GDD Report on Leadership Theories, Approaches, and Styles

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The Global Delivery Direct Company (GDD) provides its services worldwide. It was established in 1968 by four economics students who saw an opportunity to pool their resources. The four had gathered at the school's flying club. The business was established to provide distribution services in various countries. One of the founders was an American, which benefited the company because he could make proper plans for the company's distribution services in his country. The proposal to sell off three retired planes by the Royal Air Force prompted them to consider investing. The four students bought the aircraft, repaired, and repainted it with the help of a retired pilot so that they could meet their objectives. The jobs were few at first but later started to pick (Clark, 2016). They had several customers from America and Europe who gave them jobs on a regular basis. As their business picked, they decided to expand it from delivery of small parcels to delivery of documents and mail. Due to the hard work and effort made by the four founders, the company creates billions of revenue on an annual basis. Since the founder members believed in collaborative decision making and used democratic leadership style where employees actively participate, the ideal candidate for this position should possess the same qualities for the company.

GDD’s Results

The leadership approach within GDD views managers as the actors who ensure the objectives of the company are met and profits made, meaning expanding its business activities and increasing their profits. To achieve this, the four founders have shared powers to lead the company to success. No one was superior to the other, and the leaders have similar responsibilities. To reduce the conflicts, they operate in different locations. Specifically, Andrew Rock Fish is the executive director of North American Division, Joseph Knolls is the executive director of Asian Division, Giles Hartford is the executive director of European Division, and John Smythe Heathering is responsible for corporate services (Stid, 2017). Due to this, it is evident that the leadership approach preferred by the company is trait approach, were the qualities of a leader are more important than the context (Wiza and Hlanganipai, 2014). Moreover, the prevalent leadership theory refers to contingency, since it states that each leader should be flexible to the external circumstances and adapt the way of leading to them (“Leadership Theories,” n.d.).

Preferred Leadership Style

Strategic Leadership, Democratic Leadership

Prevalent Leadership Theory

Contingency Theory

Leadership Approach

Trait Approach

Table 1. GDD Results

Concerning the preferred leadership style, GDD prefers strategic leading whereby a strategy is brought up by leaders to propel the company towards achieving its vision. All employees of the company are made aware of the vision of the enterprise (Stid, 2017). Moreover, the leadership style in GDD is similar to the democratic one, since the employees are motivated accordingly so as to help the company accomplish its goals. GDD aims at offering its services to all parts of the world. It also aims at increasing the profits made by the firm hence unnecessary costs are avoided. With the help of strategic leadership style, these goals are achieved.

Candidates’ results

The company requires a manager to oversee its success in future. To ensure this, necessary measures should be taken when selecting the individual to occupy this position. Four candidates Henrietta Raynard, Orson Hernandez, Jonathan Livingstone, and Drianna Coyote were investigated to see who best fits the position (Nahavandi, 2016).

Henrietta Raynard

Orson Hernandez

Jonathan Livingstone

Drianna Coyote

Leadership style

Transactional leadership style

Laisse-faire leadership style

Transformational leadership style

Servant leadership style with a touch of authoritarian style

Leadership theory

Great man theory

Contingency theory

Relationship theory

Relationship theory

Leadership approach

Trait approach

Situational approach

Trait approach

Situational approach

Table 2. Candidates’ Results

Henrietta Raynard leadership style is transactional style and she is also authoritarian. Her characteristics are dependable, systematic, thorough, judgmental, and practical (Stid, 2017). Due to this, she is able to give instructions to the people she is leading making her an authoritarian leader. She rewards those who attain the required targets and punishments are offered to those who don’t since. She is also punctual, and work is completed on schedule under her supervision (Clark, 2016). Her manager was from a different cultural background and her experience working with him enable her to understand and coexist with people from across cultures. As a leader, she welcomes ideas and opinions (Clark, 2016). She employs great man leadership theory because she has the ability influence others positively. Moreover, it is evident that she seems possesses trait approach by concentrating on the role of leader (Wiza and Hlanganipai, 2014).

Orson Hernandez’s leadership style is laisse-faire leadership where employees have the freedom of carrying out various tasks on their own. The reason for this is because Orson likes a collaborative culture where the leader and the employees are in good terms (Stid, 2017). In this situation, the preferred leadership approach is situational, since he is more context-oriented (Wiza and Hlanganipai, 2014). He believes that the leader should provide a conducive and friendly environment for the employees. By providing freedom for his employees, he prevents them from reducing productivity and encourages creativity. He employs contingency leadership theory because he believes in the situation in which the leader operates and his personality are key to achieving success (“Leadership Theories,” n.d.).

