Leadership In The Music And Arts Organization

When analyzing leadership in the Music and Arts Organization. We quickly were able to identify a major key problem, which was the lack of the presence of a leader. Leadership is defined by the ability to influence a group towards the achievement of a vision or a set of goals.(Judge and Robbins 382) When we asked about the organization's management, employees weren't able to identify his specific leadership role in the team. The former employees did not describe the manager as an effective leader. Employees said “He was never around, He was always in the back doing managerial duties such as processing orders. He wasn’t on the sales floor with us often.” This manager has a laissez-faire leadership approach, which can be described as a leader …show more content…
Fiedler's Model finds that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence of the leader (Judge and Robbins 387). The manager seemed to have poor leader-member relations, high task structure, but low position power. Leader-member relations is the degree of trust, respect and confidence members of the organization have within a leader (Judge and Robbins 387). Former employees expressed this manager wasn't really trusted or respected because he was never around. Also, he would leave early and be absent on days where they needed to meet goals.This specific manager was very non-transparent about his communications and would only communicate things from the top down. When it came to decisions employees were not asked for any of their input. Based on Fiedler's model it would be best this organization attains or trains the manager to have a relationship oriented type of …show more content…
Adapting to the strengths and weaknesses of your employees will allow the leader to have an effective approach in the situational context. We observed that within the Music and Arts store, all sales staff were being treated as equal, although everyone had different times of employment. Employees expressed “I was a Junior Sales Associate but was being given the same work as the Senior Sales Associate.” In this specific case, we can observe that leadership has not been taken into consideration the skills of upper-level associates to new employees that come in as a junior associate. Management should approach his and her employees based on their individual needs. For example, the junior sales associate was willing to do the task but wasn't able to due to the lack of high task orientation presented by the leader. The senior sales associate were able but unwilling therefore a supportive or participative style would best fit the leadership approach to these employees.(Judge and Robbins