Leadership Management in ICCR: Evaluation and Recommendations

This paper evaluates the leadership models and roles in ICCR and provides recommendations for improvement. It discusses the effectiveness of different leadership styles and approaches and their relevance to the business situation of ICCR. The paper also suggests the implementation of situational leadership and participative style of leadership for better outcomes.

Running head: LEADERSHIP MANAGEMENT
Leadership management
Name of the student
Name of university
Author note

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Introduction
Effective leadership is important for the contemporary business entities because
leadership roles will determine the effectiveness of the internal stakeholders. Thus, organizations
with having the effective leadership roles will have higher probability of organizational success.
However, leadership roles can be made successful only when they will be initiated on the basis
of consideration of few factors. These factors are variable in nature because they tend to change
with time. Hence, it is important for the leadership roles in the business entities to initiate the
leadership styles and approaches according to the business situations. There is different
leadership models used to evaluate the leadership styles in the organizations and each of these
models will be applicable in various situations. In the current business state of affairs,
contemporary business organizations are facing huge challenges of changing business situations
and thus they are initiating various types of leadership models.
In the case study given, Rachel is the leader at ICCR and she possesses multiple
leadership approaches, which is having both long terms and short term complications for the
company. It is also reported that the leadership styles of Rachel are facing challenges in recent
time that should be mitigated. This paper will discuss about the business situation of ICCR on
the basis of different leadership models, theories and concepts. Critical analysis will also be done
to evaluate and understand each of these concepts. Recommendations will be discussed against
the identified factors.
Evaluation of the leadership models
Prior to the evaluation of the leadership roles in ICCR, it is important to have the proper
and ideal understanding about the leadership models. This will help to critically discuss the

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effectiveness of leadership roles in ICCR. One of the major models of leadership is the
authoritative leadership. This refers to the output orientation of the leaders where the leaders are
focused only on the enhancement of the productivity. It is stated by Iqbal, Anwar and Haider
(2015), authoritative leaders are less likely to involve the internal stakeholders in the decision
making process. This is due to the fact that authoritative leaders are tends to be confident enough
to direct the employees in achieving the success. However, in this case, it is stated by Sternberg
(2013) that following authoritative leadership can have detrimental impacts on the business
because of the fact that employees will have lower sets of productivity. In this leadership style,
employees tend to have lower sets of involvement in the organizational affairs. Thus, the level of
organizational citizenship will be low for the employees.
However, there are different opinions being given by others authors that state that
authoritative style of leadership can be effective for particular section of the employees. As per
the McGregor’s x and y theory, employees from the X group are having more negative approach
towards their workplace. According to Gurbuz, Sahin and Koksal (2014) X group of the
employees are tending to avoid their responsibilities and they need to be supervised in their
work. Thus, as per the authors, authoritative style of leadership is effective for managing these
employees. In terms of the situation at ICCR, non performing employees are not evident and
they are supportive of the leadership roles followed in the workplace. Thus, it can be concluded
that authoritative style of leadership is not relevant for the business operation of ICCR. In the
next section, it will be seen whether Rachel is following authoritative style of leadership.
Another major model of leadership is the authentic executive, which refers to the
leadership roles where the leaders are transparent and honest about their emotions. These leaders
also find it difficult in managing their authentic emotions towards any events. This model of

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leadership is also having both advantages and disadvantages with the major advantage are
accessible to even the lower level employees. According to Wong and Laschinger (2013),
initiation of the authentic leadership might help in the enhancing the productivity and
performance of the employees. This is due to the reason that in this case, the leaders will be more
emotionally attached with the employees and will also be involved in the organizational process.
Hence, the involvement from the side of the employees will be more in this case. On the other
hand, Marsh (2013) stated that passion of the employees will get increased with the authentic
style of leadership in place and family styled culture can be followed in the workplace. However,
the authentic leadership is also having demerits such as lack of control of emotion, which might
have negative implications on the employees. As per Regan, Laschinger and Wong (2016), in
different cases, authentic leaders cannot able to control their emotions majorly in the case of
negative incidents and this will affect the impression among the employees. The level of
involvement being shown by the authentic leaders might put pressure on the employees in terms
of their performance. In the case of ICCR, it is evident from the case that Rachel is following
authentic style of leadership to some extent. It will be analyzed in the next section.
Another effective and popular model of leadership is coaching that refers to the fact that
leaders are also responsible of mentoring the employees in achieving their objectives. According
to Berg and Kalsen (2013), leaders should also act as the coach or mentor for their employees
due to the reason that it is responsibility of the leaders to make them effective and eligible. The
authors have also stated that coaching leadership can be highly effective in managing the
employees because they will be better trained and specialized in dealing with the organizational
challenges. However, on the other hand, as per Ladegard and Gjerde (2014), following coaching
style of leadership can be challenging because different employees will have the requirements

