Report: Leadership Challenges and Strategies for Celeritas Inc. Growth

This report examines the leadership challenges encountered by Celeritas Inc., a rapidly expanding data communication firm. The report delves into the critical business and technical issues, such as communication breakdowns, lack of clear goals, and ineffective decision-making processes, which have hindered the company's growth. It explores the ways in which these issues are managed and how the consulting team is led, highlighting the importance of action-centered leadership and the Tannenbaum-Schmidt Leadership Continuum. The report also analyzes the CEO's leadership style, advocating for a more democratic approach to foster better communication and collaboration among the team. It provides recommendations for both short-term and long-term strategies, including the need for a change in leadership style and the alignment of goals to achieve organizational success. Ultimately, the report emphasizes the necessity for Celeritas Inc. to implement structured guidelines and promote a collaborative environment to overcome its leadership challenges and sustain its growth trajectory.

Running head: LEADERSHIP CHALLENGES IN FAST GROWN INDUSTRY
Leadership challenges in fast grown industry
(Celeritas Inc.)
Name of the student:
Name of the university:
Author Note

1LEADERSHIP CHALLENGES IN FAST GROWN INDUSTRY
Executive summary
Celeritas is a popular data communication firm under the present day, highly-competitive, crowded
and always-changing enterprise-network of the market optimized. Their CEO has been concerned
regarding various issues that have put contribution to the decrease, engagement of the organizational
development consultant. He must lead the senior vice presidents of the form with the two-day offsite
exercise for team building. The following report demonstrates the critical problems for including the
business or technical issues and the ways the business or technical issues are managed and the ways
the consulting team is led. Lastly, arguments are presented here regarding what must occur in the
future for Celeritas.

2LEADERSHIP CHALLENGES IN FAST GROWN INDUSTRY
Table of Contents
Introduction:..........................................................................................................................................3
Demonstrating the critical issues as the business or technical issues are included:..............................3
The ways the business or technical issues are management and the ways consulting team gets
managed:................................................................................................................................................4
The ways consulting team can be managed:..........................................................................................5
Understanding future happenings:.........................................................................................................6
Analysis and recommendations:............................................................................................................6
Conclusion:............................................................................................................................................7
References:............................................................................................................................................8

3LEADERSHIP CHALLENGES IN FAST GROWN INDUSTRY
Introduction:
Celeritas Inc. is a specialized kind of firm that is dedicated to serving the professional and
legal communities. Their expertise areas involve the cyber-security, technology, marketing, business
development and eDiscovery. They help the consultancies, software companies, corporations, law
firms and service providers along with attracting to talents. They are active strictly with their clients
in gaining the best evaluating of the culture, strategy and vision. This helps them to concentrate on
the proper candidates from the starting. On the other hand, the leadership challenge is a type of
worldwide campaign for liberating the leaders within everybody. They believe that the business,
team and also the word can be better as the common people enable those elements across them for
gaining extra-ordinary aspects. The following study demonstrates the complex problems involving
the business or technical issues of Celeritas. It also discusses how the issue could be managed and
the way their consulting team is managed by presenting the arguments regarding what must occur
next.
Demonstrating the critical issues as the business or technical issues are included:
Celeritas is one of the fast-growing business. Similar to others, they concentrate less attention
on the growing or underpinning dysfunctions in their group and put more attention on their
sustaining development. This constant rise in the sales permitted them to hire the person for filling
the gaps in the business (Kouzes & Posner, 2018). Nevertheless, as the development decreases,
dysfunctions of the team turn to be more apparent. It is also seen that the profitable and fast-growing
business are able to develop poor political politics and the habits of unproductive tasks that can
eventually lead to the reduction of the performances. Higher the business level, the more it becomes
susceptible to the communication breakdown with the emergence of misalignment and management

