Leadership: Styles, Skills and Organizational Measures

This study material from Desklib explores the leadership styles, skills and organizational measures. It discusses the role of leaders in ethical principles and performance measures. It also includes a table for visualizing the ideal leader and a reference list.

Running Head: LEADERSHIP
Topic: Leadership

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Table of Contents
Leadership 1...............................................................................................................................3
1a. Leadership style followed by Detlef Schultz....................................................................3
1b. Range of Leadership skills...............................................................................................4
Leadership 2...............................................................................................................................7
2. Visualize your ideal leader. Without vetting your thoughts, complete the below table.
Try to think of as many adjectives as you can for each category of leadership traits............7
Physical Traits........................................................................................................................7
Social economic traits.............................................................................................................7
Work Performance traits.........................................................................................................7
3. Organisational Measure......................................................................................................8
i) How does your organization measure performance?......................................................8
ii) What triple bottom line reporting does your organization conduct?..............................8
5. Think of the last time you had to make a decision in the workplace. Was the decision
effective? In your opinion, what makes a decision effective?................................................8
6. Do you believe ethics can be taught? If yes, why? If no, why not? In your opinion, what
is the role of leaders for the development of ethical principles in their followers?...............9
7. How is your performance measured in your current job? What leadership performance
measures does your organization employ (if any)?................................................................9
Reference List..........................................................................................................................10

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Leadership 1
1a. Leadership style followed by Detlef Schultz
The role of Detlef Schultz in Vodafone procurement Company involves
not only managing complexities around procurement as well as supply
chains for all goods and services, but also transform several fragmented
supply chains in to single global function. In lean procurement and supply
chain management process, Kresak, Corvington and Williamson (2016), states that it
is most important to reduce spending as well as provide measurable
accountability. This is why it is evident that Detlef Schultz had used the
transformational leadership style to handle the situation. Transformational
leadership is the most likely form of leadership that can effectively fulfil the
organisational goals as well as objectives, specifically. In case if the group is
supposed to be led by an effective as well as good leader, then only the team will
be able to achieve the full organisational goals as well as project objectives,
successfully. On the contrary, in this case, if the leader had adopted an
authoritarian style of leadership, commanding or ordering the team on specific
work goals, the team would have been probably demotivated, being not able to
achieve the work goals. As Estrade and Imbault (2017), states, the main aim of a
transformational leader is to establish a goodwill that would help them to inspire
the followers in such a way that they would follow them in any and every
endeavour that is undertaken by the leader. Therefore it is the transformational
style of leadership that helped Schultz to implement an inclusive process of
project management. As highlighted by Harlow (2016), the primary qualities of a
transformational leader are his or her natural influence, persuasion as well as
well-developed communication skills. All these qualities were present in Schultz
that allowed him to organise holding workshops with procurement as well as

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supply chain staff. The inclusive strategy that he followed in the course of the
Vodafone project, helped him to consult with all the key internal stakeholders.
The communication skills of a transformational leader is also strong. They
have strong organisational consciousness that allows them to align their own
values with their organisation. This is because they share a joint purpose with
the organisation. The high adaptability of the transformational leaders also
allows them to find new ways to respond to the dynamically changing business
environment. Most importantly, they are willing to listen to the peers and
subordinates and entertain new business ideas. The leader understands that
success comes from team effort and organisational growth is ensured through
the willingness to be open to ideas from, all layers of the company. By dint of
these interpersonal skills, Schultz have been able to demonstrate strong
interpersonal skills in the organisation, which has been instrumental in shaping
the success of the organisation.
1b. Range of Leadership skills
As a supply Chain Management Director of a new age organisation, Schultz needed
to manage complexities of supply chain for the goods as well as services and
then fundamentally transform the fragmented supply chains in to one complete
global supply function. Influenced from the findings of Body and Ceri (2016), I have
identified that there are some vital skills that he might have used in his position to
ensure the best efforts coming from his team. The first most important skill in
this context is impeccable Information technology as well as Automation skills. In
order to develop an integrated supply framework around the globe, the leader
needed to demonstrate a sound knowledge of Enterprise Technology tools that
enables helps them in warehouse management and Enterprise Resource
Planning. The leader should have possessed user level IT skills that would

