2406 : Leadership In Business Assessment Answers
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Answer:
1. Introduction
Successful leadership force is the main power as well as intellect behind any organisation. During any organisational issue the presentation and attitude of the leaders have a great role to play. The leaders are visionaries who have the capacity to steer their teams or organisations around pitfall. They have the specific skills required to seize the specific opportunities and rally employees to align and deliver the organisational goals during times of crises. The organisational leaders should be closely associated with the workplace and should have a clean organisational image so that the employees automatically value what they say or demand of the employees. This report takes a deeper approach to stratify the leadership skills required to address the organisational issue at Abalone Mining. As the Chief Operating Officer the researcher have undertaken the responsibility to underpin the chief leadership and communication skills and strategies required to respond to the issue that occurred during dry seabed miming. Two of the employees who were involved in the clean-up process during an oil spill, had to undergo injuries and it was most feasible that owing to lack of modern treatment facilities in the obscure area of Central Australia, where the work was going on, one of the injured workers were to lose his life.
2. Discussion
2.1 Self-Management
The step in the case of issue management in the company is self-management. The management of the company have to prioritise their goals and take responsibility towards accomplishment of the undertaken objectives. In this case the primary responsibility is that the management have to carry on the task of cleaning up the oils spill and not get carried away by the incident that occurred. The managerial leaders should be able to regulate their time, emotions as well as attention (Kaiser, LeBreton and Hogan 2015). Particularly in this case the organisational leaders should be able to display self-control as well as discipline. They should not get too much carried away by the incident and convey to their employees that they should not be over reactive to the incident and keep focused on the main goal.
2.2 Acting Strategically
Leaders should have the necessary skill to act promptly at the instances of occurrences of any organisational issues. The business environment should be well rehearsed by the leaders (Ghasabeh, Soosay and Reaiche 2015). In this context, the leaders should be very choosy about their natural reaction. They should not sit back and contemplate what occurred with the employees. Influenced from the views of Schyns (2015), it can be opined that this would inculcate ate an attitude of fear and dearth of confidence among the employees. The workforce and the whole management should accept what happened to be a rare incident happened in the midst of commotion. However, in the meantime, the company’s management have to convey what steps they have taken to prevent any such occurrences in the future.
2.3 Effective internal communication
It is a significant aspect to know at what time to speak and when to listen. Effective communication strategy is required to make the employees understand that they should be unmoved and carry on working at the same pace. In this context, there are always high chance s that the workers involved with cleaning up the oil spill at the rig might turn out in to protest if the concerned wounded employees meets death or becomes paralysed for lifetime. Already the employees are nervous over the incident. Communication on all levels is highly required to keep up the confidence of the employees (Flin and Arbuthnot 2017). Initially after a one on one interaction, with the employees, the Chief Informing Officer should sit in conference with the departmental leaders of the team associated with the task of cleaning up the Oil spill.
In this context, the association of social media is very essential. Media trafficking is one great skill of an influential organisational leader. Hence, the company should give an official social media release describing the incident that happened in the rig. In case if the other media agents get a chance to make publicity of the incident before the company, they would hold the company liable for this occurrence and raise alarm regarding the issues like non-maintenance of worker’s rights and worker’s safety in the workplace. Communication in the key to solving all issues (Gallego-Arrufat, Gutiérrez-Santiuste and Campaña-Jiménez 2015). The upper management should take time themselves to communicate the household members what happened at the site. However, the theory of Psychology and Crisis empowerment confirms that the company agents communicating the incident to the household members of the injured worker should not lean to apology. Otherwise the family members would hold them responsible for the incident. As per Schedlitzki and Edwards (2017), immediately after human brain perceives something shocking or hears the news of a great loss, it immediately wants to impose the debt of the occurrence on some agency, which reduces the burden of the loss.
2.4 Accountability and Responsibility
Successful management should be aware of how much discretionary power to be provided to the employees. In case if the employees are overpowered incidents like this occur (Willar, Coffey and Trigunarsyah 2015). In this case, the company had to immediately react to the incident of the oil spill. Hence, they did not consider it relevant to waste time by framing a blueprint and also did not assign supervisors to the task. This was the reason of the commotion that took place and resulted in the mishap that led to the tragic incident. The successful leaders should be proficient in making prompt and unforeseen decisions properly (Haake, Rantatalo and Lindberg 2017). In case if the higher management had taken a while to consider the issue of safety of the employees working in cleaning up the oil spill, the incident could have been avoided.
2.5 Persisting in achievement of goals
The upper management should take a lesson from this incident and promptly and immediately introduce a defence mechanism for ensuring the safety of the other employees who are working at the site. The managers should closely supervise the site of work and uplift the confidence of the employees so that they do not dis-align themselves from the work. However, as per the advice of Kok and McDonald (2017), a good and experienced group managerial supervisors should be appointed so that they can work closely with the work teams and motivate them to finish the work in time. The issue that generally happens in this case is that the workgroups become over- cautious and that is why rate of working gets slower. The deadline of the completion of the task of cleansing the sea is assigned by the government of Australia and the work should be completed in due time. Otherwise the company might lose the record off the good book of the Australian Government.
