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1. Describe three leadership practices of the current leader, other than yourself, in the existing organization.

2. Discuss how the current leader has affected organizational culture.

3. Evaluate two of the organization’s current strengths.

4. Evaluate two of the organization’s current weaknesses.

5. Evaluate two of the organization’s current unmet opportunities.

6. Evaluate two of the organization’s current unresolved threats.

Paper For Above instruction

The effectiveness and influence of leadership within an organization profoundly shape its culture, strengths, weaknesses, opportunities, and threats. This paper examines the leadership practices of a specific current leader within an organization other than the author, scrutinizes their impact on organizational culture, and assesses the organization’s strategic landscape, including its strengths, weaknesses, unmet opportunities, and unresolved threats.

Leadership Practices of the Current Leader

One prominent practice of the current leader is transformational leadership. This leader inspires and motivates employees to exceed expectations by fostering a shared vision and encouraging innovation. Transformational leaders focus on developing their teams’ potential, which enhances employee engagement and organizational commitment (Bass & Riggio, 2006). By setting high standards and providing personalized mentorship, the leader cultivates a motivated workforce aligned with organizational goals.

Another key leadership practice is participative decision-making. The leader actively involves team members in decision processes, promoting transparency and collective responsibility. This practice not only enhances trust but also leverages diverse perspectives for more informed and effective decisions (Vroom & Jago, 1988). Such inclusiveness fosters a sense of ownership among employees, leading to improved morale and accountability.

The third notable practice is adaptive leadership. This involves the leader’s ability to navigate change and uncertainty by being flexible and resilient. Adaptive leaders respond promptly to external shifts or internal challenges, ensuring the organization remains agile and competitive (Heifetz & Laurie, 1997). This approach is particularly relevant in dynamic industries where continuous innovation and responsiveness are crucial.

Impact on Organizational Culture

The current leader’s emphasis on transformational and participative practices has cultivated an organizational culture characterized by collaboration, innovation, and continuous improvement. Such a culture encourages employees to take initiative, share ideas freely, and commit to the organization’s mission. Moreover, adaptive leadership has fostered a climate of resilience where employees view change as an opportunity rather than a threat (Kotter, 2012). Consequently, the organization maintains a proactive stance toward external challenges and internal evolutions, strengthening its overall adaptability.

Assessment of Organizational Strengths

One core strength is a highly engaged workforce. The leadership’s participative approach nurtures a sense of ownership and commitment among employees, leading to high productivity levels and low turnover rates (Saks, 2006). Additionally, the organization’s innovative capacity serves as a strategic strength. The leader’s encouragement of creativity and risk-taking has positioned the organization as a market frontrunner in product development and service delivery, fostering competitive advantage (Tushman & O'Reilly, 1996).

A second strength is strong organizational resilience. Due to adaptive leadership, the organization can effectively respond to environmental changes and unforeseen disruptions. This resilience ensures business continuity and sustains growth amid uncertainty, providing a significant competitive edge (Lengnick-Hall & Beck, 2005).

Assessment of Organizational Weaknesses

A notable weakness is potential over-reliance on the current leader’s vision and practices, risking a lack of diversity in leadership styles and ideas. If the leader’s approach becomes too dominant, it might suppress alternative viewpoints, hampering innovation (Goleman, 2000).

Another weakness is a possible resistance to change from other organizational levels or departments not aligned with the leader’s adaptive strategies. This misalignment could slow down transformation initiatives and create organizational silos, ultimately hindering agility (Kotter, 1997).

Evaluation of Unmet Opportunities

One significant unmet opportunity is digital transformation. The organization has yet to fully leverage emerging technologies to improve operational efficiency and customer experience. Embracing digital tools can open new markets and enhance data-driven decision-making (Brynjolfsson & McAfee, 2014).

A second opportunity lies in expanding corporate social responsibility (CSR) initiatives. Increasing focus on social and environmental issues can enhance brand reputation and stakeholder trust, creating new avenues for growth and partnership (Porter & Kramer, 2006).

Evaluation of Unresolved Threats

An unresolved threat is intense industry competition, which could erode market share if the organization does not continuously innovate and adapt. Competitors adopting disruptive technologies or business models pose significant challenges (Christensen, 1997).

Another threat is regulatory changes. Pending or new regulations related to data privacy, environmental standards, or labor laws could increase compliance costs and impose operational constraints, affecting profitability and strategic flexibility (Sutcliffe & Huber, 2018).

Conclusion

Analyzing the leadership practices of the current leader reveals a focus on transformational, participative, and adaptive leadership styles, which positively influence organizational culture and resilience. The organization’s strengths, such as employee engagement and innovation, are complemented by weaknesses linked to leadership reliance and internal resistance. Recognizing unmet opportunities like digital transformation and CSR expansion, alongside threats from competition and regulation, provides a comprehensive strategic outlook. Continuous leadership development and strategic agility are essential to capitalize on opportunities and mitigate threats, ensuring sustainable growth and competitive advantage.

References

  • Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
  • Brynjolfsson, E., & McAfee, A. (2014). The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. W. W. Norton & Company.
  • Christensen, C. M. (1997). The innovator’s dilemma: When new technologies cause great firms to fail. Harvard Business Review Press.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
  • Heifetz, R. A., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75(1), 124-134.
  • Kotter, J. P. (1997). Leading change. Harvard Business School Press.
  • Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
  • Lengnick-Hall, C. A., & Beck, T. E. (2005). Adaptive fit versus robust transformation: How organizations respond to environmental change. Journal of Business Research, 58(11), 1775-1783.
  • Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619.
  • Sutcliffe, K. M., & Huber, G. P. (2018). Building and restoring trust in times of turbulence. Organizational Dynamics, 47(4), 196-204.

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