Leadership SBS MBA Question and Answer Assignment Sample

Answer 1:

There are different types of leadership styles. These include the followings.

 1.  Authoritative:

An authoritative leadership would have if the coercive actions are taken by the leader to get the desired outcome form the team members. In this kind of leadership the control stays more in the hands of leaders and the teammate’s works as per their will. The teammates are given lesser or no chance of participating in the decision making process. They are considered only as order takers.

2.  Coercive:

Coercive leadership is a leadership style that applies forcible orders on the team mates. That is the team mates have to follow the leader or they should expect a punishment in the form of job loss, pay loss or any other loss. This way the teammates are directed towards a particular goal without taking them into confidence. This kind of leadership is mostly applied for very short term goals when there exist no other choice and critical time is applying on the business operation.

3.  Persuasive:

Persuasive leadership is next to authoritative leadership when leaders applies his thoughts and rules the team, but makes attempts for getting their acceptance. That is the team leader tries to convince the teammates so that they could agree and move ahead as per the directions of the leader. It is a utopian method of leadership style followed throughout the present day world. People orientation is given importance in this kind of leadership.

4.  Bureaucratic:

Bureaucratic leadership applies the delegation of authorities and responsibilities to the team mates. This way the team mates are given controls for their particular job and fields. An expected outcome is rather applied on them for achieving within the stipulated time frame. This way an opportunity is given to the team members to prove their worth to the company. The leader acts as a guiding force with lesser responsibilities of target achievements.

5.  Democratic:

Democratic leadership style is characterized by an affiliate kind of leadership wherein the team mates are given equal chances of keeping their view and thoughts before the management. This way they are allowed to take active participation in the decision making process.

6.  Transactional:

The transactional leadership applies when the leader motivate their teammates by appealing them for their own self-interest. Hence efforts are made to convince the teammates for achieving the target goals for the gains of the leader. The motivation in this case is given by the exchange process of higher wage, recognition and other methods. Hence the controls remain in the hands of leader and he makes efforts to manage the team mates and their skills such that the targeted goals are achieved and a particular transaction is accomplished.

7.  Transformational:

The transformational leadership follows the charismatic and visionary approach of the leader through which he tries to inspire the teammates to achieve the various targets and goals for the organization. These leaders allows their teammates to take active part in the decision making process so that the long term goals and targets can be set and later achieved through the joint efforts of the teammates.

Among all the above stated leadership styles Schultz needs to continue applying the transformational leadership so that he could continue motivating the teammates as earlier he did starting from 30 teammates 170 teammates in 24 countries. The similar kind of approach needs to be developed for future so that the transforming of Vodafone’s long term target of cost effectiveness and sustenance of the business could be achieved. Also the company’s current strategy could be applied which aims at increasing the Average Revenue Per User by offering various value added services to appreciate the usage of the company mobile network.

The leadership style that Schultz would have needed to adopt for transforming Vodafone’s global supply chain function includes the following factors.

1.  Innovator:

Schultz needs to act as an innovator. That is he needs to devise a new creative design to deal with the complexity of the procurement process and meet other supply chain needs. Hence the transformation process should be applied to achieve a single and effective global function so that the fragmented supply chain management can be achieved. He therefore needs to develop brainstorming sessions with his team so that new innovative ideas could be designed.

2.  Developer and activator:

Schultz needs to act as a developer by bringing those designs to the management for approval. Thus flexibility in understanding and convincing others for the particular course of action is the work of developer which Schultz needs to apply. After getting approval, Schultz needs to build the appropriate plan of action for course of action that his team needs to follow.

3.  Maximize:

Schultz needs to maximize through which he has to apply diplomacy in maintain the course of action that was earlier deployed. Therefore convincing the employees and motivating them to follow the particular course of action so that the desired level of output is achieved which benefits both the individual and the company.

4.  Stabilizer:

Schultz needs to work as stabilizer to maintain the consistent growth prospective through the application of the new transformational techniques. These way consistent results should be looked for getting the most desired outcome and gains.

Hence Schultz needs to smear the various applications of transformational leadership which include the followings.

  1. Laying emphasis on the ideals and morals to achieve the target outcome.
  2. To apply proactive methods for dealing with the situations.
  3. To bring in consistent change in the work culture and organization environment.
  4. To develop innovative ideas and thoughts to accomplish future goals and objectives.
  5. To display concerns of group interest and support the team for the achievement of the same.