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for different sets of coaching. In this case, the leaders will face the challenge to mentoring each
one of them. In the case of ICCR, the evidence of the coaching style of leadership is not found in
the case. This is mainly due to the reason that Rachel is already having skilled and specialized
employees in place.
Democratic style of leadership is another popular model being used in extensive manner
in the contemporary business organizations. This refers to the process of initiating the decision
making process on the basis of consensus and participation from the different internal
stakeholders. According to Woods and Woods (2013), initiation of the democratic style of
leadership can be beneficial in equal distribution of the authority and power among the internal
stakeholders. This is due to the fact that with the participation of more internal stakeholders in
the decision making process, each of them will be able to exercise equal authority and opinions.
Furthermore, Jones (2014) leveraged on the fact that with the help of the democratic or
distributed style of leadership, decision making process will become more effective and efficient
and the employee engagement level will also be more. The authors have also stated that in the
current business scenario, majority of the firms are following democratic style of leadership due
to the relevance of group based works in place. However, initiation of the democratic or
distributed style of leadership might also prove challenging for the workplace due to the reason
that it will create complex situations in the decision making process. This is due to the reason
that more opinions should be considered in the democratic process. As per Terzi and Derin
(2016), in the case of democratic leadership, each of the involved stakeholders can provide
opinions in the decision making process, which will cause difficulty for the leaders to create
consensus. Moreover, it is also being stated by the authors that time consumption will be more in
the democratic leadership because building consensus from the various opinions will take time.

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Hence, democratic style of leadership is not effective for the challenging business situation
where faster actions are required.
Critical analysis of the leadership roles at ICCR
From the case study, it is identified that evidence of different leadership styles are
associated with the leadership roles in ICCR. One of the major evidence is the forecasting ability
of Rachel. This denotes to the fact that Rachel is having the forecasting ability of identifying the
opportunities in the pharmaceutical industry. For example, she started a new entity to focus on
tapping the opportunity in having cost effective research centre. This skill is an example of
transformational style of leadership. According to Breevart et al. (2014), transformational style
of leadership refers to the process of having forecasting capability and visionary skills in tapping
long term opportunities. In addition, transformational leaders are also more optimistic in nature.
This is also evident in the leadership roles of ICCR. For instance, ICCR is having positive and
effective working environment for the employees and they are having progressive approach in
the workplace. This denotes that Rachel is following the features of the transformational style of
leadership to a certain extent.
However, Odumenu and Ogbonna (2013) stated a key negative point of the
transformational leadership, which is the lack of control over the daily operations. This is due to
the reason that transformational leaders looks after every aspects of the business and thus it is not
possible for them to maintain the personalized communication program with each of the
employees. They are more concerned with the tapping of future opportunities and influencing the
larger groups of stakeholders. This also evident in the leadership styles of Rachel due to the
reason she is facing the challenge of overseeing the daily operations of the entity. In the case

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given, it is reported that due to the increase in the business operation of ICCR, Rachel gets busier
with different jobs and is not being able to look after the daily activities. Furthermore, she is also
not being able to communicate with the employees individually. Hence ICCR is facing both the
advantages and disadvantages of following transformational leadership. Kark and Shamir (2013)
stated the risk taking ability is another key characteristic of the transformational style of
leadership. In the given case, it is stated that Rachel is having risk taking ability, which is further
enhancing the workplace effectiveness. Thus, it can be concluded that transformational style of
leadership is the most relevant forms for Rachel.
It is also identified that authentic executive style of leadership is also having evident in
the leadership style of Rachel. This is due to the reason that in the case, it is reported about the
welfare of the employees being taken care of by Rachel. It is stated women employees are being
provided with children day care facilities and other benefits and are personally initiated by
Rachel. This denotes the fact that Rachel is emotionally attached with the employees. Wang and
Hsieh (2013), stated that according to authentic leadership approach, leaders should be
emotionally attached with the employees, which is evident in the case of ICCR. It is also evident
that Rachel is facing the negative impact of the authentic leadership as well. This is due to the
reason that as per the authentic leadership, it becomes difficult for the leaders to control the
emotion. In the case, it is identified that Rachel became frustrated due to her inability of directly
communicating with the employees, which denotes her negative emotion. This frustration of
Rachel is causing difficulty in leading and managing the employees in the most effective manner
(Leroy et al., 2015).
One of the major limitations of the leadership roles in ICCR is the lack of control of
Rachel over the managers due to the rapid increase in the operation of the entity. According to

