INDEX NUMBER: 10282293

a. Albert's leadership style can be described as autocratic/ authoritarian leadership style.

In Autocratic Leadership, direction comes from the top, a singular figure who leads a
company or team. An autocratic leader determines strategy, policies, procedures, and the
direction of the organization, dictating everything to subordinates. Authoritarian leaders
are not focused on collaboration with those in their circle, they are rarely interested in
feedback, and they prefer to hold all of the power and be in charge. Autocratic leaders
often possess qualities subordinates look up to, such as decisiveness, self-confidence, and
a steadfast, focused commitment to the goal.
Albert’s style does not match the circumstance that confronted him because it led to
absenteeism and high turnover and operations became increasingly inefficient and high-
cost with low productivity and underutilization of capacity.

b. Evidence from the case point out that Albert's leadership style had a significant influence on
the attitude of the staff in both a short term and long term. In the short term, his leadership style
motivated the staff to work hard and be disciplined in order to achieve the company's goals.
However, in the long term, his leadership style caused the staff to become aggrieved and
dissatisfied towards him. This was because they felt that Albert was only exploiting them and
there was lack of empathy. In other words, the following situations may result, poor
management-worker relationship; industrial action may be taken by workers; resignations by
workers; workers may become discontented; poor self-esteem of workers and reduced
productivity of workers.

c. The appropriate theory that explains the behavior of Albert is the trait theory of leadership.
The trait theory of leadership suggests that certain inborn or innate qualities and characteristics
make someone a leader. These qualities might be personality factors, physical factors,
intelligence factors, and so on. In essence, trait theory proposes that the leader and leaders’ traits
are central to an organization’s success. The assumption here is that finding people with the right
traits will increase organizational performance. Trait theory focuses exclusively on the leader
and neglects the follower. This theory put forward that people are born with certain traits or
qualities that make them better suited for leadership positions. Albert clearly exhibited many of
the qualities that are typically associated with successful leaders, such as confidence, charisma,
and a strong work ethic. Additionally, Albert was able to quickly adapt to his new environment
and quickly make decisions that led to positive results for the company. While this theory does
not completely explain Albert's behavior, it does provide a useful framework for understanding
his actions.

d. Leadership is contextual in the sense that it is always situated within a specific time, place, and
culture. It allows leaders to reduce miscommunication or energy spent running an organization in
the wrong direction. Leaders need to be aware of the unique context in which they are operating
and adapt their leadership style accordingly. This is what Albert failed to do when he assumed
his new position as head of Sunbeam Financial Services' Ghanaian subsidiary. He came from the
US with a wrong perception belief that Ghanaians were generally lazy and naturally dislikes
working. He also failed to take into account the unique context of Ghanaian culture, which
places a high value on human dignity and respect for individual interests. As a result, his
leadership style was perceived as exploitative and lacking in empathy, which led to low morale
and high turnover among the staff. Context is directly tied to results and performance in a sense
that context is the background from which all our actions flow regardless of our awareness of it.
We can either design a context or let the situation dictate it and be affected by it.
Context on the other hand tends to be hidden, transparent and not in focus. Thus it is the leader’s
greatest opportunity to make an impact by changing the context or at least bringing the current
context into focus so that it may be more accessible and thus can be modified or replaced
completely.
Context can unlock action and previously unseen possibilities. It can bring into focus aspects that
were previously invisible. Context drives the way your team sees the problem and hence
behaves. Thus changing context can directly influence results.

e. It is very critical for Albert to have knowledge of the Ghanaian context in order to be
successful. The Ghanaian context includes the country's history, culture, values, customs, and
beliefs. Without this knowledge, Albert would not be able to understand the people he is
managing and leading. Additionally, he would not be able to create a management and leadership
style that is effective in Ghana. Albert cannot understand another’s context by being limited to
his own views. In order to get context Albert have to understand other points of view and other
perspectives not yet considered. It will enable him to look beyond what is normal, comfortable
and vital to change. In order to understand, change, expand, and improve context, you have to
engage in dialogue and discussion, which is different from issuing decrees that come from one
person who is supposed to know it all.
Therefore Albert should investment some of his time observing in context, whether in the
company's location, or elsewhere. Because time spent developing deep contextualisation will
have pay offs. It allows relationships to grow between and leaders and their subordinates, trust to
develop, and aspects of context to change. Since relationships are the stuff of leadership and
leadership needs to adapt to change.