Leadership Report: Addressing Challenges at Boutique Build Australia

This report examines leadership development, conflict management, and organizational challenges within Boutique Build Australia. It begins by outlining a leadership development framework, including goals, activities, and measures of success. The report then analyzes conflict management techniques, highlighting the collaborative approach. Furthermore, the report discusses an email communication to the CEO, demonstrating leadership communication. It identifies the need for organizational change, particularly focusing on the company's leadership and their ability to adapt to changes and challenges, including the need to communicate a clear vision. The report provides recommendations for improving leadership skills, managing resistance to change, and fostering employee motivation to drive business development and growth. The report suggests that leaders adapt their interpersonal style to persuade and influence others and successfully get them to accept and internalise the goals.

1. LEADERSHIP DEVELOPMENT FRAMEWORK
Leadership
area
Goal Activity Support
needed
How to
measure
success
Timeline
Engaging in
employee
motivation
To engage the
employees in the
organisatonal
works
Encourage
the
employees in
their works
and provide
recognition
Support
needed from
the
employees
By the retention
rate of the
employees
Within the
first week
Displaying
method of work
To demonstrate
smart ways to
work effectively
Display
methods of
work
Support
needed from
material
resources
and
employees
By the
enhanced
productivity
Within the
second
week
Conflict
management
To ensure no
conflict or
misunderstanding
exists between
the employees
Manage the
conflict that
exists in the
market
Support
needed from
the
employees
By ensuring
that proper and
friendly
atmosphere is
maintained
Within
second
week
Development of
business
To develop the
business for a
long-term profit
Formulate
strategies for
external and
internal
development
Support
needed from
the
employees,
customers,
investors,
Government
Enhanced
profitability
Within third
week
3. Conflict management techniques
The conflict management techniques that are used include the collaboration
technique. In this technique, both parties are designated to have a win win situation
by proper collaboration with one another. Positive advantage of collaboration is that
neither team gains or losses immensely from the settlement. This form of settlement
can be considered as the most beneficial technique mainly because a mutual
interest of both parties can be taken into consideration
4. and 6. Email to the CEO
Email……………………………………………………………………………
JAMES STAN

_________________________________________________________________________________
From:James Stan
To: Mr. Gilbert Maulette
Subject:Submission of consultation paper
Dear Trainer
I hope this email finds you well.
As required to complete my Task 3, please see attached the informations I’ve found about leadership
Skills, leadership development and key leadership behaviours
Please feel free to get in touch to clarify any doubts or if you have any further comments.
Best regards,
JAMES STAN
REPORT
The framework used in this report differentiates management and leadership in
terms of the widely recognised distinction between transactional and
transformational styles.
Within Boutique Build Australia we’ve faced some resistance to introduce and to
implement the concepted program. During our regular onsite visits and after our last
meeting with the CEO and few managers, we identified the followingtype of resistant
people:

During feedback with individualsonsite, we realize thatsome of the so-called
‘leaders’ don’t overcome challenges in the pursuit of success. A deeper
understanding of their personal attributes will help to identify their fit to different
leadership roles and appropriate approaches to further build their leadership skills.
It’s clear to see that Boutique Build Australia needs to undergo organisational
change. However, its leaders need to analyse the facts and identify areas with the
greatest need for change, such as Human Resource policies, for instance.
The company also needs to stick to its mission as it is already stated on the
Strategic Plan, developing an appealing and convincing vision of the future, and
outline the strategy by which it can be achieved by its leaders.
We’ve realized that most of the actual staff members are conservator
individuals, what means that they are not likely to accept changes and to adopt
different styles and are less inclined towards quantitative analytical styles of thinking,
are less comfortable alternating between new and more tried and tested approaches
when developing solutionsas they are notquite flexible.
To help the current staff to understand our implementartions and suggested
changes, we recommend a balance between the need for change and maintaining
the status quo, as it is vital for the business purpose. Therefore, we shallclearly

communicate our vision, strategy and goals, demonstrating the benefits of these to
others.
By taking these recommended actions, we hope our leaders will adapt their
interpersonal style to persuade and influence others and successfully get them to
accept and internalise the goals. They will respond positively to the challenges
associated with the new vision and goals and cope effectively with the increased
pressure resulting from change