Leadership Behaviors – Consolidated Products

LEADERSHIP BEHAVIOURS
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The Consolidated Products case describes behavior effectiveness and behavior of Phil Jones and Ben Samuel; both managers apply actions on scenarios that are common that show differences on leadership style and personality. Ben Samuel shows a character of a relation-oriented kind of leadership; he portrays more empathy when dealing with employees. This kind of leadership style tends to have more of diplomacy when it comes to the employee needs by simply giving them motivational encouragement and support. Phil, on the other hand, is a job-oriented kind of manager whose concern is aimed at task performance and productivity. This kind of manager tends to condemn poor work; focus his actions and undertakings towards efficiency and emphasizing on meeting task deadlines.
More often passion is aroused with leadership. The mere study and exercise of leadership arouse leadership since leadership puts to balance our values. In fact, the term leadership is value-laden. When leadership is called upon in politics or organizations, we call for something we prize. Great intellectual or technical capacity is not always required for effective leadership, what effective leadership requires is behaviours and attitudes that relate to humanity (Leavy, 2011). It is vital to point out that leadership is not an opportunity of being served by others, but it is a role that offers the opportunity to give; to serve other people or an organization.

If I was selected manager at the plant, I would employ adaptive leadership skills to attain both high performance and employee satisfaction. This kind of leadership and management cuts across structural and cultural boundaries. Torres describes adaptive leaders as those that, “anticipate change, prepare for it, and often make change happen in the direction they want to go” (Torres, 2018).These leaders adjust to “weak signals,” which, “operate similarly to the needle on a barometer, where movement indicates the impending change.” Moreover, leaders that are adaptive make the best at discovering nonconformist and revolutionize agents within their workplaces. The author points out that this kind of managers makes small gambles before going into big ones.
Reference List
Leavy, B. (2011). Leading adaptive change by harnessing the power of positive deviance. Strategy & Leadership, 39(2), pp.18-27.
Torres, J. (2018). How to Turn Millennial Staffers Into a Competitive Advantage. [online] Entrepreneur. Available at: https://www.entrepreneur.com/article/237638 [Accessed 10 Feb. 2018].