BUSN 470 week 7 response 1
I need to respond to this in 300-400 words A.P.A. format with 2 references
In Philippians 2:4, leaders are instructed “not looking to your own interests but each of you to the interests of the others” (NIV). This would align with a transformational leadership style. Beinecke (2009) contends that a transforming leader “emphasizes personal relationships and development, teamwork, communication, autonomy and creativity…honesty/integrity, humility and generosity, and continuous learning” (p.6). An example of a transformative leader would be Sam Walton, of Wal-Mart fame.
Walton’s focus was customer driven. He created an enterprise that was “based…on operating shops with small profit, but with a high sales volume, and was obsessed with cost reduction” (Silva, 2014, p. 54). Employees were “partners” and were profit sharers. He also initiates many community programs (p. 54). He had charisma and lived by three principles: “respect for people, customer service, and striving for excellence” (p. 54). This type of leadership would work best in a service related industry. These industries are not focused on production or manufacturing, but on building a relationship with customers to keep them returning.
A transactional leader “stresses efficiency, planning and goal setting, competency, structure, and maintaining the organization” (Beinecke, 2009, p. 6). Transactional leaders can be considered abrasive in their interactions and often lack the traditional social graces in favor of a business-centered focus. John D. Rockefeller is an example of transactional leader. Rockefeller is often critiqued as “skillful and unscrupulous” and that he “made use of all possible means to achieve his goals” (Silva, 2014, p. 54). This style of leadership can border on being unethical. If utilized lawfully, this type of leadership would be effective in innovative fields such as technology. This also has potential for effectiveness in defense/combat operations where the mission comes first.
Leaders set the tone of an organization. The first thing a leader must recognize is that people, by nature, are resistant to change. If a new CEO wants to take a company in a different direction, he/she must implement them in doses. Overloading a business with multiple changes or big shifts at one time is a recipe for disgruntled, nonproductive employees. Successful change starts with getting the employees onboard and allowing the change to ripple throughout the company as a welcomed effect vice a tsunami of change that destroys everything in its wake.
Beinecke, R. H. (2009). Introduction: Leadership for Wicked Problems. Innovation Journal, 14(1), 1–17.
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Silva, A. (2014). What can we learn from great business leaders? Journal of Leadership Studies, 8(3), 52–