PROJ6008: Analysis of Leadership Styles at J&J Furnishings Report

This report analyzes the leadership practices at J&J Furnishings, a furniture company, examining various leadership styles, tools, and techniques suitable for contemporary organizations. The report begins by highlighting the need for transformational leadership to drive innovation and change within the company, contrasting it with autocratic approaches. It then explores leadership tools such as leadership models, power dynamics (including reward, referent, and legitimate power), and motivational strategies like employee performance appraisals. The analysis extends to addressing challenges related to environmental impact and supply chain agility, recommending steps such as organizational culture shifts, developing agile supply chains, and implementing change management models. The report concludes by summarizing the key leadership styles and powers necessary for project success, emphasizing the importance of adaptability and strategic implementation in a dynamic business environment. The report also provides a case study of J&J Furnishings and the challenges faced by the company in the current business environment.

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PROJ6008 LEADERSHIP IN CONTEMPORARY ORGANISATIONS
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8/1/2019
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PROJ6008 LEADERSHIP IN CONTEMPORARY ORGANISATIONS 1
Contents
Introduction......................................................................................................................................2
A. Leadership styles.........................................................................................................................3
B. Leadership tools and techniques.................................................................................................4
C. Types of power to be used..........................................................................................................5
D. The steps to take to alleviate challenges.....................................................................................6
Conclusion.......................................................................................................................................8
References........................................................................................................................................9

PROJ6008 LEADERSHIP IN CONTEMPORARY ORGANISATIONS 2
Introduction
The purpose of the report is to analyze a case of J and J furnishing Ltd, which was founded in
1965 and are dealing in home furniture in Australia. The company has been working to words
growth of the furniture by opening a new showroom for last 25 years. The project cost included
considering the well issue of environmental impact on the company, the need for the company to
upgrade its processing system like shipping, Ordering and software are used for building.
Another goal was to the creation of new furniture nice and expansion of manufacturing
capability of J and J furniture. The report will discuss key leadership styles that can be employed,
various leadership tools and techniques to influence the project team, leadership part to be used
in order to influence, motivate and ensure project success.

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A. Leadership styles
There are various leadership styles that could be implemented by the individual, which are
suitable in a different situation. For instance, some of the leadership styles are democratic
leadership style, autocratic leadership style, coercive leadership style, and pacesetter
(brighthubpm, 2019). Transformational leadership style is preferred over autocratic leadership
style. The change is important in every industry, as so the innovation, for which the most suitable
leadership style would be transformational leadership style (Anderson, 2010). From the case, it
has been observed that the issue considered through the project goals were the degradation of
technology used, for which it is necessary to have a positive change in the organization.
According to autocratic leadership style, the leader decides and imposes the decision over the
employees to be implemented. This leadership style is approachable where it has been found that
the leader is very much known to the project and he is the only one with the optimum knowledge
regarding the tasks to be done. However, the major cons to this style are that the people
executing the project are not motivated to perform. They do not feel free to share their thoughts
and ideas to their senior regarding any improvement or change and they resist changing as well.
On the contrary, transformational leadership includes looking forward towards innovation, novel
idea, and changes that transforming the organization. According to transformational leadership
style, the leader is responsible for the making their project teams identify the need to innovate
and change, they are responsible to provide a vision for the team and motivating them to perform
in a team. Moreover, the key advantages of this style reflect the justification for this leadership
style to be adopted. For instance, through this leadership style, it promotes enthusiasm; this style

PROJ6008 LEADERSHIP IN CONTEMPORARY ORGANISATIONS 4
used motivating their team by inspiring them, which seems to be required in case of furniture
business, where fashion is changing very rapidly (Clarke, 2010).
B. Leadership tools and techniques
In order to inspire project team some of the leadership tools that can be used our leadership style,
for this situation leadership model could be adopted that reflect the use of different leadership
styles in various situations that are using the appropriate style as per the condition or
circumstances. Second leadership tool is leadership powers while leading the project. One of the
way to get higher outcomes are to analyses the capability of the team that is to search for sources
of influence or power (Bennis & Thomas, 2002). The five bases of power include rewards,
coercion, expertise, legitimacy, and referent. Therefore, according to this tool, a leader may use
these five basis of power to search for the source of influence for the team in order to keep them
motivated. Another leadership tools and techniques that can be used is leading change, which
could include change process model in order to reduce the resistance of change by their
employees or project management. Another leadership tool includes being a motivational leader;
it has been observed in the case that the lack of motivation was one of the reasons for
organizational lower performance, which can be improved through motivational skills of a
leader. Therefore to influence the project team leaders must motivate their employees through
various motivational theories or motivational tools like incentive plan, a foreign trip to the best
performer, promotion and transfer, and some of the non-financial motivational factors like
recognition program to appreciate the best performer of the team. Employee performance
appraisal is another tool for being an effective leader and influence the project team. This
includes 360° appraisal that is to provide relevant feedback to the employs regarding the work

PROJ6008 LEADERSHIP IN CONTEMPORARY ORGANISATIONS 5
done that is assisted by all the people related to an individual like their subordinate, the superior,
they peer group members. Through this, the performance of the team can be improved
effectively (Wong, 2007).
C. Types of power to be used
There are six types of leader’s power, which reflect that in order to become an effective leader it
is important to know the way to wield power. As discussed above one of the leadership tools is
using leadership power, it has been identified that power is neither bad nor good by itself since it
is wielder which reflects that if the power are to be used to deter mine companies goal or they are
too used to serve the goals. The six types of powers include coercive power, reward power,
legitimate power, referent power, and informational power, export power (Raven, 2004). In order
to influence the project team the power that should be employed is referent power. According to
this power, it is the personality cult, or it can be said that it is the ability and power for a leader to
build loyalty and attract other members along with them. Therefore in order to influence the
project team to accomplish the goals of the project the refrain power would be appropriate which
can be implement with an unknown track record of being successful, Which justify the
appropriateness for leaders J&J (Covey, 2008).
For motivating the team members and encourage good team spirit the most appropriate power
that can be employed is reward power. Motivation is one of the key elements in leadership as it
is responsible for the performance of the team and willingness of the team to collaborate and
work for the achievement and accomplishment of the project. According to reward power, it is
used to provide value for an employee who is performing above their expectations this includes
giving a gift, recognition, gold star, dining at weekend or any kind of financial reward by the

