Examples of transformational in org.

Publishing Industry
By purchasing the best equipment available at the time and hiring talented writers, publishing icons Joseph
Pulitzer and William Randolph Hearst represent transformational leaders of their industry. These
transformational leaders provided an inexpensive communication mechanism to the average citizen and
published information on volatile topics including politics, religion and worldwide events. Carefully
assessing what people wanted to read about, they developed methods and techniques to sell newspapers that
influence the journalism industry to this day.

Tech Industry
Over the last 50 years, changes in information technology have dramatically changed the way businesses
function. Companies founded by transformational leaders include Apple, IBM, Intel and Microsoft. Steve
Jobs, Bill Gates and other hardware and software company leaders have transformed not only the computer
industry but the way other businesses work as well. Transformational leaders at Google enable it to provide
its search engine and cloud computing infrastructure while those at Amazon and eBay dominate online
transactions.

Entertainment Industry
In the entertainment industry, transformational visionaries include television producer Allen Funt, who
introduced the Candid Camera show in the 1940s. This format influenced the development of other
programming, including reality television, such as those featuring businessman Donald Trump and his
apprentices. Transformational leaders in social media technology include Jack Dorsey of Twitter and Mark
Zuckerberg of Facebook. These leaders recognize how to apply technology use to social connections. Online
tools have changed the way businesses connect and interact with customers as well.

Financial Sector
Transformational leaders in finance include business magnate Warren Buffett, Peter Lynch of Fidelity and
John Bogle of Vanguard. By offering people a vast array of different ways to invest their money, these
leaders have transformed the financial industry. These leaders recognized the market for low-cost ways to
invest, such as mutual funds. Additionally, they've created opportunities to bank and trade online. These have
transformed the way financial professionals interact with the average person as she plans for retirement,
finances children’s education, cares for elderly parents, and researchs and purchases investment options.

Automobile Industry
William Edwards Deming, management consultant, transformed the way workers behave in the automo bile
manufacturing industry by introducing quality-management techniques. Through the use of statistical
methods, Deming’s approach helped the industry improve design, quality, testing and sales. This type of
transformational leadership has also impacted other industries as well, leading to the development of process
-improvement methodologies such as Six Sigma. Quality management professionals implement Six Sigma to
transform their business by reducing product errors, minimizing waste and improving customer satisfaction.

Behavioral Theory With Reference To Coca Cola Company:

The developers of behavioral theory suggest that leaders can be made, they are not always born. They believe in
the fact that leadership qualities can be learned over a period of time and they are not merely innate traits but
they are successful behaviors of describable and explainable actions present in the behavior itself. These actions
are easier to be learnt rather than adopting numerous different traits.

CEO of Coca Cola Company persuades and ensures that the employees are given a chance to learn and develop
leadership skills monitoring the improvement from time to time followed by selecting those employees who
possess successful leadership skills. Developing a behavioral theory is comparatively easier assessing leaders
and leadership success actions. Here CEO can recognize behavior use which raises to failure there it added a
second layer of understanding.

Trait Theory With Reference To Coca Cola Company:

Trait theory suggests that successful leadership is an amalgamation of traits that defines leadership skills and
qualities. Companies like coca cola assess the employees on psychological traits focusing on unique qualities.
CEO of Coca Cola Company evaluates the employees on the basis of their behaviors and work structures. Trait
theory suggests the possession of the following qualities and skills confirms successful goal leaders and Coca
Cola Company focuses on retention of them.

Authentic leadership
To be a good, sustainable leader, you must be an authentic leader. First and foremost, the authentic leader must
be true to himself or herself, even when things get tough. To achieve and maintain the respect and trust of your
team, it is necessary to be consistent, transparent, fair and able to make difficult decisions. An authentic leader
must be empathetic, introspective and aware of their own strengths and weaknesses. The authentic leader
always hires the best to compensate for his own deficiencies thereby strengthening and developing a well-
heeled team.
Authentic leaders must have a vision on where the organization is headed and possess the ability to make it
happen. Sherry Chris, CEO of Better Homes and Gardens Real Estate, is an example of a leader who wanted to
define an authentic organization utilizing lifestyle and technology driven by her unbending passion to succeed.
Chris’ presence at many of the prominent industry events paralleled with the growth of “BHG” is a testament to
her commitment to the industry and her organization.

