GSBS6514: Leadership Styles and Strategies at Remington Engineering

This case study analyzes the leadership styles of Richard Harris, David Silverman, Diana Sinclair, and Malcolm Zacchary within Remington Engineering Technologies. It identifies Harris's transformational leadership, Silverman's autocratic style, Sinclair's transactional approach, and Zacchary's democratic leadership. The analysis evaluates the strengths and weaknesses of each style, considering their impact on organizational climate and productivity. The report also discusses the significance of power, charisma, reputation, and motivation in shaping leadership approaches and the role of organizational climate in influencing leadership strategies. The study concludes by highlighting the importance of understanding different leadership styles and their effects on organizational dynamics. Desklib offers a variety of study tools and solved assignments to help students understand and apply these concepts.

Running head: LEADERSHIP MANAGEMENT
Leadership Management
Name of the Student
Name of the University
Author note

1
LEADERSHIP MANAGEMENT
Table of Contents
Answer to Question 1.................................................................................................................2
Answer to Question 2.................................................................................................................3
Answer to Question 3.................................................................................................................6
Answer to Question 4.................................................................................................................8
References................................................................................................................................11

2
LEADERSHIP MANAGEMENT
Answer to Question 1
There are different kinds of strengths in the leadership capabilities of Harris,
Silverman, Sinclair and Zacchary which are being described as follows:
Richard Harris
Firstly, Richard Harris tried in creating along with managing the change in the
organization wherein he tried for the quick formulation of the vision which was effective in
nature for the successful completion of the project with the assistance of Palmer.
Furthermore, due to the positive kind of leadership quality, there is avoidance of coercion as
the main motive of Harris was to motivate the different individuals working with him such as
Palmer and he tried using the humanistic concerns to change the internal culture effectively
(D’Innocenzo, Mathieu & Kukenberger, 2016).
David Silverman
Firstly, the major strength of the leadership style of Silverman is this helped in
improving the overall productivity of the organization. The autocratic kind of leaders have
the ability to handle the overall crisis situation in an efficient manner (Birasnav, 2014).
Moreover, this can be seen and analysed that with the help of the autocratic leadership style,
the leaders provide different instructions and the work is being get done. Silverman is
confident about the different decisions which are being taken by them and this has been
helpful in taking the different decisions in the organization.
Diana Sinclair
Diana Sinclair is such a personality who is just concerned relating to the success of
themselves and achieving the profitability. The main concern of the different transactional

3
LEADERSHIP MANAGEMENT
leaders such as Sinclair is to improve the overall productivity of the organization in an
effective manner. Sinclair appeared to be more extremely well connected with both
Silverman and Zacchary and the main aspect of the leadership style is to focus mainly on
analysing the different kinds of demands of the own division’s profitability effectively
(Collinson & Tourish, 2015). It has been seen and analysed from the case study that Sinclair
is tenacious in nature in advocating the importance of the own profitability with application
of carrot and stick approach.
Malcolm Zacchary
Malcom Zacchary’s leadership aspects have different kinds of strengths which is
inclusive of the concerns which is related to the overall productivity of the organization
efficiently. The main concern was to strengthen the relationship of the team along with
encouraging honesty within the workplace. The main aim of Zacchary was to improve the
job satisfaction which will be beneficial of the success of the organization.
Answer to Question 2
Characteristics of Leadership Styles of Harris, Silverman, Sinclair and Zacchary
Leadership Style of Harris
He followed the transformational style of leadership wherein the communication
skills are essential aspect which is being maintained by Harris in the organization. The
competence along with knowledge regarding the different aspects of the tasks has helped in
the growth of the organizational aspects which helped in managing the different risks
effectively. The transformational leadership style has the ability to make the difficult
decisions with the help of the different employees working in the organization efficiently and
appropriately.

4
LEADERSHIP MANAGEMENT
Weaknesses
There are different weaknesses of the transformational leadership style in which this
can be seen that this style can lead to wrong decisions and this can affect the organizational
goals in a negative manner (Hallinger & Chen, 2015). Furthermore, this has been noticed that
transformational leaders have the tendency to coach only a certain group of employees
working in the organization which is ineffective in nature for the other individuals working in
the organization.
Leadership Style of Silverman
This kind of leadership style is known as autocratic leadership approach in which
there is no such requirement of the input from the different team members working in the
team. Furthermore, the leaders are responsible for making all decisions which are required in
the organizational decision-making process. In the autocratic leadership style, rules are
essential and important and tend to be clearly communicated and outlined efficiently. The
work is being performed in a structured manner wherein the rules are rigid in nature.
Weaknesses
This can be noticed that the autocratic kind of leadership discourage the group input
and there is no such value which is being provided to the different decisions taken by the
individuals. The autocratic kind of leaders have the tendency to impair the morale of the
different employees working in the organization which can lead to conflict in the workplace
and affects the overall productivity of the organization in a negative manner. The autocratic
leaders are abrasive in nature which leads to problems in the achievement of the group goals
in an efficient manner (Day, Gu & Sammons, 2016).
Leadership Style of Sinclair