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enable him to hands on work with the Information systems. Rather than relying
on the reports and data on the excel sheets, a first-hand overview would have
provided him with a better conception regarding the lean procurement systems
that have been implemented by the organisation, so far. A leader should also be
able to understand IT as a professional buyer. The input of a supply chain
manager is context to IT procurement is crucial. This is because, as Sanda and
Arthur (2017), perceives, these skills enables the leader to be able to discuss the
technology needs of the organisation under the changing circumstances with the
vendors.
However, Nichols (2016), states in argument that the knowledge regarding IT as
well as automation technology would allow the leader to understand the
relationship between ERP workflows as well as physical processes in a better
way.
Secondly, the leaders should have been highly equipped with knowledge
of market dynamics in the various countries, whose business behaviour impacts
in rapid shift of consumer and consumption trends. Schultz had a high defined
knowledge about factors driving demand, supply as well as pricing that have
been provided by organisation and their competitors. As Moro, Rita and Vala
(2016), identifies, these aspects in turn determines the cost of goods sold and the
appended cost to serve the customers.
However, Alhaddi (2015) have also defined that in order to gain consensus
as well as buy in for the plans across the entire procurement and supply chain,
they need to understand the cost to serve the customers in a better way. This
understanding would have helped the leader to quantify the impact of the supply
chain leadership decisions on the bottom line of the company. It is probably, this
knowledge that allowed the leader to calculate the real costs involved in serving

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the customers. The company have been adopting knee jerk measures in order to
cut losses. On the contrary, the understanding of the cost to serve would have
allowed the leader to make decisions that could improve the profitability of the
customers as well as products which are over-serviced or under-serviced.
The Flexibility skills of a supply chain leader are also very essential in
order to support as well as drive innovation. Flexibility allows a leader to be able
to give space to the others for doing critical thinking. As such, the whole team
would generate the skills to develop innovative and critical thinking skills. In case
of supply chain improvement processes, as it had been taken up in this case,
many circumstances were faced by Schultz that needed a change of the constant
change management plan. Being the CEO as well as the Chief Supply Chain
Management Director, he needs to pay an active role in decision making. Again,
it is not possible to chalk out a significant plan eventually on every occasion. This
is very essential in case of project management.
Project Management Skills would also have been very essential for the leader. The essential
skills in this context are the ability to negotiate successfully for budgets, schedules as well as
resources, maintain a high degree of personal organisation as well as undertake a proactive
approach to risk management. Personal Organisation plays a key role in keeping trace of the
numerous projects. The leader might often need to come forward to support business cases,
thereby demonstrating high negotiation skills. The last and the most implemented skill is the
ability to derive the best out of people.

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Leadership 2
2. Visualize your ideal leader. Without vetting your thoughts, complete the below table.
Try to think of as many adjectives as you can for each category of leadership traits.
Physical Traits
There are some important physical features that are constitutive of a great leader.
Treating the subordinates with smart gesture, allowed him to gain presence in any business
community (Brown, Colville and Pye 2015). Another important feature of the great leader is
his appeasing smile that makes him favourable among his peers and subordinates.
I find that one of the best personality traits of my favourite leader is his emotional stability
that enables him to tolerate frustration and stress. Other than that, enthusiasm to listen what
others has to say as well as conscientiously leveraging and empowering employees is another
important trait in his personality. Besides, I would like to mention about his tough
mindedness social boldness, self-assurance and lastly enthusiasm about his job role that sets
him out as a different personality all together.
Social economic traits
The most recommendable socio-economic trait which I find in my favourite leader is his
optimism that reflects his confidence in successful outcomes and his empathy with his
subordinates regarding the outcome of projects. Other socio-economic traits that I can think
of are altruism, eloquence, modesty, forgiveness as well as discernment.
Work Performance traits
The most important performance trait in the leader is his ability to learn that every employee
needs to acquire specific knowledge sets for becoming successful in their job role.

