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Developing Collective Transformational Leadership

   

Added on  2022-08-25

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Leadership 1
Leadership
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Developing Collective Transformational Leadership_1

Leadership 2
LEADERSHIP
Table of Contents
Introduction......................................................................................................................................3
Heredity, Environmental Influences As Well As Leadership Traits...............................................4
Supportive:...................................................................................................................................5
Strong Communicator:.................................................................................................................6
Team Building and Encouraging Teamwork:..............................................................................6
Self-Confidence:..........................................................................................................................6
Assertive:.....................................................................................................................................7
Current Leadership Style As Well As Motive.................................................................................8
Motives:.......................................................................................................................................8
Leadership Styles:........................................................................................................................9
Democratic Leadership:...........................................................................................................9
Transformational Leadership:..................................................................................................9
Team Leadership:...................................................................................................................10
Theories of Leaderships:............................................................................................................10
Behavioral Theory:.................................................................................................................10
Situational Theory:.................................................................................................................11
Evaluation of Leadership Style and Traits.....................................................................................11
Conclusion.....................................................................................................................................13
References......................................................................................................................................15
Appendices....................................................................................................................................18
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Introduction
From marketers, consultants, and developers to thought leaders, television personalities,
and keynote, the sector of hospitality remains big on talent. Whether these industries are
changing the game with different innovative concepts or training hoteliers with proven tactics,
these sector leaders have set themselves apart as one of the brightest stars of hospitality. In this
paper, the chosen owner of the organization that will be discussed is known as Bruce Faber, a
business owner at EHS Hospitality. Bruce began his career in the tourism industry unofficially at
a tender age, where he would take most of his weekends as a greeter at the restaurant of his
grandmother in Chicago. After his graduation, Bruce started working for Levy Restaurants for
more than nine years, starting as a manager at Bistrol 110, Chestnut Street Grill, and Spiaggia,
then promoted to Managing Partner and General Manager at Lincoln Park Zoo. Bruce was later
promoted to Director of operations for different organizations such as Rose Garden. Also, Bruce
took part in the new opening as well as takeover accounts: Jacobs Field, Kiel Center,
McCormick Place Convention Center, US Air Arena, and Joe Robbie Stadium. In 1999, Bruce
started working at Darden Restaurants Bahama Breeze. He was selected as the GM (General
Manager) of the organization (Darden Restaurants) at Raleigh. In the year 2001, he came back
home to Chicago to act as the Regional Director of Macy's and Marshall Field's Food Division,
with responsibility for more than eighteen restaurants in three states. In the year 2006, Bruce and
Dave Anderson created KeyLime Cove Water Resort. In 2008, Bruce started working at EHS
Hospitality Group, mainly as the owner of the Chicago market.
As the owner, Bruce works with candidates and Clients from local communities as well
as cities all over the nation. Although Bruce specialized mainly in the Chicago market, his office
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also worked in all areas of the United States for their candidates and clients to satisfy their needs.
With a clear understanding that the achievement of any institution depends on the teamwork and
strength of its workers, Bruce sustains a complete database of the top leaders of the industry at
every level, enabling him to supply customers with top talent consistently. The purpose of this
paper is to bring out the concepts surrounding leadership. This paper is separated into different
parts. The first part discusses the heredity, environmental influences as well as leadership traits.
The second part discusses the current leadership style as well as motives. The last part is the
evaluation of leadership style and traits.
Heredity, Environmental Influences As Well As Leadership Traits
Some of the essential factors that determine Bruce's leadership traits are the environment
and heredity. In this regard, heredity may be considered as the traits handed down genetically to
Bruce- these factors consist of genetic patterns and gender (Lin and Scaglion 2019). For instance,
the genetic makeup of the United States helps Bruce to become one of the best leaders in the
hospitality industry (Shalaby 2017). On the other hand, the environment indicates the setting in
which Bruce is raised throughout his life. Aspects, for example, parental upbringing, educational
system, and cultural factors, remain part of the environment. All these factors (environment and
hereditary) influence the development of Bruce. Both social and environment conditions
stimulate patterns that influence the personality of Bruce. For instance, the cultural expectation
of the United States for males to be more aggressive and competitive influenced the behavior of
Bruce. As a leader, Bruce acted as the visionaries because he was charged with the responsibility
of steering different organizations around pitfalls. Bruce strongly knows when to seize
opportunities as well as how to rally workers to work hard toward the goals of the company
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(Tropman and Blackburn 2018). Bruce indeed transcends the title of boss or manager. He
established a way to attain the right blend of enthusiasm, charisma, and self-assurance, possibly
with a healthy dose of timing and luck (Wyatt and Silvester 2018). Bruce Faber did not become
the owner of the EHS Hospitality solely because of aspects like IQ, personal characteristics, and
personal qualifications (Morgan and Manganaro 2016). One of the theories that will help us
explain the attributes of Bruce is trait theories. These theories claim that good leaders share
several similar personality traits or characteristics. Trait theories assist us in identifying qualities
and traits, for example, empathy, integrity, likability, and excellent decision-making skills that
are necessary when leading other people in the organization (Kibbe 2019). Bruce started building
his success mainly by developing the following traits of a powerful as well as a successful
leader.
Supportive: A real leader like Bruce is a collaborator as well as acts as a part of the
group; thereby, members shall feel supported in most of their activities (Reeve, Jang and Jang
2018). Bruce embraced collaborations, and this enabled him to become one of the best leaders in
the world. For instance, in the year 2006, Bruce collaborated with Dave Anderson to create
KeyLime Cove Water Resort. We also found that Bruce was always available to assist as well as
sympathize with all the employees by understanding precisely how they feel. Besides, as a
supportive leader, Bruce value the people who work for him in the organization by genuinely
care for them and recognizing their goals, strengths, and interests. Again, listening is one of the
characteristics of a leader that helped Bruce to become one of the best leaders in the hospitality
industry. Bruce was able to reach the leadership position he is today because of active listening
to other employees. For instance, Bruce narrated a story about how he listened to his mentor Jim
Early 35 years ago.
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Strong Communicator: Another essential trait that the best leaders have remains the
ability to speak persuasively and effectively (Amer 2017). Most of the leaders tend to practice
speaking to the public within their businesses before making a step of speaking to the public
(Stewart, Senior, Dye and Bucy 2019). We found that Bruce, as a leader, was a strong
communicator. For instance, after he graduated from high school, he started his full-time career
mainly in the business of restaurant at Snuggery in Schaumburg. He was 17 years of age and still
conducted the best interview with Jim Early. Despite his tender age, Bruce was able to respond
to some of the questions asked by Jim Early. All these indicate that Bruce was able to
communicate with people on all levels. For instance, Bruce was able to communicate on one on
one, via phone, to the department as well as to the entire staff in the organization.
Team Building and Encouraging Teamwork: Successful leadership is indeed created
on the individuals around you. Team building is essential to leading a unique and diverse group
of individuals with distinct motivations, skills, and personalities (Driskell, Salas and Driskell
2018). Bruce encourages strong teams as well as teamwork because he knew that the two factors
are essential in nurturing innovation, effective communication, as well as achieving the goals of
the organization. Bruce also believes that creating and recruiting the right team can enable him to
come up with an unstoppable force that shall drive the success of the organization. It is also true
that Bruce as the owner of EHS Hospitality is much proud of his team because he believes that
interacting with individuals better than him can enable the organization to be ahead of its
competitors.
Self-Confidence: indeed, leadership cannot exist without confidence. This is because
self-confidence remains the necessary component from which leadership develops (Kane, 2018).
A leader may be an effective decision-maker, more decisive, a mentor, and a better
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