MGMT6000 Dynamic Leadership Management Assignment Help

MGMT6000 Dynamic Leadership Management Assignment Help

MGMT6000 Dynamic Leadership Management Assignment Help

Abstract

The report will give the glimpses of the leadership skill required in the organisation for managing the team. Firstly the report will identify the leadership challenges, strengths, assessment of my leadership skill in the organisation where I am working. Then based on the partner’s feedback on the leadership skills will help me to identify the gaps that I have to fill by taking certain measures based on the leadership skills will be identified. The core purpose of the report is to identify and develop the leadership skills to achieve the target.

MGMT6000 Dynamic Leadership Management Assignment Help

Organisation:

The organisation where I am working is Aldi which is one of the supermarket chains operating globally. It has its presence in the 18 countries including in our Australia which has opened in the year 2001. Within a short period of time it has become one of the best retailers in Australia. Australian Retail Association nominated our organisation Aldi one of the best stores. The key feature of this supermarket chain is the discounted pricing which creates enhanced value to the people of Australia. Aldi outsources their products from the Aussie farmers and manage their deals with the local suppliers. The business of Aldi is mainly focused to the south of Australia as well as west.

My Role:

The store where I am working is at the Young NSW 2594 as an Assistant Area Manager. The key responsibilities areas is to look after the sores in the designated areas, managing 40 to 60 team members, issues with the teams, designated the targets for the stores etc. The functional areas are the leadership skills, business awareness, managerial skills, communication skills etc.

Challenges in my Role:

The challenges that are associated with my role are to drive the team to achieve the targets, motivating the team under high pressures, organising capabilities to define the targets for each of the stores. The business of Aldi is fast moving where long working hours, extreme hard work, difficult goals are there. Time management sand interpersonal skills are the necessities in this role. It is very common observation from my role that problems will be the part of the business operations as I have to manage 2 to 3 stores in the concerned area. The teams are the human beings who are motivated or drive by emotions and managing all the members by providing motivation is the key challenge for me as at the end of the month I will be responsible to the top management about the target achievement. The top management has a high expectation from the Area managers for achieving the targets which will turn will lead the organisation to achieve the business goals.

Key stakeholders of my organisation:

The stakeholders are the individuals associated with the business of Aldi. In order to understand the level of influence of the stakeholders we need to undertake the stakeholder’s mapping.

Key stakeholders

In the stakeholder mapping there are four areas which will give the picture of the power and the interest level associated with the business of Aldi.  (Anderson., 2012)

Latent: They show high power but they do not have the influence in the business. In this area it is the customers who are coming to the stores of Aldi. Satisfying them with their requirements will be the ultimate strategy to increase the business turnover.

Promoters: Promoters are having high power with high interest in the business of Aldi. The management of Aldi have to identified them and associate them in the business. They are the Aussie suppliers, farmers, investors. They have invested in the business by considering certain interest or return. (Miles., 2011)

Defenders: Defenders are the people who have a high interest in the business with low power. Basically they are the employees of Aldi where they are concern about the future of the business as their career is mainly dependent on the progress of the business. Thus the management needs to communicate and informed them by giving updates.

Apathetic: Aldi doesn’t consider any individuals with less power and low interest. The management is mainly concern with the targets and the business goals in Australia.

Leadership Challenges:

As per my role in Aldi as an Area Manager I have to manage three stores in the Southern part of the Australia. Managing three stores means managing a team of 40 to 50 members who are associated with the stores in my area. The stores are having one store manager, Retail assistant, accountant and shopper’s level personnel. Out of three stores there are two stores which have several issues that affect the target achievement and for that I am answerable to the senior management about the deficiency in achieving the target. The functional area based on these issues is the leadership skills that I posses. Leadership is the function that an employee with the designation of Area manager must have in order to influence the team of 40 to 50 members. The performances of them are directly related to the target achievement. It is my leadership skill that is urgently required to motivate or influence the members to give their positive performances and also to identify the solutions for the issues which will boost the morale of the employees. The leadership challenges that I have faced can be classified in the following ways:

Managerial effectiveness is one of the challenges that involve the time management, thinking the strategy and developing the ways to achieve it, setting the priority of the tasks etc. Work load is one of the challenge that is very common in my role and for that limited resources are the critical ways that I have to face (James M. Kouzes, 2016)

Another challenge is to motivate or inspire the teams for achieving the targets. It is common in two stores that there are few staffs who are not promoted since 5 years and some are get their promotion within 3 years to the upper level which de-motivate the employees.

Employee’s development is one of the challenges that I am facing which involves the mentoring, coaching to build their sense of perfection. Building trust among each other is the key challenge in the employee’s development

Encouraging the team to accept the organisational change is one of the challenges where the forces of the resistance are high. Transformation is one of the challenges for me.

