KTG Company Strategic Leadership

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Table of Contents

Introduction
Background challenge at KTG
Leadership concepts and theories
Strategy
Motivation
Communication
Team dynamics and leadership
References

Introduction

Strategic leadership in organizations is one of the most profound models needed to accelerate positive organizational change and growth. Strategic leadership is also capable of moderating operations within an organization by boosting the morale of employees through motivation and a conducive working environment. As such, organizational behavior may not be ignored at all when exploring the aspect of strategic leadership.

It is a terminology used to describe the management of manpower within an organization and how it can also be used to facilitate the regular process of production according to the set goals and objectives.

It is also vital to note that strategic leadership entails the application of specific stream of knowledge by the appointed leadership structure and employees with the aim of generating a holistic perspective towards positive growth (Griffin & Moorhead 2012, p. 4).

On the same note, organizational behavior often seeks to underscore the relationship between an organization and employees with the aim of attaining the necessary objectives and goals. This paper analyses a case study of the KTG Company in terms of how the current leadership structure can be improved in one of its regional operation centers.

Background challenge at KTG

According to the recent operational review conducted by the Chief Executive Officer of the company, it was found out that there was a gross mismatch between growth capability in the region and the available expertise or knowledge base. Besides, it was evident that the existing operational plan was out of date bearing in mind that the leadership of the region had not put in place any strategic plan.

The members of staff were also found to be poorly motivated. They had no personal drive to work or even improve their performance at work. This situation was mainly occasioned by lack of clarity regarding their future.

In addition, it was discovered that the emerging business opportunities within the affected region could not be harnessed properly since the knowledge stream leader in place was not the best personality suited for the task at hand (Keefe-Perry 2010, p. 190).

Other factors that were found to be detrimental to the operations of the company in the affected region included unclear policies, values and the business goals of KTG to members of staff and also lack of proper engagement or cooperation between the regional government and the immediate members of the community.

It is against these challenges that there is urgent need to put in place an effective knowledge stream leader who will be able to foster rapid growth of the company in the region using the available resources especially in the renewable energy sector.

Leadership concepts and theories

The efficiency of a given leadership within an organization largely determines the level of accomplishing goals as well as the set objectives. From the KTG’s regional case study, it is evident that the objectives and goals of the company are still not clear to employees. Therefore, it is prudent to make the objectives as vivid as possible. Moreover, suitable strategies should be put in place in order to accomplish the set goals.

The leader who will be appointed in this regional office ought to ascertain that the existing teams understand their priorities, have measurable objectives and are adequately coordinated in order to achieve the goals of the company (Pollak 2010, p.1408).

The aspect of size is also critical when harnessing the potential of any team dynamics. It plays a vital role in determining the effectiveness of various operational aspects within an organization. For instance, the size of a team depicts how tasks are carried out, determines cooperation among the team members and also facilitates the entire process of communication (Pot, Koningsveld & Erg 2009, p.424).

There are quite a number of teams that prefer small sizes bearing in mind that teams that are relatively small in size can be easily coordinated. As such, they can perform tasks faster, prevents loss of process in team maintenance and also lower the likelihood of social loafing.

It is necessary for the new knowledge stream leader at the KTG’s regional offices to make sure that the size of individual teams are made lean and more effective in readiness to perform their roles. Even though large teams may be effective in providing the much needed team diversity and psychological support, they can only be accommodated when the regional operation of the company have become stable.

At present, the most critical area that ought to be given more emphasis is performance improvement so that the affected regional branch of the organization can experience positive growth and profitability as other regions.

While the new leader should root for lean and effective teams, it is important to note that the size of the team will also depend on the leadership structure that will be put in place. In any given workplace environment, top leaders are not supposed to have direct authority to determine the size of a group (Ashley 2006, p.650).

The region has also been affected by lack of clearly defined norms and organizational values. Each of the groups and teams should be guided on the type of routines to follow and what they are expected to understand while at workplace. In other words, the values and routines of the company should be communicated to all members of groups or teams.

The latter are critical in making sure that desirable behaviors are cultivated alongside effective performance of tasks. It is vital to point out that values are developed spontaneously when teams interact as they carry out daily routines.

In a workplace environment, effective leaders should be familiar with the norms and value of an organization so that they can pass the same to other members. In case of negative values and routines, it is the role of leaders to confront the teams and consequently correct the anomalies.

The new teams and groups that will be formed in this region will also be expected to be cohesive. Cohesiveness will forge unity among team members. It will also bring them in a uniform working platform. Cohesiveness also enhances high levels of performance. Teams which remain together are highly likely to be cohesive.

Cohesiveness can be affected by factors such as the desire for attaining success, the need to boost the level of competition and also overall willingness to meet the goals and objectives of an organization (Griffin & Moorhead 2012, p.67). Team members who are cohesive are more friendly and trustworthy among each other.