The authentic leader is responsible for the creation and maintenance of the culture ensuring the building blocks
are ever present to promote the work community/environment to deliver that vision. Vivian Risi, president of
Royal LePage Your Community in Toronto, is an example of an authentic leader who developed a work
community with over 1,000 real estate agents, who now all share and embrace a culture of success, family, fun
and charitable works. Risi was not only building a foundation, but she is creating a legacy, another trait of the
authentic leader.

Authentic leaders empower their teams by allowing them to succeed, along with the freedom to fail since
mistakes often lead to innovation. Pam O’Connor, president and CEO of Leading Real Estate Companies of the
World, is a leader who is “truly respectful and appreciative of all her staff while providing inspiration on a daily
basis. Pam leads by example and empowers everyone to greater heights, always enabling creative thinking to
overcoming any challenge,” said Sheila Barr, LeadingRE’s director of business development.

Gurcharan “Garry” Bhaura, president of Century 21 President in Toronto, is another authentic leader who
believes in the power of collaboration to create and develop a better organization. In just five years, Bhaura
built from scratch a successful brokerage utilizing collaboration to create a culture of success and family.
Bhaura maintains excellent retention rates in a highly competitive marketplace due to the culture and esprit de
corps resident in his brokerage.

Steven Reibel, senior vice president with Keyes Real Estate in Florida, says, “In a time when many are
concerned about delivering annual profits and stock prices, the authentic leader differentiates themselves by
focusing on the longer-term goals and sustainable growth. This philosophy and approach has allowed Keyes to
grow and flourish in our marketplace while others have struggled.”

Authentic leaders understand the power of the network and the benefits of deploying strategic partnerships.
Maura McLaren, executive director and CEO of the Real Estate Institute of Canada (REIC), demonstrated
exceptional leadership skills by developing highly recognized strategic alliances with other associations such as
the Institute of Real Estate Management (IREM), the National Association of Realtors (NAR) and the Appraisal
Institute of Canada (AIC). All four associations have become much stronger through their combined affiliation.
I recently joined Peerage Realty Partners to work with two authentic leaders, Chairman Miles Nadal and CEO
Gavin Swartzman, who have earned reputations of giving back to the community. Nadal and Swartzman deploy
a unique partnership model as a way to propagate their visions for creating win-win cultures of success,
empowerment and authenticity. The visionary and philanthropic Nadal is recognized internationally for
developing world-class corporate cultures as found in the New York-based MDC Partners, which deploys the
powerful tag lines such as “The Place Where Great Talent Lives” and “Dare to Dream.” Nadal’s tenacity and
his unyielding focus on culture enabled him to create a dominant presence in three different business segments
— advertising and marketing, wealth management and now real estate.

Transactional leader

Leadership is a process by which a person influences others to accomplish an objective and directs the
organization in a way that makes it more cohesive and coherent.

To be successful, to realize business objectives, leaders carry out this process continuously and consistently by
applying their knowledge, skills and appropriate leadership styles to be in line with the organizational maturity
level and industry dynamics.

Influential leader
Bill Gates can be described in many ways – billionaire philanthropist, computer tycoon, astute predictor of
future technology so on and so forth. He is more than just the world richest man; an influential leader
transformed the whole world.

Early on his life, Bill Gates inherited the ambition, intelligence, and competitive spirit that had helped him to
rise to the top. Under his leadership, Microsoft revolutionized IT industry and became one of the most
important trendsetters in the modern world. In this analysis we will be discussing an important façade of his
leadership styleduring initial stages of Microsoft – “Transactional Leadership”.

From creating Microsoft in 1975 until 2006, Gates had primary responsibility for the company’s product
strategy. He aggressively broadened the company’s range of products, and wherever Microsoft achieved a
dominant position he vigorously defended it. Bill was intensely focused and glued onto his target from his
younger days –so much so - during early days at Microsoft, when he programmed-he’d sit with a marker
clenched in his mouth, tapping his feet and rocking, impervious to distraction. It was an indication to see how
Gates would someday maintain a razor-like focus on making Microsoft successful over decades.

Powerful and strict

Bill Gates often presents himself as a powerful and strict leader to rivals and his subordinates. He has
successfully transformed Microsoft into a stable monopoly. To maintain the company’s status, Gates had to
focus on creating barriers to new entrants. Besides, he had to strictly control the organization’s production
process so that the products can be well accepted by consumers.

Both these situations require a leader’s toughness and task orientation on management. Bill Gates’ style will
work better if the company is a monopolist, as rigid control and toughness on partners and subordinates can
create difficulties to the survival of new entrants.

