innovation, and encouraging professional development (Bass & Avolio, 1994). The dynamic nature of an advertising agency demands leaders who can energize teams, adapt swiftly to changing client needs, and cultivate a culture of creativity and collaboration.

Transformational leadership would help the manager to build trust, promote a positive work environment, and align team members with organizational goals. Given the potential for resistance to change in any organization, leaders adopting a transformational approach can influence employees’ attitudes and behaviors positively, thus facilitating smoother transitions and sustained performance improvement (Avolio & Bass, 2004).

Leader Behaviors Demonstrated by Brad Howser

Analyzing Brad Howser’s behaviors in the case, he exhibited several traits consistent with a transformational leader. According to Burns (1978), transformational leaders demonstrate behaviors such as individual consideration, intellectual stimulation, inspiration, and charisma. Howser demonstrated strong communication skills that motivated his team and set a compelling vision for the agency’s future. His ability to inspire confidence and encourage creative risk-taking positioned him as a leader capable of fostering innovation within the agency.

However, Howser also displayed some authoritarian tendencies, particularly in his decision-making process, which occasionally stifled open dialogue. While decisiveness is vital in leadership, overly directive behaviors can undermine team cohesion if not balanced with participative approaches. Nonetheless, his behaviors largely aligned with the needs of a fast-paced, creative environment that values vision and motivational leadership.

Fit of Leadership Behaviors with the Agency’s Needs

The behaviors Howser demonstrated suited the agency's needs for dynamic leadership that could invigorate a stagnant environment and promote growth. His capacity to inspire and stimulate innovation was crucial for the agency’s competitive edge in the advertising industry. Moreover, his example of confidence and clarity provided stability and direction necessary during periods of change.

However, to optimize performance, integrating participative behaviors that solicit input could have further enhanced team engagement and ownership. Given the creative sector's reliance on collaboration, fostering a culture of shared leadership and openness would have strengthened team unity.

Personal Leadership Tendencies and Perspective Adjustment

Reflecting on personal leadership styles, one tends to lean toward transformational approaches, emphasizing vision-setting, motivation, and individual development. Recognizing the importance of adaptability, I acknowledge that incorporating more participative behaviors—such as active listening and collaborative decision-making—could enhance effectiveness, especially in diverse teams.

To evolve as a leader, I would focus on developing emotional intelligence further, understanding team members’ needs and motivations better, and fostering an inclusive environment that encourages innovation. Appreciating the balance between directive and participative behaviors is crucial; thus, adjusting my perspective toward situational leadership can enable me to adapt my approach based on team dynamics and organizational demands.

Conclusion

In conclusion, a transformational leadership style would be most effective for the general manager of operations within Breitt, Starr & Diamond LLC, given the agency’s creative environment and need for innovation. Brad Howser’s behaviors reflected key aspects of transformational leadership, such as inspiration and vision, aligning well with the organization’s needs, though incorporating more participative elements could have yielded further engagement. Reflecting on personal leadership tendencies highlights the value of flexibility and emotional intelligence for continuous growth as an effective leader.

References

  • Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
  • Avolio, B. J., & Bass, B. M. (2004). Multifactor leadership questionnaire manual. Mind Garden.
  • Burns, J. M. (1978). Leadership. Harper & Row.
  • Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
  • Yukl, G. (2013). Leadership in organizations. Pearson.
  • Antonakis, J., & House, R. J. (2014). The full-range leadership theory: The way forward. In D. V. Day (Ed.), The Oxford handbook of leadership and organizations (pp. 189-212). Oxford University Press.
  • Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22(2), 259-298.
  • Bass, B., & Riggio, R. E. (2006). Transformational leadership. Psychology Press.
  • Schaller, M. A., & Graham, J. W. (2011). The influence of leadership styles on organizational effectiveness: A case study. Journal of Leadership Studies, 5(3), 25-35.

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