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The concept of leadership can be broadly defined as the intrinsic ability to internalise a setting with the intention of empowering a group or team to proactively and creatively contribute towards problem solving (Baxter 27).
On the other hand, management, in the broad spectrum, can be defined as the process of deploying the needed resources to realize specific objectives that are measurable within a specified period of time (Eriksen 753). Effective leadership is characterized by strong management and decision making skills. Unfortunately, the group at the group at Tek lacked the element of leadership.
Symptom of lack of leadership
Leadership inspires the need to contribute proactively towards creation of a suitable environment for closing the gap that may exist between a challenge and its solution. However, the group does not set goals and objectives. Besides, the team leaders were not taking any responsibility of their teams in terms of direction and meeting the set targets.
Analysis of leadership problem
The main characteristics of good leadership style include adaptability, empowerment, commitment, contribution, and critical problem solving skills. Besides, the leader can inspire self esteem and confidence among the staff to align their feelings to specific intuition or instinct in his proactive concept (Tuleja and Greenhalgh 33).
Due to lack of ideal leadership structures, Tariq Khan observed during one of the meetings with senior executives that none of the country managers made conservative estimates. Besides, there was no one among the senior executives who was taking responsibility of their targets. Besides, there was an open disagreement among the senior executives on the focus of each company branches in the eight countries.
Solution
In order to create strong leadership structure at the Tek, Tariq Khan and the other senior executives should embrace the element of transformational leadership. Transformational leadership provides an opportunity where employees could be motivated to give a desired output, thus meeting set targets (Eriksen 755).
When the management embraces the principles of transformational leadership, it becomes easy to convince employees to be flexible to change. For instance, Tariq, who is most senior executive, may embrace transformational leadership skills by empowering the other executives to explore their full potential in terms of responsibility and target management.
The main characteristics of transformational leadership include adaptability, empowerment, commitment, contribution, and critical problem solving skills (Eriksen 751). These skills will turn around the current problem of lack of responsibility in managing teams and meeting set targets.
The senior executives should strive to strike a balance between task orientation and transformational skills to serve competing interests in the relatively changing economic landscape, following the rapid growth of the company through modelling efficiency units in the other branches across the globe.
Since leadership inspires the need to contribute proactively towards creation of a suitable environment for closing the gap that may exist between a challenge and its solution, the senior executives should adopt creative leadership structure which is a rich recipe for an imaginative response to stimulate the different maturity stages of the Tek Company (Baxter 25).
Basically, creative leadership involves flexibility and forward thinking in solving problems. This will enforce the element of responsibility among the team members (Eriksen 760).
Reflectively, self initiative in situational leadership plays a significant role in setting up the leadership environment for situational occurrence management from external factors. Self initiative involves taking bold steps after a consultative forum in solving issues (Tuleja and Greenhalgh 35). Through self initiative, the senior executives will learn to engage self initiative in following up set targets which is currently a challenge.
Works Cited
Baxter, Judith. “Who Wants to Be the Leader? The Linguistic Construction of Emerging Leadership in Differently Gendered Teams.” International Journal of Business Communication, 3.4 (2014): 23-41. Print.
Eriksen, Matthew. “Authentic Leadership: Practical Reflexivity, Self-Awareness, and Self-Authorship.” Journal of Management Education, 33.1 (2009): 747-771. Print.
Tuleja, Elizabeth and Anne Greenhalgh. “Communicating Across the Curriculum in an Undergraduate Business Program: Management 100-Leadership and Communication in Groups.” Business Communication Quarterly 71.1 (2008): 27- 43. Print.
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