4LEADERSHIP CHALLENGES IN FAST GROWN INDUSTRY
silos. This explains the case of Celeritas (Grossman & Valiga, 2016). The development of the
company has seen to be failed to rectify a few of underpinning concerns. As the team size grew, the
more areas of the issues arose regarding coordination and decision making between various business
sectors. This decay of growth highlighted the issues under their leadership area and rough them
under light (Page, Etmanski & Agger-Gupta, 2017). Here, the most apparent concern at Celeritas
involved the lack of the following:
 Concise and concise goals
 Defining the role what everybody played to gain the objectives
 The synergy among various distinct divisions of the business.
Their inconsistency in making decision lead Boyer, the CEO to bring a consultant named Carla
Reese for intervention (Parsanko, 2016). Here, found out that the communication breakdown and the
distrust within SVs lead to lack of proper consistency in decisions that are being done by the
president of the company. This involves the notion of confusion about various aims and roles of
every SVPs that are played to gain them and then breakdown the coordination of multiple divisions
at the company (Beer & Vargas, 2011).
The ways the business or technical issues are management and the ways
consulting team gets managed:
It has been evident from the case study, that the main issues for VP are never the direct issues
were with Boyer’s leadership. This failed to lead the managers and provide guidance during hard
times. The bad thing here is that rather than acknowledging the mistakes Boyer has set up the course
for fixing them. The changing into division and management has been mainly lacking leadership and
efficient guldens (Kouzes & Posner, 2017). Besides, another adverse factor from his side was that he

5LEADERSHIP CHALLENGES IN FAST GROWN INDUSTRY
failed to consult the critical decision-making influencing the entire business and data with VPs.
Rather he took measures while VP’s suitably had the understanding of how the individual and
personal view-point has been playing a vital role for the ultimate decision-taking instead of strategic
and structured planning (Curtis, 2017). Apart from that, the VP’s has not been necessarily limiting
the change process and lost trust over the leadership of Boyer. Additionally, it was never assured
whether he might be continuing to lead the company. Here, the process of approaching the issues
was, to begin with, Boyer and the skills of leadership (Peters, 2019). As various VP’s has been
lacking the trust and leadership skills, the initial step for him as the leader was to address and
acknowledge the actual concern of the business. Further from that point, the action plan was set
affecting the long and short terms (Volz-Peacock, Carson & Marquardt, 2016).
The ways consulting team can be managed:
Firstly, the action centred leadership must be implemented. This comprises of the
significance of individual and goals under any specific project. Apart from that, this comprises of 3
features helpful to be deployed for Celeritas. Here, the initial element has been being to complete
activities that are to concentrate on the aim of a specific project. Then the individual empowerment
comes that is the competency level of every member to gain that project (Pardey, 2016). At last, a
specific team must be created of the chosen competent ones enabling to work with collaboration for
gaining the intended results. Hence, as there is a communication lack of people, a team must be built
to waste time. Next, there is Tannenbaum-Schmidt Leadership Continuum. It must be again slit into
a couple of functions. Firstly, there is the finding of effective manager-oriented leadership. This is
regarding the company’s chairperson that highlights the way the leaders can make suitable decisions
for raising the effectiveness and efficiency of the controls also. This is to satisfy every participant

6LEADERSHIP CHALLENGES IN FAST GROWN INDUSTRY
under the leadership. In this way, the theory must be adequately deployed as Celeritas gain the
expected outcomes (Sutton & Zander, 2016).
Understanding future happenings:
Boyer must be keeping Reese in the proper place. The reason is that she is seen to break the
rise in tension among SVP’s and developed the scenario where Boyer and they must know what the
real concerns are with the management. Again, Reese must also know what the actual position of
Boyer has been been like as the leader stood under the views of SVP’s and VP’s. Moreover, they
have never seen him s efficient leader. Apart from that, Boyer must realize that Reese could be
guiding him to change the leadership roles for becoming effective (Kuenkel, 2019).
Analysis and recommendations:
It is clear that an authoritative leadership style is adapted by Boyer. Here, he has made the
ultimate decisions were the decision is been done solely with data, gut feelings and perspectives.
Any efficient leaders should be sharing the concepts and then listen to various opinions of the
subordinated for making the ultimate decisions. Through changing the leadership style into much
more democratic one must highlight SVP’s and VP’s with the acknowledgements to find the actual
problems in the organization. This can be seen as one of the characteristics of an effective leader.
One must permit more coordination among the individuals and team make the aims to come out with
one organizational goal. Here, the VP’s must provide the time frame and assess the outcomes prior
to and after the deployment of an activity course for fetching the leadership change style of Boyers
developed due to the productivity of a firm. From these two things can be recommended. Firstly, as
the outcomes highlight no sign to change in working productivity of Celeritas, Boyer should be
stepping down as CEO, the appointed new leader. Then the recommendation is that as the outcomes