Initial stages
At the initial stages of Microsoft, focus was very much on accomplishment than comfort, well-being and
continuity of the staff. For example - when Bill realized that Paul Allen’s (Microsoft Cofounder) contribution
towards a startup company (Microsoft) was not adequate (due to poor health of Allen) Bill was ruthless in
sidelining Allen from the company.

Some argued that Microsoft was not a creative and innovative company. They wereof the view that Bill Gates
reformed existing products to satisfy markets needs instead of inventing something new. Microsoft was not just
the market leader, but also the standards provider for the industry, some critics claimed that winning was so
important to Gates that he would go to any extent to beat his competitor. With his aggressive business acumen,
Gates has been in and out of courtrooms to deal with legal problems almost since Microsoft began. Many of the
large technology companies have been legally against the actions of Microsoft, including -Opera, APPLE,
NETSCAPE, Etc.

Bill Gates is not known for engaging or adaptive communication. Rather, he is well known to be rude, abrasive,
and sometimes dismissive of others’ ideas. He once stated his hiring practice as, “I don’t hire bozos,” who will
tell me how to run my business, and demonstrated foresight in his hiring by actively selecting dedicated, hard-
working individuals at the initial development stages of Microsoft. His task oriented behavior is evident on
displayed strong personality attributes such as:
Focus
Bill Gates has demonstrated over nearly thirty years the importance of clarity of thought and execution unlike
many of his contemporaries. Allen recalls meeting Gates in the late 1960s. He was a “freckle-faced eighth
grader” at an old Teletype computer.

He was “really smart,” “really competitive,” and “really, really persistent.” says Allan. While his lack of interest
in personal habits and social convention is legendary, the story of Gates’s first dinner with Allen and his
girlfriend is priceless:”Did you see that?” she said after he’d left. “He ate his chicken with a spoon. I have never
in my life seen anyone eat chicken with a spoon.” When Bill was thinking hard about something, he paid no
heed to social convention.

Passion
Young Gates read Fortune magazine religiously, and once asked Allen, “What do you think it’s like to run a
Fortune 500 company?” Already a budding entrepreneur at 13, Gates said maybe they’d have their own
company together someday. “A computer on every desk and Microsoft software on every computer” – this was
Bill’s vison for Microsoft. His philosophy was, if anything is worth doing, it is worth doing well. From a simple
thank you note to a complex proposal, it is critical to place the stamp of excellence on whatever one
undertakes.

Confrontational taskmaster
Microsoft was a high-stress environment because Bill drove others as hard as he drove himself. He was growing
into the taskmaster who would prowl the parking lot on weekends to see who’d made it in. People were already
busting their tails, and it got under their skin when Bill hectored them into doing more.
Bill liked to hash things out in intense, one-on-one discussions; he thrived on conflict and wasn’t shy about
instigating it. Being a task-oriented leader he helped the team understand their goal by providing a series of
steps that structure their initial meetings. He said “I believe that if you show people the problems and if you
show them the solutions they will be moved to act”.
At an interview, Apple co-founder Steve Wozniak said Steve Jobs had “a very futuristic forward vision, almost
a bit of the science fiction, ‘Here’s what life could be,’ but Bill Gates had more of an execution ability to build
the things that are needed now, to build a company now, make the profits now, in the short-term.

“You really need the vision like Steve Jobs had, but the vision doesn’t go anywhere if you try to jump in and
build products before they are cost effective for what they do, return on investment is there, that’s where Bill
Gates was brilliant” he said.

Throughout the growth stages of Microsoft, Bill’s dominance on transactional leadership style contributed
towards phenomenal growth of the organization endorsing there is a time and place for transactional leadership
style to be successful.

LEADER MEMBER EXCHANGE

Tom is a 23-year-old valet manager at a resort, and has 15 valet attendants that work under him. Tom has
worked at the resort for the last four years and was recently promoted to manager and has ten close friends that
have also worked at the resort for multiple years. There is a group of five valet attendants who were just hired
for the busy summer months, and they are much older than Tom and the other young valet attendants. Most of
the employees have noticed that only the young group of valet attendants go out to the bar near the hotel after
work, or participate in other non-work related events, while the new group of older valet attendants do not
participate in any non-work activities and simply do the jobs they are asked to perform, but nothing more.
Leader-member exchange theory can be applied to this situation in that this theory specifically examines the
interactions between different followers and their leader.