2.6 Having a vision for the future
One obvious and major question that would come in the way of the organisation, both internally as well as externally is what the company is thinking currently to solve the issue and prevent the recurrence of such incidents in the future. Hence the company should be having a backup strategy to reduce the chances of occurrence of such incidents in the future. As the Chief Information Officer, the researcher have to take the responsibility to convey these details speculatively to the audience so that they realise that affinity of recurrence of such incidents is going to certainly reduce in the future. The governance of the company would have to hence introduce new risk management strategies. However they have to keep carrying on the task of cleaning the oil spill so that they are able to meet the assign deadline.
2.7 Management of Complexities
The set of managerial team that would be sent to work for the boosting of the confidence of the hydraulic spill should be proficient in making decisions under any circumstances. As per Furnham, Hyde and Trickey (2014), they make face revolts and criticism of any form from the employees. In that context they have to highlight why the employees should not quit working and remain loyal to meet the organisational objectives. In this context, the features of the Employee Motivation theory can be highlighted. The Two Factor model of Hertzberg can be used. As a part of the Motivation Factors, the employees’ efforts and working skills in promptly working to reduce the impact of the oils spill can be declared to be appraised in the future after the completion of this project. The relationship among the co-workers and between the workers and the management should be profound and in absence of that the workers might feel that the management is poising them with money for compensating their own issues (José Valente, Dredge and Lohmann 2014). This is a crucial part of Hygienic factors as pointed out as Hertzberg.
2.8 Hawthorne Effect
The Hawthorne effect is impeccable in this context. The change in positive conditions always develop the productivity of the workforce (Kaarbo 2018). In case if the employees see that the managers are witnessing and praising their work hey would obviously get a positive stimulation.
3. Conclusion
This report includes an in depth study of the conditions under which the employees of the company suffered the mishap. However, the company needs to carry on the ongoing project as well as address the tragic incident with a curt response. In this context several leadership traits have been highlighted that would help the management and specifically the CEO to manage the workforce in this instance of organisational crises. In this context, it can be concluded that internal communications, strategic acting and media responding are essential areas that the management should take care with caution. The possible response from the opposite sides in the post incident period also have been highlighted. The Hertzberg theory have been applied to this context and from the analysing from the perspective of this theory it can be concluded that employees suffer from the lack of serious motivation after any workforce issues. Hence it is essential to strategically respond to the employees as well as the external stakeholders so that the incident do not incur negative impact for the company.
Reference:
Flin, R. and Arbuthnot, K., 2017. Incident command: Tales from the hot seat. Routledge.
Furnham, A., Hyde, G. and Trickey, G., 2014. Do your dark side traits fit? Dysfunctional personalities in different work sectors. Applied Psychology, 63(4), pp.589-606.
Gallego-Arrufat, M.J., Gutiérrez-Santiuste, E. and Campaña-Jiménez, R.L., 2015. Online distributed leadership: A content analysis of interaction and teacher reflections on computer-supported learning. Technology, Pedagogy and Education, 24(1), pp.81-99.
Ghasabeh, M.S., Soosay, C. and Reaiche, C., 2015. The emerging role of transformational leadership. The Journal of Developing Areas, 49(6), pp.459-467.
Haake, U., Rantatalo, O. and Lindberg, O., 2017. Police leaders make poor change agents: leadership practice in the face of a major organisational reform. Policing and society, 27(7), pp.764-778.
José Valente, F., Dredge, D. and Lohmann, G., 2014. Leadership capacity in two Brazilian regional tourism organisations. Tourism Review, 69(1), pp.10-24.
Kaarbo, J., 2018. Prime minister leadership style and the role of parliament in security policy. The British Journal of Politics and International Relations, 20(1), pp.35-51.
Kaiser, R.B., LeBreton, J.M. and Hogan, J., 2015. The dark side of personality and extreme leader behavior. Applied Psychology, 64(1), pp.55-92.
Kok, S.K. and McDonald, C., 2017. Underpinning excellence in higher education–an investigation into the leadership, governance and management behaviours of high-performing academic departments. Studies in Higher Education, 42(2), pp.210-231.
Schedlitzki, D. and Edwards, G., 2017. Studying leadership: Traditional and critical approaches. Sage.
Schyns, B., 2015. D ark P ersonality in the W orkplace: Introduction to the Special Issue. Applied Psychology, 64(1), pp.1-14.
Willar, D., Coffey, V. and Trigunarsyah, B., 2015. Examining the implementation of ISO 9001 in Indonesian construction companies. The TQM Journal, 27(1), pp.94-107.
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