BM303: Hi-Tech Aero-structures Case Study on Visionary Leadership

This case study analyzes Coleman's leadership at Hi-Tech Aero-structures, examining his efforts to reshape the organization's vision, strategy, and culture. The assignment addresses Coleman's role in shaping the company's vision, his placement in a strategic action chart, and how he, as a contemporary leader, would shape the organization's culture and values. The study assesses Coleman's effectiveness as a visionary and influencer leader, providing an action plan for his transformational project. It highlights the company's rigid culture and Coleman's attempts to introduce more dynamism and employee empowerment. The paper concludes with recommendations for Coleman, emphasizing the importance of balancing his strategies and maintaining realistic goals, ultimately aiming for a more adaptable and competitive organizational structure.

Running head: THE VISIONARY LEADER: CASE STUDY
THE VISIONARY LEADER: CASE STUDY
Name of the student
Name of the university
Author Note

1THE VISIONARY LEADER: CASE STUDY
The respective paper is a case study of a company named Hi-Tech Aero-structures, its
organizational whereabouts and the introduction of a new president, Coleman and his motives
and strategies to restructure the organization. The case study focuses on the whereabouts of the
new president, his transformational project and his personality as a visionary and an influencer
leader within the company which has been apparently working low due to its conventional and
monotonous organizational structure, culture and values. The paper is a set of questions and
answers relevant to the case study discussing the problems in details as well as the solutions and
recommendations.
Q1. How Coleman is helping the organization to shape its vision and strategy?
Coleman, who had been appointed as the president of the organization Hi-tech Aero-structures
has been planning and making various schemes about shaping the vision and strategy of the
organization. Earlier, the company had been following the old, same and monotonous static and
paternalistic culture which had not been evolved for quite a few years. However, with the
introduction of Coleman as the new president of the company, he had been trying to revisit the
static structure of the company into a more dynamic one with the inclusion of more dynamism
and adaptive structure. Coleman also thought about empowering the employees of the
organization to take more active and responsible role in the organization. Coleman was highly
interested and motivated by the transformation project he was about to initiate and stated to the
employees of the organization that transformation of the company was his highest priority. Even
though the initiatives of materializing the transformational strategies that were laid down by
Coleman was either too conventional or too confusing, at least, he was a dreamer, a visionary, an
initiator and a doer with enthusiasm in his attitude as well as temperament. At least, he was in a
better position as an initiator, no matter how successful or unsuccessful or skeptic he was in his

2THE VISIONARY LEADER: CASE STUDY
approach or perspective. He was not “the uninvolved” leader of the organization which is a threat
to any kind of business. An indifferent, uninvolved, disinterested and conventionally conditioned
as well as less enthusiastic leader would lead the organization to regression and not progression
(Schoemaker, Krupp & Howland, 2013). Conventionally guided and a restricted leader who is
uninvolved and unenthusiastic would make the ambience of the company stagnant and less
productive. The co-workers and employees of the company might not seem to be interested to
work under him/her and for the company anymore which in turn would harm the company up to
a certain extent and make the company less susceptible to change, making it vulnerable and old
fashioned in the global competitive business world which runs under spontaneity, innovation and
creativity (Northouse, 2014).
Therefore, it is recommended that Coleman should be given proper space and enough resources
so that he can begin his transformational project for the benefit of the company where he is also
including the employees and encouraging them into taking active and democratic participation in
the project, crushing the traditional undemocratic hierarchical positions, thereby, dismissing all
kinds of conventions and revisiting the organization once again for progression.
2. Discuss where and why you would place Coleman in the ‘Linking Strategic Vision and Strategic
Action Chart (Daft 2018:397)
I would place Coleman as “the dreamer” and “the doer” in the “Linking Strategic vision and
Strategic action chart” which would approximately fall under high vision and high action as far
as leadership is concerned. Coleman can be called “dreamer and an initiator” because apparently,
even though Coleman had poor vision and strategy that might have been too conventional or too
confusing for the employees, at least, he was the initiator as well as an inspirational figure for the

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employees of the company. Throughout his tenure, according to the case study, with the
enthusiastic and optimistic attitude of Coleman, the company had chances to improve internally
as well as externally. Despite the credibility of the plans and schemes of Coleman regarding the
strategic decisions for the company, it has to be understood that Coleman had kept up the
integrity of his leadership and team of the company which is one of the most important factors
for the development of a company. It is important to be a visionary in order to grow and develop
as an individual or a professional (Giltinane, 2013). Creating and sustaining a vision for an
organization is the way by which the organization receives discipline and creativity inside as
well as outside it. A business leader has to have passion, strength of carrying out his will and
necessary knowledge to achieve long term as well as short term goals (Komives & Wagner,
2016). A focused individual or a leader who can inspire and encourage his team to reach
organizational goals is a visionary business leader. Vision in business or an entrepreneurship
requires to clearly see what has been the past of the business, what is the present condition of the
business and what can be the future of the business (Daft, 2014). A clear and precise business
vision is of an utmost importance in a business because it guides the present as well as the future
course of business which further determines credibility as well as profitability of business in the
fierce global world of competition in order to survive and thrive (Morison & McMullan, 2013).
Therefore, since Coleman has all the capabilities of a visionary leader, therefore, he can be
categorized in the genre of “the dreamer” and “the doer”.
As a contemporary leader, how will you shape Hi-Tech Aerostructures’ culture and values?
The Hi-Tech Aerostructures’ culture and values, according to the case study, has been
comparatively rigid, non-flexible, paternal, conventional and monotonous with no introduction
of any kind of contemporary competitive elements in it. A contemporary leader has certain basic