Tom’s friends that are around his same age and have worked with him for years seem to get preferential
treatment in terms of scheduling, and Tom often enables them to choose their own schedules, whereas the new
group of older valet attendants often have to work the unwanted shifts. Tom’s employees who get this treatment
and have a relationship with Tom that extends beyond work are considered part of the in-group. The new
employees who are older are considered part of the out-group because they only have a relationship with Tom
based on the formal employment contract (PSU WC Lesson 8, 2014, p. 3).

When examining the employment history of the valet department, its is obvious that when a younger valet is
hired and develops a personal relationship with Tom and the in-group of young valets, there has shown to be a
low rate of turnover, high performance evaluations, better jobs attitudes, more support from management and
greater sense of organizational commitment. This can be described as high-quality leader-member exchanges,
which are beneficial for the organization (PSU WC Lesson 8, 2014, p. 4).

The in-group and high quality leader-member exchanges are important to analyze when examining this theory
because there must be an in-group for an out-group to exist. The challenge that organizations are faced with is
trying to make every interaction between leaders and followers a high quality leader-member exchange. Some
followers simply do not want to be part of the in-group, but as studies have shown, if followers are happy with
their leaders, they do good work, and if leaders are happy with the followers, then they are rewarded (PSU WC
Lesson 8, 2014, p. 4).

Case Study CONTIGENCY THEORY

Dorothy, Rose, and Blanche are three managers at the Golden Girls Art Gallery. The Gallery itself is in the
bustling metropolis of Miami and is expanding to meet the demands of new aged clients. As part of this
expansion, one of the managers will be chosen to oversee the new wing of the gallery, which will feature
interactive art studios, classes for aspiring artists taught by gallery staff, and a rotating display of modern art
collections in various mediums that are brought in by the numerous curators that work at the gallery. This
position will require the manager to oversee the complex task of designing new interactive studios every month
(which requires a complete redesign of the space), managing the gallery staff that will be teaching art classes
(all of whom specialize in different mediums and have varying schedules), and finally working with the
museum curators that fall under other departments to coordinate the acquisition of new and modern art
collections to the gallery one per quarter. While it is not a promotion in pay, it is a promotion in title and
whichever manager is chosen would likely be the frontrunner for gallery director in the future and as such
Dorothy, Rose and Blanche all very much want the position. The gallery director, Sophia, has a difficult
decision to make each of the managers brings something to the table. After consulting with a friend, who
specializes in leadership styles and management, Sophia has decided she will lean on Contingency Theory¹ in
order to determine which manager is the best fit for this situation, tasks, and the personnel she will have
working under her.

Sophia takes several weeks to make her decision. She uses this time to observe, assess and review each of the
three managers strengths. Part of Sophia’s assessment of the three managers is to ask them a series of questions
in which they rate a colleague with whom they have had difficulty working in the past². During this assessment,
Sophia learns that Dorothy is motivated by relationships, Blanche is motivated by tasks and Rose can be
motivated by either tasks or relationships. In observing each of these managers, Sophia has also noticed that
Blanche tends to be more forward and focuses on what needs to be accomplished in a given day, which can
come across as rude and aligns with the assessment given. Dorothy is very kind to everyone and wants to keep
everyone happy, while Rose is a mix of keeping those who work for her happy and getting the job done. Sophia
knows that it is important to consider how much each candidate has control over her subordinates³ and that
there are a few ways to determine this. First, Sophia wants to be sure that whomever she chooses will have a
strong and positive relationship with her subordinates⁴. Next, it is important to Sophia that the leader also be
able to provide detailed descriptions of work tasks and create standard operating procedures, both of which will
ensure that the tasks are being completed well by subordinates⁵. And lastly, Sophia desires the new leader of
this wing to be able to provide incentives for quality work and discipline when necessary⁶. While this is a tall
order, Sophia feels confident that at least one of her managers can fill this role well.

In the end, Sophia chooses Rose. Sophia feels that Rose is the best suited manager to take on this role because
she is able to build strong relationships with those whom she works. Since this position requires coordinating
many different staff members schedules, preferences, and abilities, along with the ability to work with other
museum staff that would not report directly to this person, it was extremely important to Sophia that whomever
she choose could handle this well. Because another big component of this position is ensuring that specific tasks
are completed on very set schedules, someone who can be task oriented was highly desirable. These were the
top two criteria for Sophia and Rose fit both very well.

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