Exploring Leadership Styles in Organizational Effectiveness

The objective of this research is to explore various leadership styles including transformational, shared, and others, investigating their influence on organizational performance and employee dynamics. By analyzing studies from 2012-2014, the assignment evaluates how different leadership approaches affect team effectiveness, creativity, innovation implementation, and motivation. The study also considers the moderating effects of factors like organizational size and climate for innovation. Through a synthesis of these insights, this research aims to provide a comprehensive understanding of which leadership styles are most effective in enhancing organizational success and employee satisfaction.

Running head: TICKETING OPERATIONS MANAGEMENT
TICKETING OPERATIONS MANAGEMENT
Name of the student
Name of the university
Author note

1TICKETING OPERATIONS MANAGEMENT
Executive summary:
The aim of this report was to analyze the ticketing operations of the Western Field
University. A case study was provided as a guide to achieve the objectives. The results
indicate the pros and cons of the decisions made by the management of the ticketing
department. This report concludes that SMT model is beneficial with little supervision and
proper understanding of regulations. It is recommended to adapt the various suggestive
measures provided for the formulation of an efficient system.

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Table of Contents
INTRODUCTION:....................................................................................................................3
DISCUSSION:...........................................................................................................................4
Challenges in Implementation of SMTs:...............................................................................4
Top three Priorities for the Management:..............................................................................8
Chosen issues & Justification for the same:.......................................................................8
Objectives to Overcome Issues:.........................................................................................9
Steps or Action plans to achieve the Objectives:.............................................................10
Resources required for the Implication:...........................................................................11
Reflective Views on SMT-Model:.......................................................................................12
Style-Impact on managing SMTs in Organization:.........................................................12
Managerial Actions to Achieve Goals:............................................................................13
Motivation Strategies to ensure achievements and Effective SMTs:...............................14
Relevant Control Measures for achieving Targets:..........................................................15
Greatest Challenge for the Western Field University regarding People Management:...16
CONCLUSION:.......................................................................................................................17
REFERENCES:........................................................................................................................18

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INTRODUCTION:
A sport manager is equally an essential part of the sports management as the players
or a team is supposed to be. Sports managers can be termed as the general managers, who is
responsible for handling or managing the various aspects regarding the business segment foe
the teams and the members at any institutional or professional level in discussion. Sports
management, to be precise, is the field in business dealing in sports or recreation. This might
directly be briefed as the skill relative to planning, organizing or controlling the budgeting,
thus, an overall evaluation in reference to the department, whose prime theme is oriented
around a sports product or rather any sports itself. The recent studies and researches deduce
that there is an immense growth of the financial sector of sports recorded to be approximately
about $213 billion annually, supporting it to be among the largest industries internationally
providing a high level revenue. Recent improvisations surrounding the sports industry
evolves and emphasizes the necessity of the same for a proper organizing infrastructure.
This case presented in this very report is in relevance to the ideologies and
methodologies of a sports management causing or posing challenges for the sports managers
through the projection of the importance and impacts of organizational infrastructure on the
job satisfaction and performances. In relevance to shortcomings of different aspects of sports
management, in this case the challenges faced by the director of ticketing operations, Derrick
Moore is discussed in details, when the organization decided for evaluating the impacts of the
changes introduced in the recent history, to be approximate a duration of 2014 till May, 2016.
Comprising the general supervision, designated administrators have the responsibility to
manage the aspects of the ticketing operations, inclusive of sales of tickets and its operations.
The designated person is responsible for the efficient ticket processing (Aznar et al., 2012).

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This report, though with the support of a fictional case, identifies the underlying
issues and limitations in the transformation process of an organizational infrastructure
alongside the motivation for the employees in real-life situations. This report comprise of the
exhibits highlighting the ticket sales data, turnover data and he quotations needed for analysis
(Graham & Trendafilova, 2016). This case reflects certain leadership lessons and
simultaneously introduces various mitigations possible to overcome the challenges involved
in the case, for the ticketing manager.
DISCUSSION:
Challenges in Implementation of SMTs:
Back in 2014, a two-week leadership retreatment in Denver provided an idea of
implementing motivation in the employees for a direct growth in productivity. In the
conference introduced the idea of Self-Managed Teams, following which it was exciting to
implement this model in the ticket operations department with knowledge that this has the
potential to boost the productivity by 305 to 40 %. This seemed efficient in the athletic sales
segments. The first step involved in this action plan was to convince the director of athletics
that this would prove to be beneficial for the organizational infrastructure.
Western Field University holds a strong traditional aspect in collegiate athletics with
various athletic facilities for women’s basketball and men’s football team as is witnessed
from the exhibit 1 (Graham & Trendafilova, 2016). Back in 2013 summer, derrick was hired
to improvise the ticket operation department; the main goals for the department were
providing service for the existing ticket holders, attract customers and sell tickets. Derrick
was confident that a high-level motivation boost would help the employees to regain and
strive for betterment in the units the department was responsible for but in vain, this upgraded
performance was short-lived. This was the instant that Derrick felt the necessity of SMT