PROJ6008 LEADERSHIP IN CONTEMPORARY ORGANISATIONS 6
company. Therefore, the urge to get the reward or recognition will increase motivation among
the team members. Thirdly, the success of the project can be regulated with the use of legitimate
power this is one of the traditional power used in most of the organization that includes
command and control structure. This power acts in a formal method that makes sure if someone
making a decision and be responsible for that decision whether good or bad. Therefore, in order
to make project work done on time and with accuracy, the most appropriate power used by the
leader would be legitimate power (McLeod, Doolin, & MacDonell, 2012).
D. The steps to take to alleviate challenges
From the case, it can be said that the key challenges faced by the company or the threat of
environmental impact on the shipping and manufacturing process by a company that will be
impacting perspectives of consumers and the surrounding communities nearby J and J
manufacturing outlook. Being a project manager, the keys steps to be taken to elevate the
alleviate challenges that can affect the company and could lead to more damage and harm
customer relation of the company. This damage would eventually affect the business and
decrease in sales, decrease in customer loyalty and customer retention (Ong, Richardson,
Yanqing, Johnson, & Qile, 2009).
The steps recommended include changing organizational culture. Through this, it can be said that
the innovation has to be integrated into the culture in order to sustain in the market and in order
to convert the manufacturing and supplying process into the use of technology and decrease in
the use of the environmental harmful process. Therefore, it has been identified that there is a
need to change the process to make it more environmentally friendly as a part of corporate social

PROJ6008 LEADERSHIP IN CONTEMPORARY ORGANISATIONS 7
responsibility is. The innovation in culture would lead to ideas and generation of a new process
from employees of the company (DuBrin, 2016).
Next step is to develop agile supply chain; this includes searching out for manufacturing
materials that alternative to the current row materials that must consider safety, environmental
factors like pollutants and use of energy (Margolis & Stoltz, 2010).
Next step searching for alternative shipping procedure that will reduce the use of oil and gas
across the globe as it is responsible to produce pollutants, which needs to be reduced as a part of
a sustainable plan by the company. Therefore, it can be said that these challenges may harm the
manufacturing of the final product; the company implies which needs to be improved through
corporate social responsibility (Malone, Ancona, & Senge, 2007).
Next step is to implement the change, that is the use of change management model in order to
make project team realize the need to change the process, as they could resist to new
manufacturing and supply process due to fear of losing position.
Next step will be to provide training and development to guide them and make the employees
competent for new process to be followed.
Last step is evaluation in control, the new process implemented must be monitored and review,
in order to make sure that the project is going as per the planning and standard and if the change
has been successfully implemented and directed towards the sustainable plan (Gentile, 2010).

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Conclusion
The report concluded that J and J furnishing Ltd was founded in 1965 and is dealing in home
furniture in Australia. Transformational leadership style is preferred over autocratic leadership
style. The reason being the change is important in every industry, as so the innovation, for which
the most suitable leadership style would be transformational leadership style. The six type of
powers include coercive power, reward power, legitimate power, referent power, and
informational power, export power. In order to influence the project team the power that should
be employed is referent power. For motivating the team members and encourage good team
spirit the most appropriate power that can be employed is reward power. The success of the
project can be regulated with the use of legitimate power.

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References
Anderson, B. (2010). Project leadership and the art of managing relationships. T&D, 64(3), 59-
63.
Bennis, W., & Thomas, R. (2002). Crucibles of leadership. Harvard Business Review, 80(9), 39-
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brighthubpm. (2019). project-management-leadership-styles. Retrieved from brighthubpm:
https://www.brighthubpm.com/monitoring-projects/64679-project-management-
leadership-styles/
Clarke, N. (2010). ). Emotional intelligence and its relationship to transformational leadership
and key project manager competences. Project Management Journal, 41(2), 5-20.
Covey, S. (2008). Authentic leaders: They are centered on true-north principles and natural laws.
Leadership Excellence, 25(5), 20.
DuBrin, A. (2016). Leadership: research findings, practice, and skils (8 ed.). Mason, OH: South-
Western Cengage Learning.
Gentile, M. (2010). Turning values into action. Stanford Social Innovation Review, 8(4), 42-47.
Malone, T., Ancona, D., & Senge, P. (2007). In praise of the incomplete leader. Harvard
Business Review, 85(2), 92-100.
Margolis, J., & Stoltz, P. (2010). How to bounce back from adversity. Harvard Business Review,
88(1), 86-92.
McLeod, L., Doolin, B., & MacDonell, S. (2012). A Perspective-Based Understanding of Project
Success. Project Management Journal, 43(5), 68-86.
Ong, V., Richardson, D., Yanqing, D., Johnson, B., & Qile, H. (2009). The Role of Project
Leadership in Achieving Effective Project Management. Proceedings Of The Conference
On Management, Leadership & Governance, 157-163.
Raven, B. (2004). Power, Six Bases . Encyclopedia of leadership , 1241-1247.
Wong, Z. (2007). Human Factors and Team Dynamics in Project Management, in Human
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Teamwork and Motivation. San Francisco: Jossey-Bass.

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