Assignment: Analyze Ashley's Potential As A Transformational ✓ Solved

Assignment: Analyze Ashley's potential as a transformational

Assignment: Analyze Ashley's potential as a transformational leader at Ultra Covers based on the following case. Ashley, 32, became division president of Ultra Covers, a unit losing money; she conducted a listening tour, proposed cost reductions, including outsourcing manufacturing to China, set a 15% sales target, ordered a 10% cost reduction, and produced a video communicating a vision.

Questions: 1) How successful do you think Ashley will be as a transformational leader? 2) What might Ashley be doing right as a transformational leader? 3) What suggestions might you offer Ashley to be more successful as a transformational leader?

Paper For Above Instructions

Transformational leadership is a model in which leaders inspire and elevate followers by articulating a compelling vision, challenging the status quo, and fostering development and engagement among employees. The theory, rooted in Burns (1978) and expanded by Bass and colleagues, emphasizes four core components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Leaders who deploy these dimensions typically foster higher commitment, learning, and performance among followers (Burns, 1978; Bass & Avolio, 1994; Northouse, 2019). In the Ultra Covers case, Ashley’s early actions align with several aspects of transformational leadership, while others raise questions about the balance between transformation and short-term operational pressure. This analysis evaluates the likely trajectory of Ashley’s effectiveness as a transformational leader, identifies what she appears to be doing well, and offers concrete recommendations to improve her effectiveness while safeguarding organizational ethics and employee well-being. (Bass & Avolio, 1994; Northouse, 2019; Kouzes & Posner, 2012)

First, Ashley’s listening tour and engagement with workers, managers, and customers reflect individualized consideration and an attempt to understand the organization’s needs. By seeking input from a broad set of stakeholders, she creates psychological safety and signals that employees’ voices matter, a hallmark of effective transformational leadership. This approach is consistent with the idea that transformational leaders educate and develop followers by understanding their perspectives and offering support for growth (Dvir, Eden, Avolio, & Shamir, 2002). Additionally, Ashley’s decision to communicate a vision through a company video aligns with inspirational motivation—she attempts to articulate a future state that excites and motivates employees toward collective action. Such messaging helps create a shared sense of purpose, which is a key driver of transformational change (Bass & Avolio, 1994; Kouzes & Posner, 2012). However, the substance and tone of the vision matter greatly; if the vision is perceived as a coercive drive for cost-cutting or relocation, it may undermine trust and long-term commitment. (Bass & Avolio, 1994; Eisenbeiss, 2012; Kouzes & Posner, 2012)

Second, Ashley’s strategic moves—pressuring cost reductions, threatening to outsource domestic manufacturing to China, and raising aggressive performance targets—signal a bold, results-oriented orientation. While transformational leaders typically pair vision with challenges that push for innovation and expanded capabilities, they also balance transformation with consideration for the existing organizational climate and ethical norms. The inclination to “do whatever it takes” and the emphasis on streamlining costs can create fear or resentment if not accompanied by clear rationales, fair processes, and opportunities for employee input. When followers perceive leadership as purely instrumental or coercive, the likelihood of cynicism, reduced trust, and counterproductive turnover increases. Transformational leadership is most effective when it is coupled with authentic concern for followers and a well-defined ethical framework (Dvir et al., 2002; Eisenbeiss, 2012). In this sense, Ashley’s aggressive tactics could either catalyze rapid change or undermine the culture if not carefully managed. (Dvir et al., 2002; Eisenbeiss, 2012; Kotter, 1996)

Third, the context of Ultra Covers—a loss-making unit in a highly competitive market with thin margins—creates pressure to improve profitability quickly. Transformational leadership can catalyze organizational transformation by aligning strategic goals with a compelling vision and by mobilizing followers to develop new capabilities (Bass & Avolio, 1994). Yet sustainable change requires more than a strong vision and top-down mandates; it depends on building capabilities, enabling experimentation, and reinforcing ethical norms that sustain performance without eroding trust. The case suggests Ashley is initiating change, but the long-term success of a transformational approach will hinge on how she combines inspiration and intellectual stimulation with genuine consideration for employees’ welfare and development. (Bass & Avolio, 1994; Northouse, 2019; Dvir et al., 2002)