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application, which was enforced from 2014. The entire infrastructure had sub departments
with a boundary of access along with managers for the segments who were in charge of
precisely two seniors and three juniors, which summed up to 20 representatives with the
responsibility to repot to Sarah who in turn reported the details to Derrick.
However, these implications raise various challenges that were supposed to be
managed. Firstly, this organizational structure provided a minimal opportunity of contact
between the Derrick and the managers both junior and senior, even with Sarah. This mainly
caused the trouble regarding the approving special accommodations for the customers, which
needed immediate proceedings even lacking the consultancy with senior level personnel.
Thus, this often proved to be a barrier for the managers in proving standardized customer
service. Another difficulty witnessed surrounding this communication issue was the delay in
simple requests approval of the customers, which directly resulted in the declination of ticket
sales. Another recorded segment of challenges was the high turnover oriented with the sales
managers who felt burdened with the sales targets and policies, which imposed responsibility
on the higher-level management to train up new employees in a higher rate. This issue
directly endorsed undesirable repercussions, firstly, the new employees felt burdened as the
managers complained about their inabilities in sales. As well as managers were frustrated to
train up new employees. Secondly, this created obstructions for the managers to concentrate
on the sales improvement, which had no appraisal since 2012.
However, witnessing the limitations in the structure Derrick and Sarah arrange for a
meeting to introduce few changes in the organization to embrace the SMT model efficiently
with the goal that the present teams should be more focused in problem solving and
innovation scheme. Few implications surrounding can be enlisted briefly. Firstly, the
elimination of existing boundaries that caused distinctions between employees was needed to
make more flexible and cooperative environment; this promoted a cohesive structure,

6TICKETING OPERATIONS MANAGEMENT
lessening the challenge of the customers to swing between the sub-departments. The second
step regarding this was the removal hierarchical differences to construct two-level
representatives to provide power of decision-making in a wider range. Another measure was
the transformation regarding hiring technique, which was enforced to improvise the system
and select candidates with potential skills. This had an attachment of group activity in which
candidates were given responsibility to sale tickets. Next, was the reconfiguration of team
definition that directly focused on the number and productivity of a team, with the conclusion
of comprising mixed sales type would be beneficial. Another area of focus was revising the
autonomy of the organization, which needed a gradual increase to improvise the productivity
from the employees. Especially, in the SMT model through months and years the Derrick
viewed the employees to possess not only the day-to-day control but also the participation in
management decisions. Next, and probably, an important ground was deciding the leadership
style of the coordinator appointed to manage the teams, who will be capable enough to make
decisions with minimal management help. Derrick and Sarah held a 3-day seminar for the
new sales year.
Implications relative to the SMT model witnessed few advantageous outcomes with
still many limitations and challenges, when evaluated in 2016. Firstly, on the ground of job
definition, initially, the employees were confused with the new roles and authority, which
made few of them uncomfortable while most of them with the passage of time felt
empowered and satisfied due to the new service level they can provide the customers.
However, a noted struggle was that the employees had to take part in dealing with various
kinds of customers, who initially was restricted to a certain category of customers. The suite
sales employees due the previous higher status seemed restricted in the cooperative activities
of the teams.

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The replacing rate for the sales representatives recorded a change, being, seven in first
8-months to 4 in two-years. Among the replacements, two individuals were non-cooperative
while others completely misunderstood and misused the idea of self-managed teams,
accessing the control in an ill-mannered form.
Next concern in evaluation was the area of team goals and decision-making criteria.
In accordance with the developed infrastructure unlike the previous one, the team took most
of the decisions and only 1% was left for the coordinators. The teams became highly eligible
in sales processing. However, certain challenges were still a crucial part to this.
The team unity to work through the challenges was appreciable still posing a
difficulty in individual recognitions while group appreciation was more easier to
acknowledge. Simultaneously, employees did request for individual appraisals with respect to
their performances. This became an awkward method to acknowledge any efforts, rather the
coordinators concluded to invent ways to incentivize both team and the individuals, avoiding
any unethical competition.
Another area, which needed consideration, was evaluating performances of the
individuals overall, to which no direct and appropriate feedback was received. For two
coordinators it was difficult to evaluate 20 representatives.
The decision making regarding over-time, vacations, benefits and approvals are meant
to be restricted to the director, which due to the flexible and developed infrastructure was
misused by the employees who took it for granted that they are able to decide for the same.
The team seemed unsatisfied with the amount of power provided to them and
demanded for more that eventually affected Derrick to the level to wonder how much more

8TICKETING OPERATIONS MANAGEMENT
could be provided, as the limits for employees and management were pre-decided and
transparent to the organization (Johnson et al., 2013).
The evaluation of the implementations surfaced many issues to be addressed to
increase the productivity and growth towards sustainability.
Top three Priorities for the Management:
The management still needs to address certain challenges oriented with the employees
of the organization to establish a strong foundation. As pre-mentioned and described briefly,
are presented few issues, which still needs to be handled on the implementation of the SMT
model in the organizational front. Among the highlighted limitations and tensions, this
section of the report insights three main or prior issues that needs the management access to
resolve the same and promote a healthy organizational environment.
Chosen issues & Justification for the same:
Firstly, the field of job-definition is an important area to focus, as a clear description
of roles to the employees of the organization is essential to obtain the expected level of
productivity from the same. Few adaptations relative to this on the employee end is
necessary. Secondly, the team-definition and decision-making capabilities of a team,
especially in the SMT model should be well understood in order to avoid any unethical chaos
in the atmosphere. The gradual increase in the autonomy is solely for benefiting the
customers and the organization that should not be controlled in an ill-mannered way. This
field definitely needs to be managed with proper care to define the limits of decision-making
for the team. This should be just enough to limit to the sales processing. Each individual at
same time should be appreciated n form incentives or designation for their sincere efforts
towards the organization by the management. Finally, the role of the coordinator should be
well defined and informed to the entire organization. Correct projection of duties and

