Leadership and Management

Running head- MANAGEMENT
Leadership and management
Name of the student
Name of the university
Author note

1
MANAGEMENT
Assessment task 2
1.
 Making contrary plans for following the budget can be one of the means for providing
proper response to the store managers’ behaviour. Along with this, cutting down the
costs would be productive in terms of enhancing the standards and quality of the
timber, plumbing and electrical services. Carson, Carson and Birkenmeierb (2016)
argue that positive leadership behaviour is reflected through the components of the
self-awareness, self-regulation, motivation, empathy and social skills. In the case of
the store manager, yelling at the department managers contradicts the aspect of
positive leadership.
 One of the principles of emotional intelligence is that emotion is information. The
store manager merely yelled at the department managers for not exposing
collaborative output for improving the revenue. However, she did not share the
information regarding the down market scenario regarding the targets and the
competition from the smaller business of the contractors. No matter how the
individuals try to hide their emotions, they are not always successful. On the other
hand, Jain (2018) is of the view that the triggers of violating the rules and regulations
by the department managers compelled the store manager to yell. According to one of
the other principles of emotional intelligence, the emotions need to follow logical and
consistent patterns. The store manager exposed this kind of deviant behaviour just in
the last week only. This destroys the consistency in the behavioural patterns in the
workplace.
 The store manager could have considered statistical data regarding the decline in the
sales target, graphical analysis comparing the current situation of the company for
enhancing the awareness of the employees and the department managers. However,

2
MANAGEMENT
Krishnakumar et al. (2016) thinks that involving the trade contractors in the meeting
would have resulted in strategic alliances, indicating collaborative approach towards
increasing the sales revenue and the profit margin. Interactive sessions would also
have been productive in terms of producing effective resolutions for upgrading the
situation. Inquisitive approach instead of yelling and rebuking, would have averted
the instances of employee turnover and affectation in case of the lower level
employees. Notifying the employees about the meeting would have improved the
stability in the public relations (Li et al. 2016).
 According to the vision of Australian Hardware, ethics and corporate social
responsibility are the crucial components. The personnel are expected to adhere to the
terms and conditions of the ethical code of conduct, which dictates that the managers
need to display emotional awareness and positive teamwork in the workplace.
However, the rude behaviour of the store manager contradicts the morale, indicating
the exposure of deviant behaviour. Shouting on the departmental managers resulted in
the reduced morale of the managers, compelling them to think of quitting. As per the
opinions of Caruso et al. (2015), this situation, further led to issues related to
insecurities, adversely affecting trust towards the assistance needed from the higher
authorities. This situation acts as a threat for the revenue in case of the stores of
Australian Hardware. Meetings with the directors would prove beneficial in terms of
shaping the future courses of action.
2.
 Misunderstandings or conflicts take place mostly between the different nationalities,
religious or ethnic groups. The root cause of these misunderstandings is the
communication style, which is adopted. Within this, Dabke (2016) cites the example
of language barriers, which is an evident issue. For example, the employees belonging