upGrad School of Management

and Technology

A PROJECT REPORT
ON
“A CASE STUDY ON A DETAILED TEAM DYNAMIC”

SUBMITTED BY:-

AKASH YADAV

SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR

QUALIFYING

Master of Business Administration

INTRODUCTION :-
Team performance management is the act of ensuring that team performance is
continuously improving, whether it's dividing the employee base into groups, performing
evaluation checks or setting diversified goals. Team performance management involves
returning to activities not only to evaluate how the team can perform them better but also
how each part of the team reacts to the goal, including leaders.If the team performs as
leaders expect, or better, management prepares team rewards and progress instruction
examples to help the team continue to perform well. For a system, the goal of team
management is to ensure each part of the process works together to achieve an optimal
goal. Team performance exercises have standardized settings, are repeatable and aligned
toward strategic methods of improvement, especially in a situation where a team may be
less efficient.
Successfully managing employee performance is an important aspect of
leadership effectiveness. This means encouraging and rewarding positive
behaviours as well as addressing suboptimal performance when it occurs. An
effective leader ensures that negative staff behaviors and performance are
effectively managed, including use of a progressive discipline ladder process.

Dealing with unprofessional behaviours is one of the most unpleasant aspects of

a manager’s role, but it needs to be done. Ignoring bad behaviour reduces the
morale of other staff and undermines the reputation of the leader. These
challenges can also be positive opportunities to develop human potential and
increase business success.

Managers need to understand basic standards/expectations for staff

performance, including job description elements and general work behaviours.
They also need training on giving effective feedback, listening and coaching
skills, as well as writing skills applicable to warning letters and performance
improvement plans. It is also important to be familiar with company discipline
policies, as well as knowledge of progressive discipline practices.

A typical discipline ladder includes (1) a verbal warning, (2) a letter to the
personnel file, (3) a performance improvement plan (with written expectations,
a time line for achievement them, and consequences for failure to do so), and
(4) termination. Depending upon the severity of the issue, one or more steps
can be skipped.

It is important to have a positive attitude with a commitment to addressing

negative behaviours in a systematic manner. The right combination of feedback
and encouragement can make a big difference in both the lives of those you
work with and the bottom line. Sadly, many people are promoted into leadership
roles without the training or support needed to navigate these workplace
challenges. The result, too often, are suboptimal workplaces with unhappy
employees, high turnover, and low productivity .

HOW TO IMPROVE TEAM PERFORMANCE

1. Delegate

To cultivate an effective team, you should know how to delegate. By entrusting team members with
key projects and responsibilities, you can make them feel more engaged and valued.

When delegating, play to your employees’ strengths and ensure they have the knowledge and
resources to complete their assigned tasks. Be willing to let them fail, too. Coming up short on a
project or initiative could serve as a valuable learning experience that spurs continued growth and
development.

2. Make Decisions Together

Inviting team members to participate in the decision-making process can lead to innovative solutions
you may not have devised yourself.

According to the online course Management Essentials, one of team decision-making’s primary
benefits is that it invites “constructive conflict,” in which individuals bring different viewpoints to the
group and challenge preconceived notions.

3. Don’t Micromanage

One of the top mistakes new and experienced managers make is focusing too much on minute
details and micromanaging employees.

Research shows micromanagement is one of the main reasons employees resign, and it can fuel:

• Low morale
• High turnover
• Decreased productivity
To avoid micromanaging, let go of perfectionism and empower your employees to experiment with
approaches to completing tasks. By doing so, you can carve out more time to focus on larger
organizational objectives and instill a deep sense of trust among your team members.

4. Communicate Effectively

Communication is paramount to team performance. Poor communication can lead to a range of

negative outcomes, such as:

• A delay or failure to complete projects

 • Greater stress levels
• Lost sales
When communicating with your employees, be empathetic and actively listen to their thoughts and
concerns. This approach to team communication won’t just create a more open, collaborative
dynamic but sharpen your emotional intelligence skills.

5. Give and Solicit Feedback

Knowing how to deliver feedback effectively is vital when it comes to team leadership. Make it a
point to regularly give informal, constructive comments to your employees—rather than waiting for
annual review periods—so you can build more robust working relationships with them.

Treat informal evaluations as conversations, and avoid defaulting to blanket statements like “nice
job”—your comments should be specific and actionable.

Don’t forget to ask for feedback, too. Your team members’ observations can help identify areas for
growth that you can integrate into your leadership development plan.