Jonathan Livingstone is a team leader. He values the opinion of his members and lead by example. He has worked with UPS which was is one of the companies offering GDD competition (Lachance et al., 2017). As a result of this, he has relevant experience in the delivery field and is aware of the challenges to meet. During the interview, he showed a high level of confidence. He shows people what to do by doing it. This makes his leadership approach similar to the trait one since his personality is essential for the company’s success (Wiza and Hlanganipai, 2014). He is also a transformational leader. This type of leader works with subordinates members to come up with a vision for the company as well as identifying the needed changes that can yield better results for the enterprise (Stid, 2017). His leadership theory is relationship theory since he is mainly concerned with the well-being of the team members (Lachance et al., 2017).

Drianna Coyote is a servant leader. She began her career as a part-time worker at GDD Company. This is because she passionate about serving people. Thus, her leadership approach is rather situational and context-depended (Wiza and Hlanganipai, 2014). She is more conversant with how operations are run in GDD than any other candidate. She is innovative and has ideas on how the company can gain business growth. She is flexible and knows how to interact with people. She believes everyone has a role to play in the decision-making process so as to gain the best out of the policies made (Clark, 2016). Her leadership theory is relationship theory since motivates and ensure satisfaction of her team members (Stid, 2017).

GDD/Candidates Comparison

Different factors are considered when choosing a manager in any company. Table 3 below shows the rating of four potential candidates based on the similarities in GDD’s leadership model and each candidate’s leadership trend. In ist turn, Table 4 shows the rating of four potential candidates in accordance with differences in GDD’s leadership model and each candidate’s leadership traits.

Candidate

1 No Fit

2 Bad Fit

3 Not Sure

4 Good Fit

5 Best Fit

Raynard

4

Hernandez

2

Livingstone

4

Coyote

2

Table 3. Similarities

Candidate

1 No Fit

2 Bad Fit

3 Not Sure

4 Good Fit

5 Best Fit

Raynard

2

Hernandez

3

Livingstone

2

Coyote

4

Table 4. Differences

According to Table 3, Raynard and Livingstone are most suitable candidates based on the comparison of leadership styles used. Their leadership styles are similar to the GDD’s democratic style where the employees are involved in decision making. As a result of this, they are the most suitable candidates for the position. Hernandez and Coyote have laisse-faire and servant leadership styles respectively making them the least suitable candidates.

According to Table 4, Livingstone and Raynard show a bad fit hence not suitable. Coyote, on the other hand, shows a good fit when compared to GDD. Hernandez shows moderate divergence as compared to other candidates. If the company wanted a new approach to how they run their activities, Coyote is the best candidate to bring that change. However, if they want to maintain the values, visions, and structure of the company the best candidates to pick are Livingstone and Raynard (Nahavandi, 2016).

Recommendation

After a thorough analysis of the case above, Livingstone is the most suitable candidate for the position. He has worked in a similar company giving him the necessary skills and experience in this field. He uses transformational leadership style just like GDD, hence he is the best suited. In this democratic style and within the relationship leadership theory, he can propel the employees ahead without resistance. Moreover, trait leadership approach enables Livingstone to motivate and guide a team regardless of possible external challenges, which also makes him the most suitable person for the position.

References

Clark, B. L. (2016). Organizational Leadership Analysis: 4th Armored Brigade Combat Team Scenario [PDF Document]. Retrieved 5 February, 2017 from http://www.calhouninstitute.com/review/Organizational%20Leadership%20Analysis.pdf

Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (August 31, 2016). Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis [PDF Document]. Retrieved on 5 February, 2017 from http://journals.sagepub.com/doi/pdf/10.1177/0149206316665461

Lachance, C., Chasse, K., Pelletier, F., Hunter, M., Simek, S., & Gillies, J. et al. (2017). Leadership is an Action, not a Position. Retrieved on 5 February 2017 from http://www.slaw.ca/2009/03/25/leadership-is-an-action-not-a-position/

Leadership Theories (n.d.). Retrieved on February 5, 2017 from http://www.leadership-central.com/leadership-theories.html#axzz4Qgg2xnBU

Nahavandi, A. (2016). Teaching Leadership to First-Year Students in a Learning Community. Journal Of Leadership Education, 5(2), 14-27. http://dx.doi.org/10.12806/v5/i2/ab2

Stid, D. K. (2017). The Effective Organization: Five Questions to Translate Leadership into Strong Management. Bridgespan.org. Retrieved 5 February 2017, from https://www.bridgespan.org/insights/library/organizational-effectiveness/the-effective-organization-five-questions

Wiza, M., & Hlanganipai, N. (2014). The impact of leadership styles on employee organisational commitment in higher learning institutions. Mediterranean Journal of Social Sciences, 5(4), 135-143.

December 21, 2022
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