In a workplace, effective leaders should take part in enhancing cohesiveness among team and individual members. The new knowledge stream leader who will take up the leadership of the region will have to make sure that employees are cohesive and work in line with the set goals and objectives of the company.

The new knowledge stream leader will have to embrace quite a number of strategies in order to harness the potential that exists in this dormant region. Perhaps, it would be necessary for the leader to put into consideration various leadership opportunities and challenges prevalent in this regional office.

Griffin and Moorhead (2012, p. 518) note that leaders in organizations have continually be aware of the importance of creating change by being active participant in the process of transforming the regional operations of KTG.

As already noted, lack of an effective team work may pose a real threat towards the realization of the goals. This has been the worst form of threat that has affected KTG’s operations in the aforementioned region. Al-Rawi (2008, p.93) observes that teamwork is a vital element in any successful operation of a business entity.

According to contingent theory of leadership, the emerging issues usually affect the performance and overall delivery of a leader. KTG has been in a position to carry out successful operations in all the other regions. In fact, the company has managed to record significant profitability for a considerably long period.

According to the contingency theory of leadership, the new knowledge stream leader in the affected region of the company will have to address the functional conflicts that affect the success of various teams.

This will be achieved by creating and improving awareness and boosting interaction skills among employees. The leader will also have to make sure that staff members cooperate with each other fully towards attaining specific goals and objectives.

Strategy

KTG has a formal matrix structure. This type of a structure can work well especially if the knowledge stream leader understands its complexities and functioning modalities (Brown et al 2008, p.170). Even though the same structure has been used in the affected region for a long time, it is apparent that the outcomes are not impressive at all.

It will be crucial for the incoming leader to take full charge and review how the structure has been working in the affected region. Perhaps, it will be necessary to decentralize some of the functions of the top leadership in the region so that the junior employees also get a sense of belonging when they take part in vital decision making processes (Smith, Blandford & Back 2009, p.282).

When employees are made to feel that they are part and parcel of the processes taking part in an organization, they are highly likely to work smart and eventually improve the performance of an organization. KTG will immensely benefit from the active participation of all employees especially if the process of decentralization will be implemented fully.

One way of attaining decentralization in the affected region of the company is by creating a short form of hierarchy that will enable junior employees to contact the top leadership within the shortest time possible. As a matter of fact, long term planning will only be possible if employees take part in vital decision making processes.

The regional operations of the KTG Company will also be improved by creating multidivisional structures. The latter will permit rapid integration of local operations with regional cultures.

In addition, it will lower the time taken to respond to staff members. Clients will also be in a position to express their needs within the shortest time possible. Such an approach will eventually expedite service delivery and productivity of the regional operations of KTG as a business entity (Marques 2011, p.21).

Motivation

Members of staff and other employees are apparently not motivated to work. This can be explained by the fact that they are not interested with both the immediate and future progress of the company. Therefore, it will be inevitable paramount to develop a leadership system that motivates employees to give their best services while at the place of work.

According to McClelland’s theory of needs, motivation is a critical component of improving performance. This theory stipulates the importance of meeting the needs of employees in any given workplace environment (Dunn, Dastoor & Sims 2012, p.53). When the needs of employees are fairly met, they will be in a position to dedicate their time fully in working according to the goals of the organization.

A thematic aptitude test (TAT) has been employed in this theory in order to examine how various categories of people can boost their achievements when they are motivated (Kemper & Brandes 2007, p.426). Another strategy that will be used to motivate workers will be through verbal appreciation of their personal contributions towards the success of the company.

Verbal appreciation will create a sense of acceptance and cordial relationship between the top leadership and junior employees. For employees who perform well in specific tasks, it will be necessary to publicly recognize their achievements.

In particular, employees who accomplish tasks that are difficult in nature will have to be fully appreciated as a way of motivating them. Appreciation may come in different forms such as promotion into higher job ranks, salary increments as well as additional bonuses and fringe benefits.

On the same note, the ERG theory also affirms why employees ought to be motivated. This theory embarks on the importance of various tastes and preference of employees in regards to motivation. The theory asserts that both the existence and basic needs of employees should be given the top priority. For instance, all the psychological needs of employees are considered to be basic. Such needs should be given great concern.

In pursuit to this theory, the incoming leadership at the affected KTG’s regional branch will initiate a rigorous counseling and support program for employees at this branch. This will go hand in hand with the provision of a safe working environment. Security and a sense of being safe are crucial elements that the leadership will use to motivate members of staff attached to various departments (Vanaerschot 2007, p.315).