Answer 2:

A number of leadership skills that would have been required by Schultz to apply for achieving supply chain transformational project to become a great success for Vodafone include the followings.

1.  Inspire people:

The leader should have the ability to inspire people. Schultz had this ability which he applied for motivating 170 teammates in 24 countries. The similar leadership skill of inspiring people is required so that the company could maintain its objective of achieving cost reduction as in the case of China sourcing center in Beijing.

2.  Looking forward:

The leader should be forward looking. Schultz has this ability as he used his 26 years of experience in the supply chain management in such an efficient manner through holding of workshops with the procurement and supply chain officers. This way his natural influence and persuasion was used to convey the procurement officers about the management decision on achieving cost effectiveness and educating them with those particular methods which could help in achieving the management set targets.

3.  Honest:

The leader needs to be honest. Schultz is honest as always recognized the team efforts as the source of his success and achievements. Even in his award accepting speech he properly recognized the efforts of his team members of Vodafone SCM (Supply Chain Manage net) who worked together for the achievement of the cost effective measures in the business operation spread in various countries.

4.  Empower people:

The leader needs to empower people in the organization, especially his teammates with the deride authorities. Schultz needs to develop this ability as he needs to achieve trust in the Vodafone SCM so that they could make collective efforts in the accomplishment of the cost effectiveness in the procurement process.

5.  Leading the change:

The leader should lead the change and create a trend and example by taking first action. Schultz applied the lead to change by offering regular training programs to the company employees in difference countries regarding the achievement of lean procurement system. Through this method the most effective procurement system is applied in which cost effectiveness is achieved. This includes lesser expenditures and no wastages.

6.  Shared vision:

The leader should develop a shared vision so that the teammates could agree and follow the leader with full confidence and hope. Shultz displayed shared vision by applying inclusive process which applied the holdings of various workshops with the procurement and the supply chain management staff. This way the new innovative ideas and thoughts were displayed to the teammates who were than allowed to ask questions and clarify queries so that their convincing could be achieved. This way through shared vision the light of knowledge and thrust of achieving long term target goals for the company were achieved. The result was that the full advantage was taken by Vodafone through achievement of world class savings and efficiencies across the business operation spread in different countries.

7.  Competent:

The leader should display his competence to earn respect in the eyes of teammates. Schultz displayed the desired competence to the team by giving an idea of the 26 years of experience. That is through shared learning and vision, Schultz made efforts to impress and motivate the teammates so that they could work according with the appreciated skills and abilities for the achievement of target goals for the company.

8.  Values:

The leader should display respect for values. Schultz displayed values in his leadership style. He never took the full recognition for any accomplishments. Instead he always passed on the recognition to his teammates. This way the value display results in getting more loyalty and effectiveness of the teammates towards him.

9.  Encourage:

The leader should be encouraging. Schultz displayed the ability of encouraging by display of his interpersonal skills and heading the change so that the other teammates could follow the same footsteps. Hence encouraging teammates by applying interpersonal skills and charismatic leadership has helped Schultz achieve huge success and gains in the business life.

10.  Clear and effective communicator:

The leader needs to be clear and effective communicator. Schultz has an effective and clear voice through which he communicates directly to the teammates. Also he uses all credible sources for communicating his teammates using internet, mobile applications, emails; phone calls and other authorized methods so that the level of change and accomplishments by the teammates can be reviewed at regular time intervals.

11.  Recognition:

Leader needs to be capable of recognizing the true out performer. Schultz needs to develop recognition in his ability as he gave group recognition through his speech. But not all employees are same. By giving recognition to the team, the efforts of the outperformer get under shade. Therefore efforts should be made to additionally recognize the outperformer such that his way to career growth and future motivation can both be achieved. Also the team could be directed towards following the footsteps of the particular team mate to achieve higher outcome and returns in future. Therefore an ideal performer can be selected and displayed before the team for future motivation.

12.  Integrity:

Leader should work in integrity. Schultz had the ability to work in integrity. He combined the efforts of 170 teammates from 24 countries to achieve the target transformation change meant to apply cost effective measures for procurement and supply chain management.

In conclusion, Schultz has all the qualities of a great leader and applies the best leadership styles and skills. The right applications has brought him award as “Procurement Leader Award 2011” which clearly recognized the best leadership style and skills used by him for the achievement of target goals and objectives.