6. Have a Purpose

Harnessing the power of purpose is a high priority for many businesses—and for good reason.
According to a report by EY and the Harvard Business Review, 89 percent of executives believe a
sense of shared purpose drives employee satisfaction, and 81 percent think purpose-driven firms
deliver higher-quality products and services.

Imbue your team members with a sense of purpose by providing concrete examples of how their
individual efforts further your organization’s mission and tie into objectives that make a positive
impact on society.

7. Be Authentic

Authenticity is an immensely valuable leadership trait. A study published in the Leadership and
Organization Development Journal found that employees' perception of authentic leadership is the
top predictor of job satisfaction and can improve work-related attitudes and happiness.

Among authentic leaders' key characteristics is the ability to inspire faith in others.
Whether overseeing an organizational change initiative or leading a critical meeting, be honest and
transparent with your employees, and leverage your company’s purpose to boost their motivation
and achieve alignment.

8. Pursue Clear, Attainable Goals

Setting realistic goals is crucial to your personal and professional growth. It’s also an important step
in management processes, such as strategy implementation.
Research by Google shows that one of the hallmarks of a good manager is having a clear vision and
strategy for their team. When setting your team’s goals, establish well-defined objectives to work
toward. Then, create a roadmap of smaller, actionable tasks that must be done to achieve them.

By breaking the process down into a set of deliverables, you can help your employees feel more
motivated and equipped to succeed.

9. Support Professional Development

Encouraging your employees to continue their education and bolster their skills can be a boon to
your organization and drive workplace productivity. A found that 69 percent of talent development
professionals leverage managers and leaders to promote learning initiatives, and 75 percent of
employees would take a course suggested by their manager.

What is company restructuring?

Company restructuring is a corporate management term that broadly refers to a company

doing one of the following:

• Changing its organizational structure, which can involve shifting direct reports to a
different manager, reallocating resources to other parts of the business, etc.

• Changing its financial structure, which can involve selling assets, refinancing debt at
lower interest rates, or even filing for bankruptcy

For the purposes of this article, we'll focus on organizational restructuring.

Why do companies reorganize?

There are many reasons for org restructure. The primary reasons for restructuring can
include:

• Something is broken. If your organization isn’t meeting its KPIs, if your processes or
employees have become inefficient, or if there are essential tasks that aren’t
covered by any position, it may be time to consider a company restructure.

• Your company has merged with or acquired another organization.

• An employee in a key position has left, which leaves an opportunity to question the
organizational structure.

• You want to make way for a new opportunity, such as launching a new product or
capturing a new market.

• The needs of your customer base have changed.

 • The organization has grown or is downsizing.

• Managers have too many direct reports.

Occasionally, companies choose to just undergo a department restructure, which means only
a specific department will go through the restructuring process.

When that happens, the company has identified problems or inefficiencies within just one
department, but because a company is heavily interconnected, what affects one department
often affects other departments. So while it’s certainly easier to reorganize a department, it’s
not uncommon for a company to overhaul its entire company structure at once.

How to restructure a company or department

No matter your reasons for changing your org structure, consider adding these steps to your
company reorganization planning process.

1. Start with your business strategy

The first component of company reorganization strategy is finding out why upper
management wants to reorganize in the first place. Without understanding the new direction
the company’s heading or defining the problem the company is hoping to solve, there is
nothing to guide the restructuring process and no way to measure its success.

The business strategy will arm you with the goals or criteria you’ll need to meet with this
company reorganization plan—if such a plan is even practical.

If your company hasn’t solidified its business strategy yet, take a step back and go through
the strategic planning process first.

2. Identify strengths and weaknesses in the current organizational structure

With the strategy in mind, you need to consider where your current organizational structure is failing
to meet company goals and where it’s working. If you haven’t already, create an org chart to gain an
elevated perspective on where your company structure stands now.

Part of this org structure evaluation process should be to gather feedback. Too many companies
undergo reorganization planning without taking into consideration the people who will be affected by
both departmental and company restructuring plans. Your employees often have valuable insights on
what isn’t working and what you should continue doing—it’s up to you to gather those insights and
include them throughout your company restructure.

