Leadership in Business: Communication and Performance Analysis

This report provides an in-depth analysis of leadership in a business context, drawing on various articles and personal observations. The report begins by examining different leadership styles, including facilitative leadership, and identifies key leadership dimensions. It then presents a day-wise log of observations, detailing the implementation of different employee management styles, such as Laissez-faire and participative approaches. The author discusses the methods used, including focus groups and surveys, and the reasons behind these choices, highlighting their effectiveness in improving communication and collaboration. The report also addresses the relevant workplace regulations, specifically the Fair Work Act of 2009, and the author's strategies for addressing interdepartmental conflicts. Furthermore, it includes a log of personal performance development, detailing how the author improved an employee's confidence and performance through adjusted responsibilities and encouragement. The report concludes by emphasizing the importance of non-verbal communication and the need for continuous improvement in leadership practices. This report is a valuable resource for students seeking to understand leadership principles and strategies, and it is available on Desklib, a platform offering a range of study tools.

Running Head: LEADERSHIP IN BUSINESS
Leadership in business
Student’s Name
University Name
Author’s Note

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1. Report on the Information sources
1.1 Article 1: https://www.leadership-central.com/facilitative-leadership.html
The article argues in the; beginning part that the facilitative style of leadership s opposed
to the primitive style of authoritarian leadership. The difference with facilitative leadership is
that unlike authoritarian leaders, they do not impose strict and purposeful instructions on the
subordinates at the time of serious business projects. They remain compassionate in their
communication and patiently listen to the verbal and non-verbal expressions of the subordinates
in the team.
1.2 Article 2: https://www.leadership-central.com/define-leadership-styles.html
As evident in the article, the most commonplace as well as prominent traits of leadership
has been selected as the idealistic leadership characteristic. Based on this article, it can also be
informed that there are 3 principal leadership dimensions which are the sources of emanation of
almost all the leadership theories as well as the styles of leadership. These are the personality
traits, kind of situation that demands leadership and/or the philosophy that drives the intrinsic
attitude of the leader. Furthermore, the article argues that in order to determine the style of
leadership based on his attitude towards situation tackling, the author argues that one can observe
the task versus people dichotomy, traits of personality of the leader and analyze the intensity of
the critical situation.
1.3 Article 3: https://www.quietrev.com/the-road-to-extraordinary/
The principle argument of the article is that all the executive members of an organization
have intrinsic traits of excellence that can place them in the position of a leader. The fact is that

in order to attain the position the person has to nurture his or her specific qualities by means of
deliberate practice. In this context, the author of the article provides that the deliberate practice
not only involves actives faceted towards improvement of performance in any specific category,
but also excavate innovative ways of solving problems in a way that had not been possible
previously. In the same context, the article also elaborates the various challenges that the
concerned person might have to overcome in the context of deliberate practice.
2. Day wise log of observations
2.1 Adjusting the interpersonal styles and methods with the social/cultural background of peers
In the initial two days of the week, I maintained a Laissez-faire style of employee
management and observed passively how they wish to be managed. What I observed was that
they are willing to take the liability of their individual task assignments. I did not find scope to
identify any individual employee whom I can say that the organizational goals have not been met
because of dearth in his or her performance. However, there was lack of collaboration and
excessive competitiveness among the interdepartmental as well as intra-departmental employees.
Hence, I felt that I should implement participative style of employee management so that I could
remain in collaboration with the employees and exhibit how the activities of one employee
affects the other and makes them work and achieve the organizational goals as a team.
2.2 Specific styles and methods used
Firstly I concentrated on holding focus groups. The second method was to conduct
surveys among the team members in order to understand their level of happiness while working
for the organization. Question can span from asking for their opinion regarding the effectiveness
of the coffee vending machine to their opinion regarding the latest c-store distributors of the

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company. The third action was to take initiative to work in unison with thee IT team of the
company so that the slow working systems can be replaced. Under the framework of process
improvement, I also looked up at implementing the six sigma model for the enhancement of the
efficiency of the operations. The last step that I took was to push the employees for personal
development by acting as a facilitator.
2.3 Reasons for using the styles and methods
The focus group helped me to ascertain how the new implementation that I introduced in
the workforce, have been working for betterment of performance. The surveys helped me
understand the current attitude of the employees in order to understand what improvements
needed to be implemented. The process improvement helped me to ascertain how I was supposed
to accomplish personal development in the face of the dynamic workforce attitude that I had to
encounter. Acting as a facilitator helped me to allow the employees, the scope for understanding
each other so that they could develop an attitude of collaboration among the team.
2.4 Effectiveness of the styles used
The style of effective leadership was helpful in several ways. Firstly it helped me in
achieving the easy acceptance of my decisions by the members of the work groups. Secondly,
the facilitative style of working helped the employees to boost their morale as they perceived that
they could render more value to the company, rather than only meeting the individual goals
assigned to them.
2.5 Steps to improve ways of communication and interaction

In order to develop communication with the team, I am supposed to learn the basics of
non verbal communication so that I am also able to help the employees being a passive observer.
3. Summary of the intervening policies and regulations
The Fair Work Act of 2009 as well as the Fair Work Regulations of 2009 is mainly
applicable for my workplace. I find that in sync with the interdepartmental as well as the intra-
departmental conflicts, many of the employees utilize unfair means to hinder the activities of the
peers so that they are not able to achieve remarkable success. In this context, it deserves mention
that I highlight the clauses of these law acts in order to make the employees aware about the
ideal working principles and inform them what penalties they have to endure if they are not
abiding by the clauses of the law.
4. Log of observations for personal performance development
In the first two days I observed that Rick, in the customer support department have been
redirecting 8 out of 10 calls every day to other departments, raising the concern that he was
receiving policy support calls rather than customer grievance recording calls which is his genre.
In the initial part of the development program I started redirecting his calls on my tab so that I
could understand if at all this concern was valid or not. After that I was able to understand that
being a new employee he was lacking the courage to entertain the calls. He was working in a
defensive way. In order to increase his confidence I shifted his category from grievance support
to flexible support. Now he could not reject any customer calls. Along with that I did not project
his real concern. Rather I announced that impressed with his performance I was bestowing more
responsibility on him. As an outcome, I observed that his confidence level was boosted
immensely and his performance graph also started to accelerate.