7LEADERSHIP CHALLENGES IN FAST GROWN INDUSTRY
highlight the rise in market share and work productivity. For this, Boyer must stay as the leader and
the CEO and develop prolonged planning for raising the rate of growth and achieve the market share
lost. Nevertheless, it can be less favourable as it can high costly and much more time consuming for
replacing every de-motivated SVP’s. Here, another cause is that the VP’s can change any CEO or
leader instead of replacing the 5 SVP’s.
Conclusion:
It can be concluded by saying that there must be suitable actions plans to be undertaken by
Celeritas Inc. First of all, there must be a short term plan. They must generate an urgency sense
regarding the necessity to change. Besides, the current issues must be identified. They should be an
announcement to SVP’s and the VP’s related to the latest leadership measure to provide structured
guides of the significance and great light of the time frame. Structured guidelines must be created for
the essential decision makings. All the division goals are to be aligned with the organizations, and
that must be brought under a single umbrella. Apart from that, long terms of actions must be
undertaken. A secondary long-term plan must be made that should outline the significance to change
the environment. For this sharing, information must be implemented and Celeritas must work
together with the notion with every division for striving for the common aim. Moreover, Boyer
requires to alter the style of leadership and focus more into deployment. The idea must be changed
from “we as tea” than “I’ in business. This is complicated to change and nonetheless, an efficient
one. Through the changing the leadership, this must have the positive impact on the management
also and encourage every division in having trust among others along with opinion and voice in the
business with the common aim of striving together.

8LEADERSHIP CHALLENGES IN FAST GROWN INDUSTRY
References:
Beer, M., & Vargas, I. (2011). Celeritas, Inc.: Leadership challenges in a fast-growth industry.
Curtis, C. (2017). Defining and assessing leadership talent: A multi‐layered approach. Psychometric
Testing: Critical Perspectives, 113-128.
Grossman, S., & Valiga, T. M. (2016). The new leadership challenge: Creating the future of
nursing. FA Davis.
Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge Workbook Revised. John Wiley &
Sons.
Kouzes, J. M., & Posner, B. Z. (2018). The student leadership challenge: Five practices for
becoming an exemplary leader. John Wiley & Sons.
Kuenkel, P. (2019). Global Transformation as a Collective Leadership Challenge. In Stewarding
Sustainability Transformations (pp. 43-58). Springer, Cham.
Page, B., Etmanski, C., & Agger-Gupta, N. (2017). Cultivating belonging: Living leadership in
communities of learning. Royal Roads University.
Pardey, D. (2016). Introducing leadership. Routledge.
Parsanko, B. (2016). Leader's Climb: A Business Tale of Rising to the New Leadership Challenge.
Routledge.

9LEADERSHIP CHALLENGES IN FAST GROWN INDUSTRY
Peters, L. (2019). Leading a Culture Change Revolution: Your Leadership Challenge. In The Simple
Truths About Leadership (pp. 131-138). Palgrave Macmillan, Cham.
Sutton, C., & Zander, L. (2016). Reconciling Domains: Corporate Social Responsibility and the
Global Leadership Challenge. In Uncertainty, Diversity and The Common Good (pp. 65-80).
Routledge.
Volz-Peacock, M., Carson, B., & Marquardt, M. (2016). Action learning and leadership
development. Advances in Developing Human Resources, 18(3), 318-333.