It’s easier said than done, though. Without feeling that their concerns and ideas are taken seriously
and are truly anonymous, your employees will be reluctant to divulge any feedback regarding a
company restructure. It’s up to you to foster a safe environment in which employees feel their
thoughts are valued. Consider sending out an anonymous survey to ask what they would change and
how they would approach a company reorganization plan.
It’s also important to listen to key stakeholders in the reorganization planning process and to lean
heavily on HR. If you’re in HR, don’t forget to communicate nuances to company restructuring that
need special approval and consideration. Documents like union agreements, employment contracts,
and work accommodations will all need input from appropriate parties.

3. Consider your options and design a new structure

After determining the problem with the current company organizational structure, gathering feedback from
employees and key stakeholders, and considering all the existing job functions, it’s time to create a new
organization model.

Bear in mind that this newly restructured model is only a first draft—it should change before being
implemented. This org restructure should include:

• The vertical and horizontal lines of authority

• An indication of who will be making formal decisions within departments

• Attributes of employees, including skills and experience

• The definition and distribution of functions throughout the organization and the relationships among
those functions

Consider the pros and cons of different types of organizational structures: hierarchical, horizontal, matrix, etc.

As you’re working through options within your company reorganization process, the best way to see the layout
and interdependencies of your new structure is to create an org chart. Lucidchart has a variety of restructuring
plan templates available, and you can even import employee data from BambooHR, Google Sheets, Excel, or a
CSV to create an org chart automatically.

Don’t attempt a company reorg without a visual to clarify your course of action to employees and keep all
parties on the same page.

4. Communicate the reorganization

Once you’ve weighed various options in your reorganization planning and determined your best path forward,
it’s time to announce the company restructuring plan.

Don’t spring the change on your employees. Make communication and transparency the highest priority
throughout your company reorganization process—again, an org chart can help create clarity in this situation,
especially paired with details about each role's responsibilities. You might need to communicate separately with
managers or anyone with a direct report to ensure that they’ll be able to answer questions and help with

restructure. As an HR professional or a manager, this is the time to extol the amount of consideration that went
into the reorganization plan and the benefits it will provide to everyone. Welcome questions—after all, carrying
out a successful company reorganization process from start to finish takes execution.

At this point, your employees may provide feedback on the proposed company the cooperation of everyone
involved.

5. Launch your company restructure and adjust as necessary

The moment has finally arrived to execute the org restructure. Remember that change can be
difficult—give employees some time to adjust to the restructuring process and accurately
gauge its effects. Think back to your business strategy and make adjustments.

Changing Workplace Culture Process

What Is SWOT Analysis?

SWOT (strengths, weaknesses, opportunities, and threats) analysis is a framework used to evaluate
a company's competitive position and to develop strategic planning. SWOT analysis assesses
internal and external factors, as well as current and future potential.

A SWOT analysis is designed to facilitate a realistic, fact-based, data-driven look at the strengths
and weaknesses of an organization, initiatives, or within its industry. The organization needs to
keep the analysis accurate by avoiding pre-conceived beliefs or gray areas and instead focusing on
real-life contexts. Companies should use it as a guide and not necessarily as a prescription.

Understanding SWOT Analysis

SWOT analysis is a technique for assessing the performance, competition, risk, and potential of a
business, as well as part of a business such as a product line or division, an industry, or other entity.

Using internal and external data, the technique can guide businesses toward strategies more likely
to be successful, and away from those in which they have been, or are likely to be, less successful.
Independent SWOT analysts, investors, or competitors can also guide them on whether a company,
product line, or industry might be strong or weak and why.

Components of SWOT Analysis

Every SWOT analysis will include the following four categories. Though the elements and
discoveries within these categories will vary from company to company, a SWOT analysis is not
complete without each of these elements:

Strengths

Strengths describe what an organization excels at and what separates it from the competition: a
strong brand, loyal customer base, a strong balance sheet, unique technology, and so on. For
example, a hedge fund may have developed a proprietary trading strategy that returns market-
beating results. It must then decide how to use those results to attract new investors.

Weaknesses

Weaknesses stop an organization from performing at its optimum level. They are areas where the
business needs to improve to remain competitive: a weak brand, higher-than-average turnover, high
levels of debt, an inadequate supply chain, or lack of capital.

Opportunities

Opportunities refer to favorable external factors that could give an organization a competitive
advantage. For example, if a country cuts tariffs, a car manufacturer can export its cars into a new
market, increasing sales and market share.

Threats

Threats refer to factors that have the potential to harm an organization. For example, a drought is a
threat to a wheat-producing company, as it may destroy or reduce the crop yield. Other common
threats include things like rising costs for materials, increasing competition, tight labor supply. and so
on.