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The Other important performance is conscientious which incorporates Mini characteristics
that is desirable to the organisation. Other important Performance traits in the leader are
interpersonal skills, adaptability as well as integrity (Crane and Matten 2016).
3. Organisational Measure
i) How does your organization measure performance?
The organisation uses three main performance measures. The first is cost of quality
which is measured as budgeted vs actual. The second digit is period expenses which are
measured as budgeted versus actual expenses and the last is inventory turnover which are
measured as actual versus budgeted turnover.
ii) What triple bottom line reporting does your organization conduct?
The triple bottom line reporting metrics that is used by the organisation are FTSE4
good index rate corporate performance and Dow Jones sustainability index.
5. Think of the last time you had to make a decision in the workplace. Was the decision
effective? In your opinion, what makes a decision effective?
I feel that the decision I need in the context of some operation and changes in my
organisation has been effective. Decision making is a process whereby choices and meet
against identification of a particular decision. The undertaking of this decision is preceded by
gathering information and assessment of alternative resolution (Kerzner 2017). According to
me the latter Two States are most important and provide execution of these two States
determine the impact of a decision. I also believe that decision taken should be made to be a
step by step process that makes the decision makers more than you got it, thoughtful as well
as organised in context of analysing relevant information and defining the alternatives.

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6. Do you believe ethics can be taught? If yes, why? If no, why not? In your opinion,
what is the role of leaders for the development of ethical principles in their followers?
Ethics cannot be taught are implemented in a hands on manner. In this context what
measures can be used to develop a positive ethical culture throughout the organisation by
encouraging the staff members to become more responsible and more presented in their
conduct. Leaders like the board of directors should comply with the rules of the organisation.
Unethical business activities on the part of the managers provides a Framework for
employees to imitate the same. Moreover, personally I feel that character revaluation should
also be a part of hiring, retention as well as promotion practices.
7. How is your performance measured in your current job? What leadership
performance measures does your organization employ (if any)?
In our work place we have personal KPI which tracks our operations against our
mission. Besides, our team leader establishes goals and mini goals which we try to achieve
with our best efforts. The performance is also metered against the goal set for us. Lastly we
are all made aware about the lower performance levels so that we can motivate ourselves to
remain above that standard.
There are several standards against which leadership performance is measured in our
organisation. The first parameter is the quality of guidance and direction that are provided by
the leader against the work methods and roles played by the subordinates. The second
parameter is how well he or she is able to train and coach the other employees and managers.
The Third aspect is the level up to which is appreciated for his recognition and support
activities as well as delegation of authority and responsibility. Lastly the employees give
score to a leader in regard to how well they have been encouraged for goal achievement by
him or her.

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Reference List
Kresak, M., Corvington, L. and Williamson, P., 2016. Vodafone answers call to
transformation. Business Transformation Essentials: Case Studies and Articles, p.127.
Harlow, H.D., 2016. Vodafone Egypt (B), managing corporate cultural change and
organizational performance. Emerald Emerging Markets Case Studies, 6(4), pp.1-17.
Body, J. and Ceri, S., 2016. Innovation leadership in action–Today and in the future. In
Creating Innovation Leaders (pp. 125-141). Springer, Cham.
Sanda, A. and Arthur, N.A.D., 2017. Relational impact of authentic and transactional
leadership styles on employee creativity: The role of work-related flow and climate for
innovation. African Journal of Economic and Management Studies, 8(3), pp.274-295.
Nichols, A.L., 2016. What do people desire in their leaders? The effect of leadership
experience on desired leadership traits. Leadership & Organization Development Journal,
37(5), pp.658-671.
Moro, S., Rita, P. and Vala, B., 2016. Predicting social media performance metrics and
evaluation of the impact on brand building: A data mining approach. Journal of Business
Research, 69(9), pp.3341-3351.
Alhaddi, H., 2015. Triple bottom line and sustainability: A literature review. Business and
Management Studies, 1(2), pp.6-10.
Brown, A.D., Colville, I. and Pye, A., 2015. Making sense of sensemaking in organization
studies. Organization Studies, 36(2), pp.265-277.
Crane, A. and Matten, D., 2016. Business ethics: Managing corporate citizenship and
sustainability in the age of globalization. Oxford University Press.

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Kerzner, H., 2017. Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.
Estrade, E. and Imbault, F., 2017, June. Energy measurement for telecommunication
operators: The Vodafone use case. In 2017 IEEE International Conference on Environment
and Electrical Engineering and 2017 IEEE Industrial and Commercial Power Systems Europe
(EEEIC/I&CPS Europe) (pp. 1-4). IEEE.