Leadership for the Contemporary Organisation

This document discusses the selection and explanation of leadership style, tools and techniques used for influencing the project team, selection of power type, and steps for alleviation of challenges in the contemporary organisation. It emphasizes the importance of transformational leadership style and effective communication within the team. The document also highlights the use of strategic vision, intellectual stimulation, and collaboration to achieve project goals. The challenges of communication, scheduling, and training are addressed with the use of a common feedback and report sharing platform, digital scheduling tools, and flexible training methods.

Running Head: LEADERSHIP FOR THE CONTEMPORARY ORGANISATION
Leadership for the contemporary Organisation
Student’s Name
University Name
Author’s Note

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Table of Contents
A. Selection and explanation of leadership style.............................................................................3
B. Tools and techniques used for influencing the project team.......................................................3
C. Selection of power type...............................................................................................................6
D. Steps for alleviation of challenges..............................................................................................9
Reference List and Bibliography...................................................................................................10

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A. Selection and explanation of leadership style
Considering the kind of projects team that has been selected for the multiple projects of J and J
furnishings comma it can be highlighted that the transformational style of leadership is best
suited for handling the pressure and delivering the required outcome from the projects
undertaken by the organisation. The transformational leadership style has been selected for the
project undertaken by the organisation because this style leadership can help in development of a
thriving work culture by means of effective communication within the team (Larson & Gray,
2017). Besides, any leader needs a certain level of strategic vision as well as intellectual
stimulation for managing the various challenges like multiple cultural backgrounds, multiple
experience level, difference in time zones and other challenges. Under the situation, it is required
that the transformation will undertake decisions based on the demand of the situation and
keeping in mind that high goals needs to overcome under strict deadlines. Nevertheless, as per
Nishimura and Okamuro (2018), the best part of transformational leadership is that the leaders
face the challenging situation in Unison with the team which keeps the team motivated and
working towards achievement of the goal with exceptional results.
B. Tools and techniques used for influencing the project team
The strategic vision of transformational leadership has to be implemented in order to develop
some feasible strategies for management of project work which involves:
 Navigation of time zones and determination of meeting time for all the team members
spread across the globe. In this context time coordination have to be maintained by the
project leaders so that all the members are able to be present in the meeting without
having to compromise the working time of one employee against the another. Secondly,

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the leader needs to be aware that no member of the project team gets an assignment on
their respective religious or national holidays and he or she have to be Savvy about
cultural differences and always be careful that in the scope of frequent communication
among various employees, no cultural differences come into context.
 In order to make information communication is there, the Project leader is under
transformational leadership generally preferred to share a common software platform
with all team members so that everybody can provide input feedback based on and
unique timeframe and tracking progress. Nevertheless the fact that every individual team
member will receive the messages at individual time cannot be avoided (Sauer, 2018).
For that purpose, the leader should have the policy of working in rotational shift
implemented in all the geographical areas, so that the individual team members not feel
that they have to work and order hours while other members have the privilege of
working under comfortable working hours. In this context, the project team will need
constant support from the IT team because of which the leader have to ensure that the
project members in the IT team of the project should belong to a definite Geographic and
time zone.
 Nevertheless, the project should realise that in order to achieve the sustainability goals,
members of various work like the human resource, technology development,
manufacturing as well as marketing Team should be aware about the sustainability goals
of the organisation. That is why, the transformation and Urban Development Strategies
for execution of working goals. He or she will do that based on measuring reports
published by individual working things from individual Geographic areas. Based on those
outcomes, the unique strategies will be formulated by the project manager.

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 As a leader of a global project team, the transformational leader will have to keep on
communicating over the voice constantly and parallel with the different working groups
for evidence, he will be constantly receiving feedback over the communication platform
from the supply team, manufacturing team as well as the marketing team. Based on the
challenges faced by distance, the cost management and efficiency management programs
will be implemented in constitution with the IT team and the accounting team (Oertig &
Buergi, 2006). This is because, it needs to be remembered that organisation help each to
minimise lost cells, create efficiencies and keep the organisational operational costs as
low as possible. Another important strategy followed by transformational leaders in
managing Global workgroups is avoiding generalisation, stereotyping on making
assumptions about the work groups. Almost all individuals have general perception about
individual cultures and people pertaining to those cultures.
 However, in this context, a transformational leader will never neglect the advice or
opportunity of consultation with any member of any work group. Open ended
communication is the way of in person collaboration strategy which is a favourite
leadership style of transformational leaders. There are several Global organisations like
Yahoo who implement this form of leadership so that strategic ideas regarding execution
of individual project assignment flows through the common communication platform and
gives in-depth ideas to the Project leader regarding how to plan the project goals.
 Success of project will depend on communication of measuring reports with individual
work groups. For evidence, the marketing team have to be properly communicated with
the CSR initiatives that the organisational leaders are planning for a sustainable impact of
the organisation. For the purpose, a transformational leader will understand and analyse

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which prospects of CSR initiatives and objectives should be communicated with the
marketing team, so that they can plan their individual advertising goals. in case if there is
a common sharing platform, the marketing organisation will perceive the objectives and
develop and Advertising plan which will be immediately shared to another measuring
report and forward it to the same show that the finance team can observe and sanction the
same. Mobile the communication flows in this way, the Project leader will always keep
on communicating in voice with different teams and being the individual project team
leaders immediately whenever any immediate strategic decision is needed to be
undertaken for the project (Hornstein, 2015).
C. Selection of power type
1. Influencing the project team
In order to influence the project team, the cult of personality of a transformational leader is the
biggest power available to him, which is referred to as by Raven (2004) as the referent power.
This is the power of respect, which is generally obtained by transformational leaders.
Transformational leaders generally opting this with time as their handle several challenges faced
by individual working teams by walking hand in hand with them and developing a track record
of success. In most of the instances, the individual working groups developed the conception that
the outcome of the project will be better if the transformation and leader rights in the project and
this is how the referent power is gained by the leader (French & Raven, 2004). Along with that
the informational power that is possessed by the leader, so far as the working goals and the
strategic vision of the two important projects of this organisation is concerned, the informational
power will also be of great help. The power of habit information will allow the leader to
immediately communicate with any working member and demand the execution of specific job