5
LEADERSHIP MANAGEMENT
The leadership style of Sinclair is transactional leadership in nature wherein the main
focus of the individual is to focus on the overall productivity of themselves. The individuals
of these characteristics are tended to be inflexible in nature and they are focused on the short-
term goals in an ineffective manner (Wagner, 2016). Moreover, this has been noticed that the
different policies along with procedures are favourable in nature and the main concern of the
transactional leaders.
Weaknesses
The major disadvantages of the transactional leadership approach are that there is no
such encouragement of the creativity and the accountability of the employees is not being
appreciated in nature as well (Demirtas, 2015). In the transactional leadership, this can be
analysed that the carrot and stick approach is not productive in nature as the main aspect of
motivating the different individuals in the organization is to reward and punishment wherein
the tasks are being performed which is ineffective in nature.
Leadership Style of Zacchary
Zacchary follows the democratic kind of leadership approach in which this can be
seen that the creativity is encouraged and rewarded. Furthermore, the leaders have the final
say wherein the group members are encouraged for providing their viewpoints in different
aspects which will be helpful in managing the different kinds of aspects. With the help of the
democratic kind of leadership style, this will be beneficial for the overall success of the firm
and this will increase the productivity of the employees working in the organization.
Weaknesses
The democratic kind of leadership have different kinds of disadvantages which is
inclusive of procrastination. With the implementation of the respective style of leadership,

6
LEADERSHIP MANAGEMENT
this can be analysed that this style can prove to be dangerous in nature wherein the leaders
wait for the employees to analyse the decisions and this can be irrelevant in nature in
receiving the ideas which can be effective in nature (Donate & de Pablo, 2015). There can be
huge level of uncertainty in the democratic leadership as this lacks level of confidence and
this approach can be irrelevant in nature as well.
Answer to Question 3
Significance of Power, Charisma, Reputation and Motivation in Analysing Leadership
Approaches
The power, charisma and reputation have huge significance on the
transformational leadership wherein it can be seen that power is provided to the different
followers who are being motivated as to maximise the conditions while feeling essential to
the organization for the different levels. Gamble & Thompson (2014), has commented that
power is the actual potential ability of the person or the group which helps in exercising
control over the other person.
In the transformational leadership, the main charisma and reputation is related to the
reward power which is the bestow kind of recognition upon the different followers. In the
transformational leadership approach, the leaders need to inspire the team through proper
emotional appeals and symbols which will be essential for the overall success of the
organization and employees (Shamir & Eilam-Shamir, 2018).
Furthermore, in autocratic leadership approach, this can be seen that power is
entirely based on the leader’s capabilities. The different leaders do not provide any kind of
responsibility on the employees working under them as they feel that the right decisions can
only be taken by the leader (Bird & Mendenhall, 2016).

7
LEADERSHIP MANAGEMENT
The recognition and reputation are the main concern of the autocratic leaders wherein
this can be seen and analysed that the leaders distrust the ability of the different leaders
working under them which is the main and major issue in this aspect of leadership. There is
no such motivation which is being provided to the employees and the recognition is being
gained by the leaders itself.
Moreover, in the democratic leadership approach, this can be seen and analysed that
all the leaders rely on the utilisation of power in order to influence others. In order to attain
the different goals in the organization, this is essential in nature for democratic leaders to soft
power wherein charismatic leadership aspects are taken into consideration which will be
beneficial for the overall success of the organization (Hoch, Bommer, Dulebohn & Wu,
2016). The relationship between the leaders and the employees working in the organization
which will be beneficial for the overall success and growth of the firm.
For the different transactional leaders, the followers need and desires are taken into
major priority basis by the different leaders. The transactional skills are essential for the
leaders along with the employees as the power is the main aspect which is required to be
taken into consideration and this helps in improving the overall recognition of the job
performance in the organization as well.
Answer to Question 4
Role of Organisational Climate in Terms of Its Relationship to Leadership Influence
Strategies
From the case study, this can be analysed that in the present scenario, there are
different kinds of challenges which are being faced by the different organizations in the
competitive work environment. The climate of the organization is particularly and constantly

