Integrative Leadership Paper: Identification of a Leadership Issue in an Organization and Analysis of the Issue

Integrative Leadership Paper

Contents
Part 1: Leadership Problem.............................................................................................................2
· Identification of a leadership issue in an organization and analysis of the issue......................2
Part 2: Literature review..................................................................................................................4
Theories & Discussion.................................................................................................................4
References........................................................................................................................................7

Part 1: Leadership Problem
Identification of a leadership issue in an organization and analysis of
the issue
Leadership is the process which directly influence the behavior of an individual to work
willingly and in a proper manner to achieve the pre-determined goals. The relationship between
the leader and the followers is mainly to achieve a common goal. The contemporary roles are
related to lead the team with managing the conflicts, coaching for improving the performance of
the team members (Amanchukwu,, Stanley, & Ololube, 2015). There are contemporary issues
which includes the out of box thinking, globalization, change in the dynamic groups, technology
and then dealing with the change and uncertainty. The company chosen is McKinsey where it
has been facing different problems. It is seen that the context is important for a leadership and
the leader performs well in that particular situation only. With changing European service
business, we understand the records when markets are growing quickly but at the same time,
there is a need to provide certain directions with imposing financial discipline on the business
units, when there is a economic downturn (Brown & Treviño, 2014) . Hence, to analyze them,
there are training initiatives where people come across different sets of assumptions to fit the
same group of skills and leadership regardless of strategy. The planning is based on answering to
support the acquisition led growth strategy.
Decoupling the reflection from the real work: It is when the planning of program’s curriculum
includes how the company tend to face a balancing act. The focus is on not only creating
opportunities but also address the higher priority needs with the acceleration of new challenges
of the product. It turns around the sales region with negotiating the external partnership and
developing a new sense of digital marketing strategy (Bush & Glover, 2014). For McKinsey &
Co., they need to focus on the participants in a leadership development program. The analysis is
based on ability to push the training participants with reflecting on the real work experiences to
apply for new and different approaches. The gap is between the urgent and must do projects with
the availability of capable leaders, which is a major challenge (Day, Fleenor, Atwater, Sturm, &
McKee, 2014).