Challenges Faced by Leaders in Nestle

This document discusses the challenges faced by leaders in Nestle, particularly for first-time leaders. It covers topics such as adjusting to role, micro managing, not demonstrating leadership, lack of communication, and challenges that could be faced by leadership. The document also includes references to relevant books and journals.

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
CONCLUSION................................................................................................................................1
REFERENCES................................................................................................................................2

FORUM POST 2
Description of key challenges faced and that could be faced by leaders.
There are various challenges which are faced by the leaders in most of the organisations.
They are particularly relevant for the first time Leaders. They have significant role to play in an
organisation and due to which they have to face various challenges.
Challenges faced by Leaders in Nestle
Adjusting to Role
It is difficult for the first time Leaders of Nestle to take ownership of the role. It may be
difficult in managing the people with whom they have worked closely as the peers and may have
personal relations with them. Leaders are required to learn to keep personal relationship separate
from the the workplace conversations.
Micro managing
Leader have the role of supporting and coaching the team to help perform on their best
abilities. They face difficulty in maintaining line between giving space of work and managing.
Leaders have to control and oversee work of others which many time is seen by the employees
on negative side and resistance is faced by Leaders (Sumanasiri, 2020). It is difficult to establish
trust and confidence for the Leader among the employees.
Not Demonstrating Leadership
While micro managing could be issue, other end of spectrum may not giving the people
guidance about what is expected from them. Leaders also have to allocate the work and task to
employees as per their skills and knowledge which is challenging task for them. In Nestle
Leaders have the challenge of giving direction to employees based on their skills and knowledge.
Lack of Communication
People as new Leaders may face difficulty in openly communicating with the teams
about the expectations or in bringing up issues which are encountered by them. Leaders may find
it challenging to know the actual issues and problems faced by them which are to be resolved for
increasing efficiency and productivity.
Challenges that could be faced by Leadership
Challenges of environment
Leaders have to deal with the uncertainties of business environment. It is very essential
for the leaders to analyse the challenges that company may be required to face based in the
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current business environment. Incapability of the leaders to assess the environment changes
could harm Nestle significantly.
No upward feedback
It is essential for the leader to assess their work and strategies. They have to analyse that
the strategies and activities put by them are working effectively. However they may not get the
required positive response from the members and adequate feedback about the process may not
be provided by the employees.
Employee development
If the leaders are not able to develop trust and confidence in their employees they may
face difficulty in developing their skills and competence (Burnes, Hughes and By, 2018).
Employees may not accept the instructions and directions of the leaders for their development. It
may also result in resistance to change.
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REFERENCES
Books and Journals
Sumanasiri, E.A.G., 2020. Value-Based Organisational Leadership: A Literature Review.
Burnes, B., Hughes, M. and By, R.T., 2018. Reimagining organisational change
leadership. Leadership. 14(2). pp.141-158.
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