4THE VISIONARY LEADER: CASE STUDY
and exclusive qualities within him. A contemporary leader is a leader who carefully utilizes
personal influence to develop and inspire people to achieve organizational goals and make a
visible difference in the community. The difference between a conventional or a stereotyped
leader and a contemporary leader is that traditional leaders were the people who could run the
fastest, put in most hours and maximum time in their efforts and endeavors, worked the hardest
among all and expected bigger budgets to get materialized. Whereas, a contemporary leader, who
is poles apart from a traditional leader, would know how to play safe in the business environment
by not working hard but working smart, putting in mechanisms rather than efforts to bring results
within a short span of time and put small but periodical budgets to be materialized. Therefore, a
contemporary leader is much street smart and spontaneous with a plethora of innovative ideas
roaming in his/her mind whereas a traditional leader is stuck in between the traditional principles
of work that wastes time and resources in the present global world (Gaiter, 2013). Therefore, as a
contemporary leader of Hi-Tech Aero-structures Company, I would be setting real, achievable
and desirable goals for the company and try to build strategies that would synergize and align
with the contemporary goals or objectives that I would be setting for the company. The culture
and values as well as ethical standards that I, as a contemporary leader can set would revolve
around encouraging the employees or teams to initiate and maintain amicable relationship
between the employees within as well as outside the organization. The contemporary millennial
leaders have been subjected to criticism by their ancestors or previous generations for being lazy
and lack of commitments, however, millennial leaders possess certain qualities that are exclusive
of them (Daft, 2014). They are better leaders because they are creative and more susceptible to
change, flexible in their operations and innovative in their styles. Therefore, the organizational
culture can also be influenced by such factors. With new ways of interpersonal communication

5THE VISIONARY LEADER: CASE STUDY
and revisited structure of hierarchy in the world of neo-liberalism, as a contemporary leader, I
can reshape the company’s culture and values into a better and more effective one in the global
context.
How effective would you rate Coleman as a visionary and Influencer leader? Discuss
Coleman can be called a visionary as well as an influential leader because Coleman has the
ability to lead the employees into a strategy or a scheme which is an important factor for an
influential and a visionary leader. A leader is supposed to have the qualities of a dreamer, a
planner, an initiator and a doer (Algahtani, 2014). All the respective qualities can be visible in
Coleman. Coleman, according to the case study, seemed to be overenthusiastic and diligent
towards the transformational project he wanted to initiate, execute and materialize within the
organization (Batool, 2013). Instead of becoming an uninvolved and an indifferent leader, he had
taken up the responsibilities of the organization, identified the faults in the organization, planned
for present as well as future initiatives for the betterment of the organization which had led him
to be termed as a perfect visionary and an influencer leader.
Coleman is recommended to be utilizing his resources and abilities in proper direction and try to
build realistic goals which are neither too confusingly complex nor too conventionally
monotonous. Coleman should possess a balance between his strategies and schemes by
constantly reviewing them in the paradigm of contemporary organizational arena.
Action Plan for Coleman for Transformational project
Serial No. Goals Resources Outcome
expected
Timeline

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1. Amending
human resource
management
system by
bringing
automation
Technological
assistance, set-
up,
technologically
skilled
professionals
Automation
which would
lead to
conservation of
time and
resources in the
respective
department.
From 19th June to
27th June, 2019.
2. Bringing
psychological
counselors in
every department
Psychological
counseling
websites, portals,
centers
Psycho-social
development of
the employees
leading to
improvement in
their productivity
From 20th June to
25th June, 2019
Conclusion
The respective paper concludes to be a case study of a company named Hi-Tech Aero-structures,
its organizational whereabouts and the introduction of a new president, Coleman and his motives
and strategies to restructure the organization. The case study focuses on the whereabouts of the
new president, his transformational project and his personality as a visionary and an influencer
leader within the company which has been apparently working low due to its conventional and
monotonous organizational structure, culture and values. The paper concludes to be a set of

7THE VISIONARY LEADER: CASE STUDY
questions and answers relevant to the case study discussing the problems in details as well as the
solutions and recommendations.

8THE VISIONARY LEADER: CASE STUDY
References:
Algahtani, A. (2014). Are leadership and management different? A review. Journal of
management policies and practices, 2(3), 71-82.
Batool, B. F. (2013). Emotional intelligence and effective leadership. Journal of Business Studies
Quarterly, 4(3), 84.
Daft, R. L. (2014). The leadership experience. Cengage Learning.
Gaiter, D. J. (2013). Facets of leadership. The neurodiagnostic journal, 53(4), 323-327.
Giltinane, C. L. (2013). Leadership styles and theories. Nursing Standard, 27(41).
Komives, S. R., & Wagner, W. (Eds.). (2016). Leadership for a better world: Understanding the
social change model of leadership development. John Wiley & Sons.
Morison, S., & McMullan, C. (2013). Preparing for the future: challenges and opportunities for
management and leadership skills. British dental journal, 214(1), E2.
Northouse, P. G. (2014). Introduction to leadership: Concepts and practice. Sage.
Schoemaker, P. J., Krupp, S., & Howland, S. (2013). Strategic leadership: The essential skills.
Harvard business review, 91(1), 131-134.