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Van Knippenberg and Sitkin (2013), following transformational style of leadership will enable
the leaders in controlling the internal stakeholders by means of personal charisma and influence.
Rachel also tried the same by communicating her objectives to the departmental mangers and
further to the lower level employees. However, in the case, it is seen that Rachel is losing control
over her departmental managers with her values and objectives. This denotes that she is failing as
a transformational leader by means of influencing the subordinates. Hence, the values and
business objectives being followed by her departmental managers are different to what she
expected.
Recommended approaches
There are number of shortcomings being identified from the existing leadership
approaches in ICCR and thus this section will discuss about a few recommended strategies that
might help in overcoming them. One of the major strategies to be recommended is the initiation
of situational leadership approach. This refers to the process of changing the leadership
approaches according to the business factors. For example, ICCR is operating in a competitive
environment and both authoritative and democratic style of leadership will be required based on
the on business factors. In the case of initiating situational style of leadership, the leadership of
ICCR will have the required agility and flexibility to change the leadership styles according to
the demanding situations. In addition, it should also be noted that as per the McGregor’s X and Y
theory, workplace will have both groups of employees and each of these groups will require
different leadership approaches. In this case also, situational style of leadership will be beneficial
by managing each of the groups in different manner.

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It is also recommended that Rachel should be more participative style of leadership over
the authentic styles. This is due to the reason that with the existing process of authentic style of
leadership, the emotions of Rachel are not affecting the employee behavior and is more
detrimental towards controlling and communicating with them. On the other hand, initiation of
the participative style of leadership will be beneficial in employing and involving more internal
stakeholders in the organizational affairs. This will ensure the connection between the leaders
and the subordinates and the issue of Rachel in reduction of the communication with her
subordinates can also be overcome. Moreover, initiation of the participative and democratic style
of leadership will also enable Rachel to communicate her vision and values effectively, which is
not the case currently. As of now, the vision and values of Rachel are not being followed by the
departmental managers of ICCR or they are not being properly communicated. Hence,
participative style of leadership will be the most effective form of leadership according to the
current situation in ICCR.
Lastly, it is recommended that Rachel should lead by example in order to have the
positive outcome from her transformational style of leadership. This is due to the reason that
currently, she is not being able to create influence among the subordinates and in this case,
leading by example will only increase her value. The departmental managers as well as the lower
level employees should have the proper and clear understanding about what are expected from
them. Leading by example will meet this criterion and in the later stage, Rachel will be able to
create influence among her managers and employees. However, in terms of the implementation
process of these discussed strategies, phased model should be followed. Holistic implementation
of all the recommended strategies will create complex situations and will not meet the cause.

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Hence, phased model of implementation should be followed where each of the strategies will be
implemented at a time and based on the feedback, the following one should be implemented.
Conclusion
This paper concludes that existing leadership roles and approaches in ICCR are having
both negative and positive sides and all these sides are being identified. This paper identified that
the transformational characteristics of Rachel are creating positive and favorable impression
among the internal stakeholders. In addition, the authentic style being followed by Rachel is also
maintaining the emotional attachment with her employees. However, these approaches are
having shortcomings as well such as lack of influence on the employees and lack of effective
leadership for different employee groups. In this case, there are few recommendations discussed.
This paper recommended that Rachel should follow situational style of leadership to have the
required flexibility in the organizational management. This will help Rachel to lead the
employees according to their traits and requirements and according to the business situations.
Moreover, it is also recommended that ICCR should have participative style of leadership over
authentic style in order to have higher sets of involvement of the internal stakeholders. This will
ensure higher influence of Rachel in the workplace along with better and effective process of
communication. Rachel is also recommended to lead by example in order to influence her
subordinates in the most practical form.

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