How to Do a SWOT Analysis

A SWOT analysis can be broken into several steps with actionable items before and after analyzing
the four components. In general, a SWOT analysis will involve the following steps.

Step 1: Determine Your Objective

A SWOT analysis can be broad, though more value will likely be generated if the analysis is pointed
directly at an objective. For example, the objective of a SWOT analysis may focused only on whether
or not to perform a new product rollout. With an objective in mind, a company will have guidance on
what they hope to achieve at the end of the process. In this example, the SWOT analysis should
help determine whether or not the product should be introduced.

Step 2: Gather Resources

Every SWOT analysis will vary, and a company may need different data sets to support pulling
together different SWOT analysis tables. A company should begin by understanding what
information it has access to, what data limitations it faces, and how reliable its external data sources
are.
In addition to data, a company should understand the right combination of personnel to have
involved in the analysis. Some staff may be more connected with external forces, while various staff
within the manufacturing or sales departments may have a better grasp of what is going on
internally. Having a broad set of perspectives is also more likely to yield diverse, value-adding
contributions.

Step 3: Compile Ideas

For each of the four components of the SWOT analysis, the group of people assigned to performing
the analysis should begin listing ideas within each category. Examples of questions to ask or
consider for each group are in the table below.

Internal Factors

What occurs within the company serves as a great source of information for the strengths and
weaknesses categories of the SWOT analysis. Examples of internal factors include financial
and human resources, tangible and intangible (brand name) assets, and operational efficiencies.

Potential questions to list internal factors are:

• (Strength) What are we doing well?

• (Strength) What is our strongest asset?
• (Weakness) What are our detractors?
• (Weakness) What are our lowest-performing product lines?

External Factors

What happens outside of the company is equally as important to the success of a company as
internal factors. External influences, such as monetary policies, market changes, and access to
suppliers, are categories to pull from to create a list of opportunities and weaknesses.1

Potential questions to list external factors are:

• (Opportunity) What trends are evident in the marketplace?

• (Opportunity) What demographics are we not targeting?
• (Threat) How many competitors exist, and what is their market share?
• (Threat) Are there new regulations that potentially could harm our operations or products?

Strengths Weaknesses
1. What is our competitive advantage? 1. Where can we improve?
2. What resources do we have? 2. What products are underperforming?
3. What products are performing well? 3. Where are we lacking resources?

Opportunities Threats
1. What new technology can we use? 1. What regulations are changing?
2. Can we expand our operations? 2. What are competitors doing?
3. What new segments can we test? 3. How are consumer trends changing?
Companies may consider performing this step as a "white-boarding" or "sticky note" session. The
idea is there is no right or wrong answer; all participants should be encouraged to share whatever
thoughts they have. These ideas can later be discarded; in the meantime, the goal should be to
come up with as many items as possible to invoke creativity and inspiration in others.

Step 4: Refine Findings

With the list of ideas within each category, it is now time to clean-up the ideas. By refining the
thoughts that everyone had, a company can focus on only the best ideas or largest risks to the
company. This stage may require substantial debate among analysis participants, including bringing
in upper management to help rank priorities.
Step 5: Develop the Strategy

Armed with the ranked list of strengths, weaknesses, opportunities, and threats, it is time to convert
the SWOT analysis into a strategic plan. Members of the analysis team take the bulleted list of items
within each category and create a synthesized plan that provides guidance on the original objective.

For example, the company debating whether to release a new product may have identified that
it is the market leader for its existing product and there is the opportunity to expand to new
markets. However, increased material costs, strained distribution lines, the need for
additional staff, and unpredictable product demand may outweigh the strengths and
opportunities. The analysis team develops the strategy to revisit the decision in six months
in hopes of costs declining and market demand becoming more transparent.

Benefits of SWOT Analysis

A SWOT analysis won't solve every major question a company has. However, there's a
number of benefits to a SWOT analysis that make strategic decision-making easier.

