In the given scenario, Executive A was described as a driven, ambitious, and solely focused on the success of the company. When Executive A took over as CEO the company was losing millions of dollars a year and the stock was plummeting, but while Executive A was working for the corporation he managed to raise the stocks 128% and had a profit during the second quarter. But when the media tried to praise Executive A, he would shy away from them, and push all the attention and credit to the other leaders within the organization. But if the company had any problems, he would take all the responsibility for every error and mistake. Executive A is a prime example of a “level 5” leader. A level 5 leader is humble, and very modest, but has a strong determination and professional will.
Executive A has decided to retire in the next two years, so the company is now ...view middle of the document...
Leader C can be identified as a transformational leader because he guides his employees to the company goals by telling them what their roles in the company are. He also believes in letting the employees know when they are doing a good job and rewarding them for good performance. Leader C tries to remember the employee’s birthdays. He would also rather be seen as a mentor or coach than their manager.
Looking at Leader B you can tell he is concerned with the company’s overall probability but does not mind giving the employees praise when they do a good job. He also thinks it is good to have clear goals and consequences when people do not meet their goals. He also believes the employees should take the blame for any failures. But he wants to take all the credit for any success. The employees might be able to meet most of the goals and get rewarded for them but because the transactional leadership style, the employees will not feel accepted by leader B. It can cause resentment and a drop in profits if the employees feel like they are not being treated fairly or not being appreciated because leader B is unable to show any humility to the employees when they make mistakes.
Looking at Leader C, the transformational leader, you can tell he is very good at motivating his employees. He does not think of his employees as numbers but as actual people. You can tell this by the way he remembers the employee’s birthdays and how he takes an interest in them. He inspires the employees to reach goals while setting higher goals for themselves. Under leader C the employees will be highly driven to meet sales and production. The employees will trust leader C because they think of him as a mentor or coach instead of a manager. The company will likely profit from his leadership but if promoted he will need to learn to show that he is able to discipline while he is also able to motivate.