Bradford Banducci Background History
Added on 2020-04-07
7 Pages2077 Words499 Views
Leadership Management
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Leadership 1 LEADERSHIPNameCourse:Professor’s NameInstitutionCityDate
Leadership 2 LEADERSHIPBradford BanducciBackground HistoryBradford Banducci is the current director and chief executive officer of the Woolworths Group.He was appointed in to the CEO position on February in the year 2016. Before his appointment, Brad hadbeen working with the group as the head of liquor department between the year 2012 and 2015. He laterbecame the managing director in the year 2015 on March before being appointed in the current position.Woolworth Group is one of the major developed organizations in Australia dealing with fast foodsupplies within and outside the country. The organization has been great doing in the market apart from afew cases where it has reported losses ('Food Retail Industry Profile: Australia' 2008). Before joining the group, Brad had worked with various corporates in different leading positions.From the year 2007 to 2011, he was working as a CEO of Cellar masters a wine retail productioncompany. He also served as chief financial officer before 2007 at Tyro payments, as a vice president anddirector after sometime at Boston Consulting Group as one of the major member of their retail exercisefor 15years. With all these work experiences and leadership skills and experiences, Woolworth took himas the CEO to help revive their supermarkets. Brad originates from South Africa where he is well knownof his sales and marketing skills important in enhancing marketing activities.Brad has his education undergraduate degree in Commerce that he attained from the University ofKwaZulu-Natal, a graduate degree from the same university and an MBA from Australian GraduateSchool of Management. His family originates from South Africa where he is believed to have learnedfrom all his existing skills of hard work and production. He is also a member of Woolworth’s board ofdirectors, former board member of Boston Consulting Group and board member of Gage Roads BrewingCompany Limited from July the year 2012 to April the year 2016. All this industrial development skillsby Brad have been significant in his career mostly as a leader.Leadership ApproachTransformational theory. This is theoretical concept of leadership that is based on the relationshipbetween the leader and the follower or the set target market. It explains a work relationship where theleader is the one giving orders, evaluates the orders given to decide where to punish or reward thefollower (Wang, et al, 2011). If the set responsibilities are done as expected, there is little or no collisionand the work done is perfect. Transformational theory in leadership is all about enhancing positive changeimportant for organizational development. To both the internal and external environment of theorganization, the applied changes should ensure they are in line with the companies set goals andobjectives and following the rules to the later. The leaders inspire their followers to follow a certain routeimportant for achieving the set vision (Avolio, et al, 2009).
Leadership 3Relevance of transformational theory in leadership is that, it enhances creation of positiveopportunities for people to show new ideas as they take responsibility for their implementation.Transformational leaders are in most cases charismatic as they can convince others on changing theirexisting beliefs and values to adopt new once important for development. They don’t just follow the detailof a certain activity but follow the detailed vision of the set activity. Loyalty is key in transformation asthe leaders dream to achieve their set goals and objectives. The leaders have a role to positively improvethe lives of their followers as they may become disillusioned. Similarly, Transformational leadershiptheory is more applicable in situations identified to change very fast and employees have required skillsrelevance to their job description in the respective organization (Giltinane, 2013). Bradford Banducci as the Chief Executive Officer of Woolworth Group, has appliedtransformational theory of leadership and transformational leadership style. Having acquired adequateexperience in leadership from his former employer company’s, he is the best suited to change thewellbeing of the group. All from being a board member, he has the role of ensuring proper control in allthe company’s activities. Ranging from the suppliers of the various products to the company, thereceivers of the services who are also the main service providers and the wellbeing of the target marketwho are also the customers to Woolworth Group (Brauckmann and Pashiardis, 2011). The company’soperations management activities under the control of Bradford Banducci is experiencing a positivechange. In his first report on Woolworth group after joining the company on February 2016, he isconvinced that the problem affecting the company is poor coordination and management. Though thecompany does not show a drastic change and the shareholders have fear of making losses on selling theirshares, the market is convinced that the company is making the right steps towards restoring itsdevelopment faith. Bradford Banducci measures of control are about improving the company’s wellbeingstep by step as he follow all the set developmental strategies of Woolworth Group (Snowden and Boone,2007).Among the various instances where Bradford Banducci has demonstrated transformational leadershipapproach are; Enhancement of positive customer’s culture. After reaching Woolworth, his first and major focuswas on customer’s culture. He cautioned the aspect that the customer is the most important party for thatbusiness existence. As a result, as much as the company is in need of making profits, the customer’sattention should always be ensured. This is important to enhancing that the customer is always satisfied asit’s a way of enhancing customer’s loyalty to the company’s services.Bradford Banducci has also enhanced positive relationship with the company’s existing suppliers.This is important to help bridge the existing gap between the suppliers and the board of management. Hedoes this by having various communication platforms with them and also implementing an engagement
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