Business Leadership Information 2022

Running Head: BUSINESS LEADERSHIP
BUSINESS LEADERSHIP
Name of the Student
Name of the University
Author Note

1
BUSINESS LEADERSHIP
1. Compare and contrast traditional and agile leadership in terms of
leadership style, Organizational Structure, Organizational structure,
Response to change.
Comparing and contrasting traditional as well as agile leadership in the lights of leadership
style, it can be said that, in case of traditional leadership, the power is transferred to the leader
depending on the tradition of the past. For instance, the transfer of the rights to ascend the
thrones, in case of the kings, the transfer of the dictatorship or power from predecessors to the
next generation of leaders. In other words, traditional leadership considers that the descendants
of past leaders or dictators inherit all the potentialities of an ideal leader and possess all the traits
and styles of leadership since their birth. Hence, in case of traditional leadership, it is assumed
that, the descendants of the past leaders have the rights to become a leader irrespective of their
personal choice and potentialities. The capability to utilize power for the purpose of convincing
the subordinates can be considered as one of the traits of traditional leaders. Other essential skills
of the leaders are decision making skills as well as the will power to remain active and achieve
goals. On the other hand, agile leaders are the leaders, who attempt to set a common goal, in
order to guide the subordinates or the teams they are leading towards perfection. In other words,
agile leadership can be considered as the capability and power of a leader to help the team or
subordinates to achieve individual goals even in the work environment that incorporates a series
of changes.

2
BUSINESS LEADERSHIP
Comparing and contrasting traditional as well as agile leadership in the lights of
Organizational Structure, it can be said that, organizations following traditional structure, tend to
incorporate a pyramid-shaped organizational structure in which the distribution of power is
exhibited from top to bottom. For examples, in this pyramid shaped organizational structure, the
position of CEO I will be at the top as depending on the power as well as responsibilities
assigned on the Chief Executive Officer. The rest consecutive layers of the pyramid that will lie
underneath, will represent different layers of management, workers of lower ranks in ascending
order. On the other hand, companies formulating organization structure depending on the
principles of agile leadership, possess an organizational structure which is respectively flatter. In
other words, the agile structure of a company consists of small teams which are autonomous.
Moreover, each of those teams has a specific mission. This can be explained with the help of an
instance, if an SPARK gets involved in the business of providing broadband services to the
customers, has 65 employees, then, in this case, the agile organizational structure will support the
formation of several teams (nearly 8 teams) each containing 8-10 people.
2. Cite three factors, in Spark’s business environment (internal or
external) that created a need for change. Why is it important for
organizations to be responsive to change?
One of the internal factors is the changing perception of the recruiters at Spark. Due to the
change in the perception of the society, the recruiters at Spark have realized that the company
should emphasize on the potentialities and talents only, instead discriminating the interviewees
in terms of gender.

3
BUSINESS LEADERSHIP
This transition in the perception made the recruiters realized that there is a need for
transformation in the recruitment policies of the company. Another factor that accelerated the
need for change is, the inclusion of people from diverse ethnic as well as well as demographic
background in the work environment of Spark. The anticipation of the opportunities waiting in
the future, is considered to be the third factor that made the leaders and managers at Spark realize
that the organization needs to incorporate several changes in its business process. These three
factors also emphasized on the efficiency of the leaders to make decisions. Leaders at Spark have
the power to control or channelize resources in order to welcome transformation within an
organization. Again, the incorporation of the changes identified by those three factors, also
stressed the capabilities of the leaders to foster effective communication within the organization,
so that the leaders at Spark can convince employees, who are resistant to change, to inculcate
necessary changes and cope with the organizational transformation. Effective communication by
the leaders will also guide the employees to understand the purpose behind the organizational
change along with the benefits of the change to the people engaged with the organization.
Spark’s focus on the inclusion of talents in the company without discriminating people in terms
of gender and ethnicity, the anticipation of the future growth opportunities, also highlighted that
educating the employees about the new vision and mission of the companies and motivating
them to meet individual goals are essential to foster organizational change.