Leadership Context Analysis: Multinational Firm and Sales Presentation

This essay delves into the nuances of leadership, examining two distinct scenarios: the leadership of a CEO in a multinational firm and a sales manager in a sales presentation. The essay explores the application of transformational leadership, emphasizing the CEO's role in fostering critical thinking, creating a shared vision, and empowering employees through decentralization. It contrasts this with the transactional leadership style of a sales manager, focusing on work, rewards, and processes to achieve consistent results. The analysis highlights the differences in decision-making, employee involvement, and the overall approach to organizational management, ultimately concluding that the most effective leadership style is context-dependent, with transformational leadership being suited for the CEO role and transactional leadership for the sales manager role. The essay references various leadership theories and concepts and provides a conclusion that summarizes the key findings of the analysis.

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Management
Leadership
4/13/2019
Student Name

Leadership 1
Contents
Introduction....................................................................................................................2
Situation 1- By a CEO in multinational firm.................................................................2
Situation 2 – In a sales presentation...............................................................................4
Conclusion......................................................................................................................5
References......................................................................................................................6

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Introduction
Leadership in general form means leaders handling different people all around the
world with different things in a different situation. Moreover, an effective leader is that
person who creates and inspires and make employees work over the set plans made for future.
Additionally, he also motivates and inspires people to engage with the set vision and
objectives of an organisation. Along with this, he also provides effective training and
coaching and build team so that the set objectives can be more effectively achieve and work
should be carried according to the set vision of the organisation (Avolio, 2011).
In other terms, leadership helps in providing directions to an organisation and its
workers. It is mandatory to know the direction, which helps in showing the workers how to
effectively perform their responsibilities and regularly supervising the completion of the
tasks. Leadership also helps in showing the employees that how to perform effectively by
managing responsibilities and regular supervising the completion of their tasks (Bhatti, et al,
2012).
Strong leadership is based on clear communication skills; leaders speak and listen to
workers, solve issues and are empathetic. Hence, due to these factors of leader this makes the
company to move forward and helps in achieving new level of success (Antonakis, &
Day,2017).
Situation 1- By a CEO in multinational firm
Being a CEO of a multinational organisation needs a lot of hard work and dedication.
Along with this, effective leadership is the most important aspect for employees as well as
organisation success. Therefore, for being a truly great leader, CEO must possess a quality of
learning from the past mistakes. Moreover, he should have strong communication skills,
quality of building strong relations, optimistic behaviour, understanding, coaching employees
effectively, thinking out of the box, great listening skills and lastly, reading people and
adapting to necessary management styles so that it helps an entire organisation to achieve the
set targets and objectives.
For handling the entire organisation, it takes greater responsibility for CEO to tackle
and manage the entire organisation. For managing and handling CEO of the large

Leadership 3
multinational company needs visionary with the large audience that are receptive to
innovative thinking. Hence, coordinating the entire organisation CEO must apply
transformative leadership because it helps in encouraging employees to think critically and
ensures that all the administrative tasks and the day-to-day activities and processes are at
place.
Moreover, CEO adopting transformational leadership style this helps them in enabling
the search for the new opportunities, creation of common vision and motivation and guidance
of employees. The most effective technique to improve under transformational leadership is
that decentralization structure also shifts the power of decision making to the lower levels. As
they also participates while forming decisions which subsequently inspires employees to
create new ideas and even implement them. This develops the communication aspect in
between employees and top management and exhibits the knowledge exchange (DeNisi,
2011).
Most importantly, every employee in a team is more likely to feel that they have a
specific role within an organisation, which keep them feel engaged. By this, CEO in
productivity terms will be benefited because it brings employees the seriousness towards their
work in order to achieve the higher level of motivation and team morale and all will work
towards the common goals.
Hence, this proves that a good CEO in a form of leader will always assign
accountability and responsibilities to those members of the departments who will sincerely
fulfil all the requirements of the organisation. As it is one of the major challenge of the CEO
or top management that they have to listen to both, the supervisors and even of employees to
come over certain decision which are unbiased so that it should not harm the organisation at
large. Other than this, head should always lead with a vision and communicate it effectively
to the followers and inspires a sense of commitment and purpose. Therefore, they act as the
strong guide to an organisation, which provides a direction of success (Tannenbaum,
Weschler, & Massarik, 2013).
Lastly, CEO by an adoption of transformational leadership has to share and
understands the collective consciousness of the entire organisation. As this makes them
particularly attuned to the feelings of their team members and gives them a clear ideas of
what particular actions to take to elicit desired actions. Hence, this highlights that they are
tapped into the organisational consciousness and are able to make the decisions that helps in