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roles that is needed for making the project progress to the next level. Forevidence, if the
marketing team is not able to understand the CSR goals of the organisation, they will not be able
to reflect the sustainability goals of the organisation in advertisement outline. However, it is a
Project leader to understand that and immediately stall the finance and auditing from sanctioning
the project, since further changes would have been required in sucha advertisement project
outline. This is why the information about of the Project leader will be crucial and having a
common feedback and measuring report sharing platform will effectively bestow the
informational power in the hands of the Project leader (French & Raven, 2004).
2. Motivating the team members for collaboration
The reward power of a transformational leader wills members for collaborating with others. The
present structure can be set by the leader in such a way so that the individual members or
individual working things which communicate and collaborates their progress in the best
possible way will get the highest appraisal. The projects under the sustainability goal, undertaken
by the organisation needs support from all individual members of the project team. Lastly the
expert power of a leader is another essential component that will help him to understand if the
project teams are collaborating with each other. For evidence, the leader will be able to
understand the budgetary disturbances, if the project team members of the marketing, finance as
well as sales are not communicating with each other. If the sales budget is increasing, the project
management and specifically the Project leader will utilise his or her expert power to understand
the differences in the sales ordering, building as well as shipping process. This is how, by means
of expert power the Project leader will identify the loopholes in the work done by the individual
members as well as the individual working teams so that the organisation project members
understand the areas where they have to collaborate with different team members as well as

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different departments of the project group for accomplishment of best outcomes in favour of the
project (French & Raven, 2004).
3. Impacting the project success
The expert power the projector will be greatly helpful for the successful project outcome of the
organisation. In this context, the Project leader should have understanding of the sustainability
needs of the organisation so that he or she is able to determine the right supplier who drives the
manufacturing materials from sustainable sources. In this context, the information power of the
projector is also essential as he will be needed to communicate with suppliers regarding what
kind of Differential and innovative product line the organisation is thinking of developing in the
future under the scope of this project. Based on that, and the advice of the supply team as well as
his expert power, organisation decides the material that will be procured from the suppliers. The
power of knowledge will one second come into play when the Project leader will be needed to
give contract to the right supplier, who will be able to provide the desired material to the
organisation at the most rational price.
Keeping in mind, the needs of the organisation, the my use expert power to develop and
innovative paper free billing and shipping documentation system. Under the scope of this
invention, the Project leader has to ensure that the billing and logistics process is also becoming
smoother and faster by implementing this process. The specific role of the transformation and
visit in this context will be analyse different unit strategies taken in this context by other major
organisations and the level of success attained by them. The transformation and their works
closely with his team and therefore he has the capacity to understand if a certain project strategy
will give the best outcome for this project or not.

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D. Steps for alleviation of challenges
The biggest challenge that the Project leader will face in terms of managing the project team as
well as the project is in context of communication as well as scheduling. It becomes difficult for
the manager to communicate small issues, since he or she is not able to meet the respective
project members in person whenever needed. In this context, it can be specified that the
researcher has already mentioned the development of a common feedback and report sharing
digital platform which can be used for mitigating challenges like this.
In order to manage scheduling conflicts, the leader will have to adopt any project on work
breakdown structure making tool which will be digital. Various inputs regarding individual
holidays, working times, working shift zones and again formation will be incorporated in the
software and based on that scheduling for the different members in different time zone and his
Geographic zone will be developed by the software. Organisation members might face difficulty
in adopting to work with these digital changes. In order to mitigate this challenge the Project
leader will have to arrange for flexible training and development methods where by video and
picture based learning module will be developed by the training and development team of the
organisation and the same will be communicated to individual project members through the
common sharing platform. Thereby, the project members will be able to watch the video and
undergoes a training program according to their own time conveniences. The outcome of the
training program will be measured by providing a objective checklist into the individual
members. They will be taking the checkboxes based on their understanding of the training video.

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Reference List and Bibliography
Larson, E. W., & Gray, C. F. (2017). Project management: The managerial process. McGraw-
Hill Education.
Nishimura, J., & Okamuro, H. (2018). Hornstein, H. A. (2015). The integration of project
management and organizational change management is now a necessity. International
Journal of Project Management, 33(2), 291-298.Research Policy, 47(5), 840-853.
Sauer, S. (2018). PROJECT MANAGEMENT BETWEEN PROJECT LEADERSHIP AND
PROJECT SUPPORT. Journal of International Management Studies, 18(3).
Oertig, M., & Buergi, T. (2006). The challenges of managing cross-cultural virtual project
teams. Team Performance Management: An International Journal, 12(1/2), 23-30.
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
291-298.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill
Education.
Archibald, R. D., & Archibald, S. (2016). Leading and Managing Innovation: What Every
Executive Team Must Know about Project, Program, and Portfolio Management.
Auerbach Publications.
Fuller, M. A., Valacich, J. S., George, J. F., & Schneider, C. (2017). Information Systems Project
Management: A Process and Team Approach, Edition 1.1. Prospect Press.

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Le Roy, F., & Fernandez, A. S. (2015). Managing coopetitive tensions at the working‐group
level: The rise of the coopetitive project team. British Journal of Management, 26(4),
671-688.
French, J. R., & Raven, B. (2004). The bases of social power. Studies in social power, 1959-150.