• A SWOT analysis makes complex problems more manageable. There may be

an overwhelming amount of data to analyze and relevant points to consider when
making a complex decision. In general, a SWOT analysis that has been prepared by
paring down all ideas and ranking bullets by importance will aggregate a large,
• potentially overwhelming problem into a more digestible report.
• A SWOT analysis requires external consider. Too often, a company may be
tempted to only consider internal factors when making decisions. However, there
are often items out of the company's control that may influence the outcome of a
business decision. A SWOT analysis covers both the internal factors a company can
manage and the external factors that may be more difficult to control.
• A SWOT analysis can be applied to almost every business question. The
analysis can relate to an organization, team, or individual. It can also analyze a
full product line, changes to brand, geographical expansion, or an acquisition. The
SWOT analysis is a versatile tool that has many applications.
• A SWOT analysis leverages different data sources. A company will likely use
internal information for strengths and weaknesses. The company will also need to
gather external information relating to broad markets, competitors,
or macroeconomic forces for opportunities and threats. Instead of relying on a
single, potentially biased source, a good SWOT analysis compiles various angles.
• A SWOT analysis may not be overly costly to prepare. Some SWOT reports do
not need to be overly technical; therefore, many different staff members can
contribute to its preparation without training or external consulting.
As SWOT ANALYSIS is very important from every aspect. Companies must do swot
analysis before drawing any conclusion regarding the decision .

*LETS TAKE AN EXAMPLE OF SWOT ANALYSIS OF APPLE COMPANY :-

Apple SWOT Analysis

Strengths Weakness

• Strong Brand • Absense of Steve Jobs

• Loyal Customers • Recalls of products
• Best software • Infringement of patents by other companies (Eg.
• Good Financials Samsung)
• Good Products • Decreasing product life cycle of Apple products
• High R&D investment makes it more depends on new product launches.
• Unique Advertising • Apple PC market share is still low compared to
competitors.

Opportunities Threats

• Increasing demand in developing
nations (Eg. India & China)
• New & frequent product
launches.
• Branded retail outlets
• Increasing demand for iPads
• Growing competition from Android & new players
• Economic downturn in Europe
• Changing technology demands
• Increase in Taxes
• Availability of free downloads (Music) which may
threaten the mere existence of iTunes.
• Dropbox, Google drives to become competitors for
Apple Cloud.

LEADERSHIP :-
What is Leadership?
“The action of leading a group of people or an organisation.”

That’s how the Oxford Dictionary defines leadership. In simple words, leadership is about
taking risks and challenging the status quo. Leaders motivate others to achieve something
new and better. Interestingly, leaders do what they do to pursue innovation, not as an
obligation. They measure success by looking at the team’s achievements and learning.

In contrast, management is about delegating responsibilities and getting people to follow

the rules to reduce risk and deliver predictable outcomes. A manager is responsible for
completing four critical functions: planning, organising, leading, and controlling.
Unlike leaders, managers do not challenge the status quo. Instead, they strive to maintain it.
They evaluate success by seeing if the team has achieved what was expected.

What Do Leaders Do?

Leaders are not always people who hold higher ranks in an organization. But they are
people who are known for their beliefs and work ethics. A leader is passionate about their
work, and they pass on their enthusiasm to their fellow workers, enabling them to achieve
their goals. If you feel you do not possess the relevant skills currently, you can consider
taking up one of the leadership courses or a leadership training programme.

Leadership vs. Management: What’s the Difference?

Leaders and managers apply different approaches to achieve their goals. For
example, managers seek compliance to rules and procedures, whereas leaders
thrive on breaking the norm and challenging the status quo. Here’s how leadership
and management are different from each other.

• Vision

Leaders and managers have different visions. Leaders are visionaries, whereas managers are
implementers. Leaders set goals for their team. Managers ensure that the goal set by their
superiors is achieved.

• Organising vs. Aligning

Managers achieve their goals by delegating responsibilities among the team. They tactically
distribute work among subordinates and organise available resources required to reach the
goal.

Meanwhile, leaders motivate people. They concentrate on the personal development of

their team besides working towards achieving organizational goals. They envision their
team’s future growth and work towards achieving that.

• Analysing and Assessing

A leader analyses and assesses every situation to achieve new and better results. Whereas a
manager does not analyse or evaluate, they emphasise on questions like how and when,
which assists them in achieving the goals.

What Are the Qualities of a Good Leader?

1. Honesty and Integrity: Leaders value virtuousness and honesty. They have people who
believe in them and their vision.
2. Inspiration: Leaders are self-motivating, and this makes them great influencers. They are
a good inspiration to their followers. They help others to understand their roles in a bigger
context.

3. Communication skills: Leaders possess great communication skills. They are transparent
with their team and share failures and successes with them.

