Running head: MILESTONE TWO: LEADERSHIP STRATEGIES
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MILESTONE TWO: LEADERSHIP STRATEGIES
Milestone Two: Leadership Strategies
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Leadership Strategies
Fortuga Artisans Inc. has an executive and employee turnover rate, which is higher than usual. The company needs to quickly respond to changes in the company in its flexibility reflection and foster a conducive working environment in its HR sustainability promotion. To achieve these duo goals, the company can embrace the delegate and empower strategy (Linnenluecke & Griffiths, 2010). A common complaint between leaving employees and retained employees included their dislike for Doug’s leadership. Maryann confessed that Doug does not listen to employees and makes decisions from a vacuum. The company needs to give the junior employees, especially the professional artists, a chance to present their ideas and people under Doug to participate in decisions. As a result, the company will easily respond to the changes of low employee retention and become more flexible in its problem solving (Xiaqi, Kun, Chongsen, & Sufang, 2012). The strategy also makes the company sustainable. The employees will feel more valued and engaged in decisions, developing some passion for the company and feeling a sense of belonging to their workplace.
The company must also foster effective change management and further the organizational goal. A leadership style that can foster change management is fostering transparency and feedback. There should be a smooth flow of information vertically and horizontally across the organization (Linnenluecke & Griffiths, 2010). The helm of power in the organization should refrain from making decisions that do not involve management and other executives. In furthering the organizational goals, the company also needs to embrace democratic decisions at the professional levels. The artists should participate in decisions related to design and other professional developments to enhance creativity which is part of furthering the organization’s goals. The organization also needs to enhance diversity as one reason why the organization’s future is at risk is Doug’s chauvinistic nature. In furthering an organization’s goals, diversity is essential as it brings in new ideas and different perspectives in its decisions.
Other Strategies
An HR strategy that can promote sustainability is evaluating the impact of the negative practices and the depth to which it affects the victims. The organization’s HR can survey to investigate how badly Doug’s chauvinistic leadership affects women. The company can also investigate how Doug’s disrespect of ideas and creating ideas from a vacuum affect professionals working with his decisions. The evaluation should lead to some HR solutions, including the engagement of professional employees in decisions and legislation that empower undervalued affiliations such as women. The strategy can enhance sustainability and further the organization’s goals (Fellows & Liu, 2013). The organization should also anticipate organizational changes, have a culture of respecting reactions to organizational changes and develop a change management strategy that trains employees before the change and proactively communicates the changes with employees.
The organization needs to focus on its core values to enhance a habit of reflecting on its flexibility. As an art company where creativity is paramount, the organization’s leaders and employees will find creativity and change their way of doing things. As a result, leaders such as Douglas can realize his mistake of not allowing new and creative ideas from professionals and other executives working in the company. The organization should also edit its organizational culture of promoting employees who have a relationship with dough, which inhibits its flexibility. The best strategy is interviewing many employees and giving promotion chances to those who show promise in visionary and open-minded leadership. The strategy may enhance flexibility and enhance visionary leadership, which furthers the organization’s goals.
Implementation of Strategies
The organization can implement the strategies stepwise. The first phase of change is the implementation of KPIs to evaluate the impact of harmful practices at the helm of leadership. The HRM and Research and Development can survey employees to understand the depth of the impact on victims and develop a report with recommendations on the best courses of action. The second phase should be decentralizing decisional power to allow other executives to participate in the organization’s decisions. The democratic decisions should also be transferred to professionals when it comes to product and protocol decisions. The new empowered leadership should then focus on change management and editing the organization’s culture. They should develop a strategy for proactive communication before change management and ensure that the change process will engage the organization’s employees in formulation (Fellows & Liu, 2013). In addition, the new leadership should design a plan to educate employees to enhance their relevance in the new plan and eliminate employee resistance. However, the organization should be more accepting of the resistance as it criticizes possible mistakes in the change management plan.
The organization also needs to smooth out the flow of communication, both vertical and horizontal. The organization will need to have open offices where all employees can access the management and administration to achieve this. Additionally, the communication information systems should be open between all levels in the organization’s hierarchies. The organization should finally focus on its core values of enhancing creativity. The protocols may bring junior professional employees to the decision table when new designs and improvements in old designs are needed. The phases transit clearly from showing the problem of power misuse to the delegation and finally to participative leadership and better communication (Xiaqi, Kun, Chongsen, & Sufang, 2012). Fortuga Artisans Inc. can foster sustainability, reflect on its flexibility, enhance its change management protocols, and further its organizational goals with these strategies.
References
Fellows, R., & Liu, A. M. (2013). Use and misuse of the concept of culture. Construction management and economics, 31(5), 401-422.
Linnenluecke, M. K., & Griffiths, A. (2010). Corporate sustainability and organizational culture. Journal of world business, 45(4), 357-366.
Xiaqi, D., Kun, T., Chongsen, Y., & Sufang, G. (2012). Abusive supervision and LMX: Leaders’ emotional intelligence as antecedent variable and trust as consequence variable. Chinese Management Studies.