Apply Theories About Leadership, Structure, And Culture To R

Applytheories About Leadership Structure And Culture To Real World S

Apply theories about leadership, structure, and culture to real-world scenarios that have occurred in various organizations. You will be measured on how you narrate various leadership styles to foster innovation and lead change in a dynamic environment. Use the chart you created in Week 3 as a quick reference as you work. Review the following cases from Organizational Behavior : Ch. 12: Case Incident 1: Sharing is Performing Review questions: 12-13, 12-14, and 12-15. Ch. 15: Case Incident 2: Turbulence on United Airlines Review questions: 15-13, 15-14, and 15-15. Ch. 16: Case Incident 2: Active Cultures Review questions: 16-16, 16-17, and 16-18. In 780- to 1050-words, do the following: For each of the above cases: Describe, through a story, the leader’s use of the leadership style in response to the situation. Use various action verbs in your story. Explain what makes the selected leadership style effective for the particular situation. Compare and contrast the leadership styles leaders chose for each case. Explain why the leadership styles should differ for each case.

Paper For Above instruction

The analysis of leadership styles in organizational scenarios offers insight into how leaders adapt their approaches to foster innovation, manage change, and drive organizational success under various circumstances. This paper explores three distinct cases from organizational behavior literature, illustrating how different leadership styles are employed in response to unique challenges. The cases include sharing is performing, turbulence on United Airlines, and active cultures. By narrating stories that exemplify these styles, comparing their effectiveness, and examining the reasons for their differences, we gain a comprehensive understanding of leadership adaptability in real-world settings.

Case 1: Sharing is Performing

In the first case, a manager named Lisa faces a team struggling with collaboration and accountability. Recognizing the need to promote mutual ownership, Lisa adopts a transformational leadership style. She initiates a meeting, encouraging open dialogue, and actively listens to team members' insights and concerns. She articulates a compelling vision emphasizing shared success and collective responsibility. By motivating her team through enthusiasm and recognition, Lisa empowers members to contribute their best. Her actions include delegating responsibilities, fostering open communication, and recognizing individual achievements publicly.

Lisa’s leadership style proves effective because it aligns with the team’s need for motivation and cohesion. Transformational leadership stimulates intrinsic motivation, encouraging team members to internalize organizational goals. Her approach fosters a sense of belonging, boosts moral, and promotes a culture of shared accountability. This style is particularly suited to the scenario where collaboration needs to be revitalized and individual commitment amplified.

Case 2: Turbulence on United Airlines

The second case involves a crisis at United Airlines where the leadership faces severe turbulence due to operational failures and public relations crises. The CEO, Oscar, employs an authoritative or directive leadership style initially to establish control. He quickly communicates clear directives to restore safety measures and implement immediate operational reforms. His firm tone and decisive actions stabilize the organization temporarily. Subsequently, he shifts towards a participative style by engaging managers and frontline employees in devising long-term solutions, emphasizing transparency and collective problem-solving.

The effectiveness of Oscar’s leadership during turbulence stems from the need for rapid decision-making and clear communication in emergencies. An authoritative approach provides the structure and decisiveness essential to controlling chaos. As stability begins to restore, a participative style promotes buy-in, innovation, and shared responsibility. Diverging from the first case, this leadership approach responds to high-pressure, crisis-driven environments where swift action and stakeholder involvement are critical. The model underscores the importance of flexibility, transitioning from control to collaboration as the situation stabilizes.

Case 3: Active Cultures

The third case features a multinational corporation with a core culture promoting active engagement, innovation, and multi-directional communication. The leader, Maria, employs a participative and transformational style, encouraging employees at all levels to contribute ideas and challenge the status quo. She facilitates open forums, fosters a culture of trust, and recognizes innovative efforts. Her leadership emphasizes empowerment, shared vision, and continuous learning, aligning with the active cultural environment.

This approach proves effective because it sustains motivation in a fast-paced, innovative setting. The participative style nurtures ownership and initiative, while transformational elements inspire employees to transcend routine tasks and pursue excellence. The leader's responsiveness to the dynamic environment exemplifies adaptive leadership, fostering resilience and creativity. The contrasting leadership styles across the three cases highlight the importance of context-specific approaches—transformational for collaboration, authoritative during crises, and participative in innovation-driven cultures.

Comparison and Contrast of Leadership Styles

The leadership styles across these cases differ significantly, primarily due to situational demands. Transformational leadership in case one maximizes motivation and shared goals during normal operations requiring cohesion. In contrast, the crisis situation necessitates a directive, authoritative style (case two) to establish control swiftly and prevent escalations. Finally, in the active culture scenario (case three), participative and transformational styles sustain innovation and engagement in a complex, evolving environment.

Each style’s effectiveness depends on aligning leadership behavior with situational needs. Transformational leadership thrives when the goal is to inspire and empower, crisis leadership demands decisiveness and control, while participative leadership fosters innovation and collective problem-solving. The necessity for different leadership approaches underscores the importance of leader flexibility and contextual awareness.

Conclusion

Effective leadership hinges on the ability to adapt styles according to organizational challenges and environments. The cases discussed demonstrate how transformational, authoritative, and participative styles are respectively suited to promoting collaboration, managing crisis, and fostering innovation. Leaders must assess situational factors and organizational culture to select and transition between styles appropriately. Empirical research continues to emphasize situational leadership models, emphasizing that no single style guarantees success across all circumstances (Yukl, 2013; Northouse, 2018). Ultimately, adaptive leaders who understand the nuances of their environment can better guide their organizations toward sustainable success in a volatile, complex world.

References

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• Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 33-56.
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• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
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