In the Herzberg’s motivation-hygiene theory, management staffs in most contemporary business organizations often find it quite challenging to lower the level of dissatisfaction among employees especially when the operations of a company are widespread. According to the motivation-hygiene theory by Herzberg, hygiene standards within a workplace environment may determine the level of satisfaction of employees.

For instance, it is obvious an unhygienic working environment may pose serious health risks to workers. As a result, incidents of poor health and infections are highly likely to dominate such environments. As a result, workers who are unhealthy will not be motivated to work.

The new leadership will put in place high standards of hygiene at the place of work. This will also go hand in hand with improving the overall working conditions of employees.

Communication

Communication is an integral aspect within an organization. Lack of effective communication between the leadership and subordinate members of an organization may grossly jeopardize the operations of a business enterprise. Communication may be both directive and evaluative. The new knowledge stream leader will have to exercise both of these two modes of communication.

In terms of directive communication, it will be necessary for the new leadership to understand how various team and group members often react to changes proposed with this regional branch of the organization. The ability to understand workplace reactions is a vital component of leadership.

For instance, organizational psychology and training can only be comprehended and articulated properly only if directive communication is undertaken properly. Needless to say, directive communication will have to be one of the changes to be injected in the affected regional operations of KTG. It is crucial to note that effective team dynamics can only be influenced through directive communication.

Collaborative work cultures and the level of performance will also be improved in the presence of effective directive communication. Additionally, communication will have to be improved by making sure that all the responses are conveyed promptly, clearly and also in the most transparent manner (Geraghty 2010, p.1146).

In other words, members of staff will have to be trained on how to communicate effectively both among them and also with the top leadership of the organization. As such, training programs will be initiated among all the employees of the company in this region.

The training program on effective communication will have to capture elements of effective communication such as the ability to understand and interpret information conveyed across the board, being articulate when conveying information and also the importance of courtesy in the entire process of communication.

Team dynamics and leadership

Effective leadership within various teams is a vital feature that can hardly be ignored if the KTG’s operations in this region will be profitable. As already highlighted above, participatory leadership among various members of teams and groups is crucial towards positive growth and development of a business entity. In a workplace, certain aspects demand inputs and options from various teams in order to formulate appropriate decision.

This implies that decision making processes should not be left entirely on the hands of top leaders. Members within a group should be in a position to offer their individual opinions and perspectives especially regarding new changes that are introduced at workplace.

In regards to decision making, the new knowledge stream leader will be expected to formulate ways of integrating all team members in decision making processes. As a matter of fact, this will serve as one vital way of motivating members of staff since they will significantly gain a sense of belonging at the place of work.

In summing up, team dynamics and leadership will also focus on the significance of organizational change and culture (Bititci et al 2006, p.1330). It is inevitable that the new strategic leader will have to inject several changes at the poorly performing region of the KTG Company.

While such changes are expected to yield positive outcomes, some members of staff may find it cumbersome to accommodate the same changes largely due to threat of comfort and challenges posed by job security. Therefore, the new leader will have to demonstrate high level of leadership skills by making sure that the current employees take active part in the entire process of change.

References

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Bititci, U. S., Mendibil, K., Nudurupati, S., Garengo, P., & Turner, T 2006, “Dynamics of performance measurement and organizational culture”. International Journal of Operations & Production Management, vol. 26 no. 12, pp.1325-1350.

Brown, L. D., Shepherd, M. D., Merkle, E. C., Wituk, S. A., & Meissen, G 2008, “Understanding how participation in a consumer-run organization relates to recovery”. American Journal of Community Psychology, vol. 42 no.1, pp. 167-178.

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Griffin, R. W. & Moorhead, G 2012, Organizational behavior: Managing people and organizations, Cengage learning, Mason, OH.

Keefe-Perry, L 2010, “Divine exploration and invitation”. Cross Currents, vol. 60 no. 1, pp. 89-137.

Kemper, R. V., & Brandes, S 2007, “Obituaries: George McClelland foster jr. (1913-2006)”. American Anthropologist, vol. 109 no. 2, pp. 425-428.

Marques, J 2011, “Turning inward to connect outward: Interbeing as motivational path in today’s workplace”. Interbeing, vol. 5 no.1, pp. 19-29.

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Pot, F. D., Koningsveld, E. & Erg, E 2009, “Quality of working life and organizational performance – two sides of the same coin”? Scandinavian Journal of Work, Environment & Health, vol. 35 no. 6, pp. 421-428.

Smith, P., Blandford, A., & Back, J 2009, “Questioning, exploring, narrating and playing in the control room to maintain system safety”. Cognition, Technology & Work, vol. 11 no. 4, pp. 279-291.

Vanaerschot, G 2007, “Empathic resonance and differential experiential processing: An experiential process-directive approach”. American Journal of Psychotherapy, vol. 61 no. 3, pp. 313-331.

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