4. Vision: Leaders are visionaries. They have a clear idea of what they want and how to
achieve it. Being good communicators, leaders can share their vision with the team
successfully.

5. Never give-up spirit: Leaders challenge the status quo. Hence, they never give up easily.
They also have unique ways to solve a problem.

6. Intuitive: Leadership coach Hortense le Gentil believes that leaders should rely on
intuition for making hard decisions. Especially because intuition heavily relies on a person’s
existing knowledge and life learnings, which proves to be more useful in complex situations.

7. Empathy: A leader should be an emotional and empathetic fellow because it will help
them in developing a strong bond with their team. Furthermore, these qualities will help a
leader in addressing the problems, complaints, and aspirations of his team members.

8. Objective: Although empathy is an important quality a leader must imbibe, getting

clouded by emotions while making an important business decision is not advisable. Hence, a
good leader should be objective.

9. Intelligence: A good leader must be intelligent enough to arrive at business solutions to

difficult problems. Furthermore, a leader should be analytical and should weigh the pros
and cons before making a decision. This quality can be polished with an all-inclusive
leadership training program.

10. Open-mindedness and creativity: A good leader is someone who is open to new ideas,
possibilities, and perspectives. Being a good leader means understanding that there is no
right way to do things. Therefore, a good leader is always ready to listen, observe, and be
willing to change. They are also out-of-the-box thinkers and encourage their teams to do so.
If you enrol for a leadership course, all these things will be a part of the curriculum.

11. Patient: A good leader understands that a business strategy takes time to develop and
bear results. Additionally, they also believe that ‘continuous improvement and patient’
leads to success.

12. Flexible: Since leaders understand the concept of ‘continuous improvement, they also
know that being adaptable will lead them to success. Nothing goes as per plan. Hence, being
flexible and intuitive helps a manager to hold his ground during complex situations.

Here are six qualities that are important for inspirational leaders.

1. They are calm in stressful situations.

Not every day or every situation will go exactly as planned. It’s important that leaders are
mindful about how they show up during stressful situations. Inspiring leaders will face
challenges in a calm manner and will work with their team members to find solutions. This is
the opposite of the leader who panics, loses their composure or goes on a blame rampage.
When working with a leader who does not handle things well under stress, employees will
avoid bringing issues or bad news to their attention for fear of their reaction. An
inspirational leader will encourage their team members to identify issues early so they may
be solved together.

2. They show their human side.

Big titles often intimidate more junior members of a team and they forget that their leader
is human too. It’s important that leaders demonstrate understanding of the issues and
concerns that their team members experience. A good leader will genuinely listen and show
compassion and concern for their team. Inspirational leaders demonstrate an interest in the
people on their teams and are there for them during tough times.

3. They listen.

It bears repeating: Listening, really listening, is important. Inspirational leaders will listen for
meaning and will pause before responding. These leaders won’t be crafting a response in
their head or engage in multi-tasking while the other person is speaking. When they do
respond, they will use language that demonstrates that they actually heard the person.

4. They are resilient.

Every leader is going to experience times when they hit roadblocks or a project fails. How a
leader reacts to these situations will be noticed by their team members. Inspiring leaders
will learn from these situations and will bounce back from adversity. They will show their
resiliency by keeping their emotions in check and look for ways to adapt to the situation, as
opposed to blaming a team member or “throwing them under the bus.”

5. They show integrity.

An inspirational leader will demonstrate that they live their values and will “walk the talk.”
They keep promises and commitments and are trustworthy. These leaders do the right thing
even if it may not be the most popular way to act. Their values are aligned with their
actions. They care about their work and the well-being and development of their team
members.

6. They develop talent.

An inspirational leader will develop talent and provide them with opportunities to
grow. They are willing to take a risk on a person to stretch them. They have a
desire to develop their team members and push them outside their comfort zone
— and are prepared with a safety net if the individual falters.
CONCLUSION:-

To offer parting words after this journey, it is important to understand that

whatever leadership or management style chosen, it has to relate to inherent
beliefs. Essentially, the iceberg below the surface is not just made in one day, it is
shaped and cultivated throughout life through natural and social occurrences,
assumptions, and inherent beliefs. It is very important for leaders to find their
own icebergs and self-reflect on what their beliefs mean to their leadership styles
and how they develop their management strategies. As prospective leaders and
managers in society, it is highly important to locate and cultivate a personal
leadership style to become successful in a future society.