9TICKETING OPERATIONS MANAGEMENT
leadership styles for the coordinators should be briefed for the SMTs. The senior level
management, in this case, Derrick has the responsibility to explain the same to the chosen
coordinators to benefit the teams with proper guidance towards the limits and rights of the
same.
Objectives to Overcome Issues:
Firstly, the area of job definition needs to possess clear objectives to evaluate the
same. Evaluations relative to the job roles is a technical analysis to assess roles for the
determination of specific values relative to the firm, in order to configure a justified
infrastructure in reference to salary and various benefits. This methodology involves an in-
depth scrutiny to analyze the net and correct worth of the labor provided for the organization.
This should be the very first step towards the framing or formulation of a proper
organizational infrastructure (Wang, Waldman & Zhang, 2014).
The inclusive objectives regarding this area should enlist the following:
Primarily this should aim for a systematic and rational wage framework. Next, it
should aim for a consistent waging and the salary system accessed in the firm and the other
contemporaries. Again, proper configuration helps in settling disputes, if any, between
employer and employees. It should insight the characteristics relative to the job roles at time
of recruitment. Finally, the evaluation of job roles determines logical set-up relative to the
salary and benefits structure (Poksinska, Swartling & Drotz, 2013).
Next, the issues present surrounding team-orientation and decision-making
procedures. The management should set few objectives before proceeding towards building a
team, which suggestively should involve the following pointers. First to this, the team
members should have compatible goals, accumulated towards the company’s benefits unlike
the situations where different goals cause incompatible different paths. The team coordinators

10TICKETING OPERATIONS MANAGEMENT
chosen by the management should possess ideal leadership qualities to ensure the employees
are heading towards the correct and required direction for the general profit. Next the team
should develop a transparent goal for a set duration with clear definition about each
member’s roles depending on various parameters. The team manager should brief on the team
tasks, responsibility, accountability and authority. The dimension relative to authority should
define the amount of power they have to achieve the targets. Management should possess an
efficient evaluating system to reward and recognize each individual in the team, for the
respective efforts.
The role of the coordinator again needs proper briefing with few major transparent
objectives as can be enlisted in this section. The person should firstly, evaluate the metrics
and escalations relative to the productivity. Next, should offer sessions on employee
responsibilities and limits to their rights. Next, he/she should ensure a standardized
performance as per the business model for the organization. This person should be able to
handle routine chores and relative issues with integrity. Proper updated information from the
teams should get reported to higher management by the team manager/coordinator.
Steps or Action plans to achieve the Objectives:
To implement the changes needed to develop a better infrastructure, few measures
should be considered to fulfill the objectives set for the organization. Some of the suggestive
measures are:
Firstly, considering the job definition field, identification and isolation of component tasks in
a job is important. The clarification of the prime duties revolving the roles is crucial.
Alongside, indentify the major areas of duties. Next, identification of individual demands
should be subjective. The level of performance should be examined and the relative
procedure for the same (Büttner, Egea & Cabot, 2012).

11TICKETING OPERATIONS MANAGEMENT
Few effective procedures should be implied to construct an efficient team with the
correct level of authority. Firstly, choosing the team leader/coordinator is an extremely
important step towards securing team objectives. Secondly, in a mindful way, delegation of
power prove to be beneficial especially for members with innovative and diligence for work.
Regular monitoring of productivity and performance is essential to introduce any changes or
development, as required. Next important step should be the appreciation and rewarding of
employees to celebrate the success of the team and the firm.
The steps or the functionalities oriented with the team coordinator involves the
following, firstly, maintenance of work calendar ensuring correct number of leaves and
overtimes for the employees to benefit the wage system (MALOŞ, 2012). Next important
step would be to analyze the required present and future steps for development. Provide
support to the views of the employees to enhance the performances. Next, this person should
exercise the control over the rights provided to the employees, limited to a certain level.
Resources required for the Implication:
Concerning the first ground of job definition, human analysis is important to examine
and testify the input brought to the organization. This simple and effective measure from the
management will be helpful in controlling the cost and comparative analysis regarding the
job orientation will be easier. Understanding the physical and logical resources and the
associated features helps in determining the job definition that precisely allocates the required
resources.
Supportive tools are available to secure the communication required for an efficient
team management. At times, when the members are remote to one another the facilities of
technology can be beneficial to communicate and transfer data to maintain the cohesive unit
without any delay or inconvenience (Dingsøyr & Dybå, 2012). For project management few