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organisation to grow and also create and generate the shared vision for the organisation that
all employees feel a part of it (Gardner, 2011).
Other than how to earn profits CEO as a transformational leader also has to think and
to manage to take the right kind of risk for his employees as well as organisation. Hence, they
apply their and team intelligence and make decisions accordingly. Hence, by doing this they
involve their team members, department heads and employees, to make risky decisions that
helps the organisation to facilitate growth as whole (Cummings, & Worley, 2014).
Situation 2 – In a sales presentation
In a sales presentation, the main role in this is of sales manager who works to manage
sales of the organisation. Being a sales manager, so while presentation he should manage
things as a leader by following transactional leadership. As transactional style of leadership
highlights about the focus over work, rewards and processes which drives the consistent
results.
Being a transactional leader tends to lack the publicity and magnetism, which are found in
transformative leaders, which are result oriented, and is great for the organisation success.
Transactional leaders are not harsh as autocratic leaders but they do give punishments for the
poorly handled work or for the lack of delivery, which was asked for. However, who
performance well, they are benefitted as transactional leaders provides incentives and rewards
for the positive performances (Nanjundeswaraswamy, & Swamy, 2014).
While presentation, transactional leaders they do not listen what the employees are saying
rather they speak while presenting. Firstly the grasp the audience attention, establish
creditability, orient then with the topic and ultimate through their talking terms they motivate
the employees to listen them. By this, transactional leader has to be a good speaker,
motivator, and an attention gainer opener (García-Morales, et al, 2012).
Being as a supervisor of the sales presentation, transactional leaders carries the extrinsic
motivation technique in which employees will be rewarded and awarded for behaving in the
expected manner, which they expect from them, and will be punished for any of the
deviation, which will occur. Hence, this highlights that the relationship between the employee
and the sales leader is transactional.

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Other than this, sales manager as transactional leader do not involve employee while forming
decisions rather he set them alone and give each employee the targets to be complete within a
particular time. This highlights that they do not seek to transform things likewise by
involving employees in decision-making things better. Hence, this highlights that they are
highly resistant to change. By considering the above scenario, it states that sales manager as
transactional leader wants everything to remain strict and they do not believe in changes and
the working conditions to make things better.
Other than this, such leaders do not encourage the employees’ involvement to act creatively
or think for themselves. As in this concern, independent thoughts and risky actions are
frowned upon. Other than this, such leaders have to keep eye over the performance of all the
employees by checking monthly records of sales. After than they are also compared in
meetings for setting the targets for future and accordingly rewards and punishments are also
set (Zhang, Li, Ullrich, & van Dick, 2015).
Other than this, in transactional leadership supervisors or sales managers in this context
believe that once they have already assigned that task, that particular job will be the sole
responsibility of the employees. Thus, when the problems or any issues occur in future all
blame goes over employees who were assigned to do that particular job. If there will be more
fluctuation in the set target and the current performances than sales manager takes strict
action against employee and are punished for the low results (Trong Tuan, 2012).
However, other than these negative effects, the benefits of being a transactional leader are to
generate focus on making the organisation more efficient and to deal with the everyday
corporate affairs. Moreover, they also tend to develop the overall performances of the large
number of employees according to the set rules and regulations and make optimum use of
company resource and the success of the organisation by fulfilling targets and improvising
the profits by maintaining statistics and overall reputation of the firm in the market (Colquitt,
et al, 2011).
Conclusion
From the above two situational analysis we can conclude that, when all is in the hands of
CEO of the multinational firm then CEO as the transformational leader need to handle every
aspect which is in link with the organisation success. Hence, as CEO with the refine qualities
helps the employees and their managers to grow and let the organisation to grow even faster

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than usual. But if we compare transformational leadership with the transactional leadership
their vast difference in between both.
Likewise, managers’ acts as superiors in front of employee as tends to form decisions all
alone and that are to be followed by the employees. However, in transformational style of
leadership Top management involves all while forming decisions through these employees
feel that their views are also taken into consideration. Hence, both style are applied the
specific situations which are prevailed in an organisation and to be act accordingly.
References
Antonakis, J., & Day, D. V. (Eds.). (2017). The nature of leadership. Sage publications.
Avolio, B. J. (2011). Full range leadership development. Sage.
Bhatti, N., Maitlo, G. M., Shaikh, N., Hashmi, M. A., & Shaikh, F. M. (2012). The impact of
autocratic and democratic leadership style on job satisfaction. International Business
Research, 5(2), 192
Colquitt, J., Lepine, J. A., Wesson, M. J., & Gellatly, I. R. (2011). Organizational behavior:
Improving performance and commitment in the workplace (Vol. 375). New York,
NY: McGraw-Hill Irwin.
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage
learning.
DeNisi, A. S. (2011). Managing performance to change behavior. Journal of Organizational
Behavior Management, 31(4), 262-276.
García-Morales, V. J., Jiménez-Barrionuevo, M. M., & Gutiérrez-Gutiérrez, L. (2012).
Transformational leadership influence on organizational performance through
organizational learning and innovation. Journal of business research, 65(7), 1040-
1050

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Gardner, H. E. (2011). Leading minds: An anatomy of leadership. Hachette UK.
Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances in
management, 7(2), 57.
Tannenbaum, R., Weschler, I., & Massarik, F. (2013). Leadership and Organization (RLE:
Organizations): A Behavioural Science Approach. Routledge
Trong Tuan, L. (2012). The linkages among leadership, trust, and business ethics. Social
Responsibility Journal, 8(1), 133-148
Zhang, X. A., Li, N., Ullrich, J., & van Dick, R. (2015). Getting everyone on board: The
effect of differentiated transformational leadership by CEOs on top management team
effectiveness and leader-rated firm performance. Journal of Management, 41(7),
1898-1933.