In answering the three questions, the analysis points to a nuanced assessment. For Question 1, Ashley’s potential for success as a transformational leader is contingent on balancing vision and empathy with ethical, collaborative execution. Her listening tour and vision video give her a strong foundation for idealized influence and inspirational motivation, but the effectiveness hinges on how she translates targets and cost-cutting into sustainable capabilities and a positive work climate. If she couples bold strategic moves with transparent rationale, employee involvement, and a focus on capability development, transformational leadership is likely to yield high engagement and improved performance; if not, the changes may provoke resistance, lower morale, and attrition. (Bass & Avolio, 1994; Northouse, 2019; Dvir et al., 2002)

For Question 2, the favorable elements Ashley is exhibiting include listening to stakeholders (individualized consideration), articulating a compelling vision (inspirational motivation), and setting a challenging yet potentially achievable strategic direction. The video messaging and the explicit link to a broader market opportunity—stating that a large portion of the potential addressable market remains untapped—signal an attempt to create a shared sense of purpose. The critical risk is whether these actions are perceived as supportive and ethically grounded or as coercive pressure to accept heavy cost reductions and outsourcing. The literature suggests that transformational leaders succeed when their vision is credible, ethically grounded, and reinforced by supportive behaviors that foster learning and development (Bass & Avolio, 1994; Eisenbeiss, 2012).

For Question 3, several concrete suggestions emerge. First, pair transformational initiatives with clear, ethical governance and employee involvement—establish cross-functional task forces, solicit ongoing feedback, and implement transparent decision-making processes. Second, prioritize individualized development by identifying staff who can lead change initiatives, provide training, and create mentoring opportunities to build internal leadership capacity. Third, set realistic numerical targets that are challenging yet attainable, and link these targets to process improvements, not only to headcount or outsourcing decisions. Fourth, communicate a compelling, values-based vision that addresses not only shareholder value but also employee well-being, customer satisfaction, and long-term organizational resilience. Fifth, monitor and celebrate early wins to sustain momentum while building a culture of continuous learning (Kotter, 1996; Kouzes & Posner, 2012; Northouse, 2019). By integrating these practices, Ashley can strengthen the likelihood that her transformational efforts will be embraced and sustained by Ultra Covers’ workforce. (Kotter, 1996; Kouzes & Posner, 2012; Northouse, 2019; Dvir et al., 2002)

In sum, Ashley’s early actions position her as a potential transformational leader, capable of energizing a struggling unit through a compelling vision and stakeholder engagement. The ultimate success will depend on how she translates bold strategic ambitions into ethical, inclusive, and capability-building practices that support both short-term gains and long-term organizational health. The integration of inspirational leadership with individualized consideration and a firmly grounded ethical approach will be the decisive factor in whether Ultra Covers emerges from losses into profitability under her leadership. (Burns, 1978; Bass & Avolio, 1994; Northouse, 2019; Kouzes & Posner, 2012)

References

  1. Burns, J. M. (1978). Leadership. New York, NY: Harper & Row.
  2. Bass, B. M. (1985). Leadership and Performance Beyond Expectations. New York, NY: Free Press.
  3. Bass, B. M., & Avolio, B. J. (1994). Improving Organizational Effectiveness Through Transformational Leadership. Thousand Oaks, CA: Sage.
  4. Bass, B. M., & Riggio, R. J. (2006). Transformational Leadership (2nd ed.). Mahwah, NJ: Erlbaum.
  5. Kouzes, J. M., & Posner, B. Z. (2012). The Leadership Challenge (5th ed.). San Francisco, CA: Jossey-Bass.
  6. Northouse, P. G. (2019). Leadership: Theory and Practice (8th ed.). Thousand Oaks, CA: Sage.
  7. Dvir, D., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance. Journal of Applied Psychology, 87(2), 233-244.
  8. Eisenbeiss, S. A. (2012). Moral leadership and ethical climate: A review and synthesis. Journal of Business Ethics, 111(3), 465-476.
  9. Kotter, J. P. (1996). Leading Change. Cambridge, MA: Harvard Business School Press.
  10. Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the interaction of leader behavior, group norms, and performance. The Leadership Quarterly, 14(2), 190-218.

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