8
LEADERSHIP MANAGEMENT
challenged by the different changes which is affecting the organizations in the present
scenario. The entire role of the organizational climate can be shown in the respective table
which is as follows:
Transactional Authoritative/Autocratic Affiliative/
Transformational
Democratic
NEGATIVE ASPECTS
The top-down decisions
override the different
new ideas (Gopee &
Galloway, 2017)
The employees will not
work while working with
the different team as they
feel they are more
experienced in nature
The major perception that the
mediocrity is tolerated
(Engelen, Gupta, Strenger &
Brettel, 2015)
The leaders are
unable to reach the
decision themselves
as they need help
from the other
fellow mates
Undermining of the
motivation which is
provided to the different
employees
Due to the authoritative
kind of behaviour, this
will become more
ineffective in nature
This kind of leadership
approach is constructive in
nature which is directionless
The employees are
not competent
always to offer the
sound kind of
advice
From the table, this can be analysed that the organizational climate helps in
representing the different perceptions of the employees regarding the different leadership
approaches which are being followed by the employer working in the organization.
Therefore, the climate can be analysed as the surface manifestation of the culture in an
efficient manner. In the organizational climate, the different supports along with standards of

9
LEADERSHIP MANAGEMENT
the leaders are taken into consideration which will be helpful in managing the different
perceptions of the employees working under the leaders. The organizational climate
comprises of the following:
 Structure is the aspect in which the employees perceivance is taken into consideration
which will be helpful in managing the different aspects of the employees effectively.
 Reward is the dimension which mainly focuses on the different performance of the
employees and they can be rewarded as per the tasks which are being performed by
them.
 Risk is the dimension which helps in describing the challenge which is being
associated with a particular kind of job.
 Responsibility is the dimension which is inclusive of feelings of the different
employees in order to analyse and make the decisions effectively.
From the above negative aspects of the leadership, this can be analysed that the
organizational climate helps in providing job satisfaction to the different employees working
in the organization effectively. In the different reviews, this can be identified that
organizational culture and climate along with the job satisfaction are related to one another in
which this can be seen that the employees will be motivated with the implementation of the
such kind of organizational climate efficiently. The employees are the assets of the
organization, they are required to be provided with motivation as this will help in completion
of the tasks effectively without much issues and the employees will gain satisfaction.

10
LEADERSHIP MANAGEMENT
References
Birasnav, M., (2014). Knowledge management & organizational performance in the service
industry: The role of transformational leadership beyond the effects of transactional
leadership. Journal of Business Research, 67(8), pp.1622-1629.
Bird, A. & Mendenhall, M.E., (2016). From cross-cultural management to global leadership:
Evolution & adaptation. Journal of World Business, 51(1), pp.115-126.
Bolden, R., (2016). Leadership, management & organisational development. In Gower
h&book of leadership & management development (pp. 143-158). Routledge.
Chuang, C.H., Jackson, S.E. & Jiang, Y., (2016). Can knowledge-intensive teamwork be
managed? Examining the roles of HRM systems, leadership, & tacit
knowledge. Journal of management, 42(2), pp.524-554.
Collinson, D. & Tourish, D., (2015). Teaching leadership critically: New directions for
leadership pedagogy. Academy of Management Learning & Education, 14(4), pp.576-
594.
D’Innocenzo, L., Mathieu, J.E. & Kukenberger, M.R., (2016). A meta-analysis of different
forms of shared leadership–team performance relations. Journal of
Management, 42(7), pp.1964-1991.
Day, C., Gu, Q. & Sammons, P., (2016). The impact of leadership on student outcomes: How
successful school leaders use transformational & instructional strategies to make a
difference. Educational Administration Quarterly, 52(2), pp.221-258.

11
LEADERSHIP MANAGEMENT
Demirtas, O., (2015). Ethical leadership influence at organizations: Evidence from the
field. Journal of Business Ethics, 126(2), pp.273-284.
Donate, M.J. & de Pablo, J.D.S., (2015). The role of knowledge-oriented leadership in
knowledge management practices & innovation. Journal of Business Research, 68(2),
pp.360-370.
Engelen, A., Gupta, V., Strenger, L. & Brettel, M., (2015). Entrepreneurial orientation, firm
performance, & the moderating role of transformational leadership behaviors. Journal
of Management, 41(4), pp.1069-1097.
Gamble, J. & Thompson, A.A., (2014). Essentials of strategic management. Irwin Mcgraw-
Hill.
Gopee, N. & Galloway, J., (2017). Leadership & management in healthcare. Sage.
Hallinger, P. & Chen, J., (2015). Review of research on educational leadership &
management in Asia: A comparative analysis of research topics & methods, 1995–
2012. Educational management administration & leadership, 43(1), pp.5-27.
Hoch, J.E., Bommer, W.H., Dulebohn, J.H. & Wu, D., (2016). Do ethical, authentic, &
servant leadership explain variance above & beyond transformational leadership? A
meta-analysis. Journal of Management, p.0149206316665461.
Shamir, B., & Eilam-Shamir, G. (2018). “What’s your story?” A life-stories approach to
authentic leadership development. In Leadership Now: Reflections on the Legacy of
Boas Shamir (pp. 51-76). Emerald Publishing Limited.
Wagner, W. E. (2016). Leadership for a better world: Understanding the social change model
of leadership development. John Wiley & Sons.

12
LEADERSHIP MANAGEMENT