Leadership In Hard Times

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Prior to beginning work on this assignment, review The Five Practices of Exemplary Leadership® Model (Links to an external site.), read the Transformational Leadership Can Improve Workforce Competencies (Links to an external site.) article

As a leader, it is beneficial to have a core set of practices that can be effective in routine times and also during difficult or very challenging times. The leadership practices by Kouzes and Posner are based upon the transformational leadership model. Organizational leaders must plan to continually improve as leaders while also seeking to improve the performance of other leadership team members and of the rest of the organization. Adopting guiding principles or practices can help in the planning phases for leading when hard times occur.

In your paper,

Analyze a difficult leadership situation in the business world that has impacted a company or companies.
Develop a plan for positively increasing the performance of the organization, the leadership, and the teams within the organization using the five practices of exemplary leadership as developed by Kouzes and Posner.
The Leadership in Hard Times paper

 

Sample Solution

Leading through hard times requires resilience and more. After another punishing year dominated by COVID, the omicron threat appears to be receding and many people may now be looking at the beginning of the end of the pandemic. But the fallout from COVID will still pose huge challenges in terms of economic growth, supply chain issues, labor shortages and employee confidence. As ever, effective leadership in business is paramount. But strong leaders need to be thinking beyond the pandemic. So how do you navigate a future filled with uncertainty? Have a vision. The pandemic has caused the unprecedented disruptions of commerce in most industry sectors. Envisioning involves creating a picture of what the future will be like for an organization and which will serve as a road map to success.

some positional power, usually by establishing a clear hierarchal structure. By establishing a hierarchy, the leader is perceived by the group to be able to make demands and expect compliance from them giving the leader legitimate power (French and Raven, 1959). Secondly, by providing the leader with the ability to reward compliance and punish non compliance from the group, the leader has reward and coercive power (French and Raven, 1959). To obtain complete power over the group the leader must gain the trust and belief of the group that they are capable of success, by ensuring the group are both satisfied and meeting performance goals.
The importance of establishing a hierarchy became evident during the planning stage of the outdoor management course for the red team, the coordinators within the team assumed leadership roles but were unable to gain positional power due to the team being a peer group (Pettinger, 2007). The leaders selected had little authority and influence over the group as everyone was perceived to have the same rank, status and occupation, hence the leaders had none of French and Ravens five bases of power (Pettinger, 2007). The result was leaders with no positional power over the group, so could not direct the group with the method of leadership required for the situation. The task had significant constraints, particularly a short time frame and a large group size, for this situation Chelladurai recommends an autocratic leadership style would be most favourable (Chelladurai and Madella, 2006). The leaders attempted an autocratic leadership style, setting individual tasks for the group, however due to the poor leader member relations and lack of positional power the leadership structure quickly became a democracy. The product was an extremely unproductive workforce initially because of the time spent discussing how was best to approach the task

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