Managing the politics of the internal areas of the store where the employees forms their groups and give their performances based on their groups. Understanding the group behaviour and their motives is one of the challenges. (Trevor Waldock, 2009)

My Leadership Journey at Aldi Australia:

I have joined Aldi 3 years back as a Store manager where I was responsible to mange a team of 15 to 20 people hardly. After my promotion in the last quarter of 2015 as an Area Manager, the area has increased and now I have to manage a team of 50 to 60 members. So I like to categorise my leadership journey in to two phases which are as follows:

Phase 1: In the phase 1 I was the store manager of Aldi where I have to manage a team maximum of 20. The issues that I faced is preparing the roasters of the employees, flexibility options, group conflicts, politics in the groups, decision making process etc. Initially I was unaware of such issues but when this issues rises I have followed the participative leadership styles where I used to involve the team members to sort out the issues. But still there was a group conflict which used to hamper the target achievement. At that point of time I have also used the laissez-faire leadership style where I have given the power to the members to sort out the issues with their own way

Phase 2: In phase 2, my leadership journey was completely changed where I have to manage the team of 60 members. The issues remain the same but for me the volume is high due to the three stores which are now under my supervision. The issues used to affect the target achievement of the entire area. But at this level I am following the transformational leadership styles where I have developed a vision and motivate the team to follow the vision. The subordinates used to identify the needs or the requirements for the change I am prioritising and execute them properly due to the inspiration that they used to get from me. (Winkler., 2010)

My Current Strength:

The current strength in my leadership is the managing the effectiveness of the team. I understand the role of the members in an organisation and based on that I have set the vision which is the

direction for the team to follow in order to achieve the organizational targets and also help them to develop their career opportunities. This one of the leadership style that a transformational leader used to follow by developing a vision and motivates the subordinates to accept the change or the direction as per the vision. Franklin Roosevelt a former president used to consider one of the transformational leaders. The approaches that I used to follow are to identify the target of the organisation as well as an employee. Based on that I used to set the vision and create some examples of my hard work which inspires or motivates the team. Personality is the key are which influence the subordinates to follow me and the vision. The team members are very much aware of my development from a store manager to an Area manager with a span of 3 years due to my hard work, united approach and creating examples like the best store in the quarter. My personality influences the team members to accept the change that I used to develop. For my strength that I posses in my leadership skills, the organisation Aldi does not have to spend money rather the top management is happy to observe my skills to manage the huge team of the area in the South Australia that is the way that I used to follow.

My Leadership Assessment:

As per Myers-Briggs Type Indicator (MBTI) the leadership style that I used to follow can be assessed by considering the ISTJ aspect among other options. ISTJ aspect implies that sincerity, taking reasonable care, hard working, systematic and realistic are key features and that I posses in my leadership skill. As I consider the organisation targets and an employee’s aspiration in to one level and then developed a vision that can motivate the employees to give their best. (Grint., 2010)

Partner’s Observations, challenges, applications feedbacks:

My partner is working with Independent Grocers of Australia (IGA) in a same designation that I am holding currently. It is also a supermarket chain in Australia and one of the major competitors of Aldi. From the conversation with him I have observed that he has face similar issues that I am facing in Aldi. The challenge he is facing is the development of the teams by encouraging them to follow the change. The leadership is the key function in his role and for that he prefers the behavioural theories and trait theories of leaderships. Under the trait theory he gives emphasis on the integrity and the decision making skills to remove the conflicts among the teams. But the guarantee to solve the issues immediately is not there as per his feedback. For that he also gives emphasis on the behavioural theory where he focuses on the democratic style. He used to collect input from the team members and like to implement in the decision making process to remove the conflicts and increase the employees morale that is the positive side. Based on the discussion he told me that democratic or participative style also has the negative side that is the involvement of all the ideas in to the decision which is impossible and sorting the ideas can create misunderstandings (Northouse G., 2010). Thus careful steps are necessary in this style. My partner also gave emphasis on the cultural diversity by forming the teams who can satisfy the different customers from several cultural backgrounds. I have given him the feedback that is to develop a vision and example based on that the teams will be motivated to give their expected performances. The style is the transformational leadership where the personality of the leader will influence the team to follow him. The advantage can be the prevention of the management to consider several opinions from the employees which will simplify the operational process. (Eagly, 2010). Only an effective leader can influence the team with his/her personality which is required in this style. My partner has also identified my strength that is the strong personality I hold in the organisation Aldi. Based on my personality, the team members are following my instructions as they are aware that I am the person whom they can prefer due to the effective strategies, examples I have set in the organisation. It is the Transformational leadership style that I used to follow in order to manage and lead the people to achieve the target and also to develop their own future prospects.

My Future Development Areas based on the Partner’s feedback and observations:

The other leadership styles that can I can follow based on the partner’s feedback when the issues are very complicated that is the participative leadership style. By this style I can identify the issues and ask the teams to participate in a meeting conducted by me. Over the meeting the team members used to share their concerns regarding any issues or decisions. After hearing the issues I can consider all the opinions or reviews to find an effective solution. This approach will help me to minimize several conflicts among the teams (Cummings, 2010). But I have to remain conscious about the personal interest of the employees which I need to segregate from the opinions that is t5he negative side. I also need to consider the cultural diversity which is one of the parameter that influences the effective leadership. The cultural diversity often creates conflicts among the teams and that hampers the business process. But the customers are also from the different cultural background and in order to understand their requirement a cultural diversified team is also required so that Aldi can reach effectively to the customers. From that point of view effective coaching and mentoring is needed to understand their unity which is widely required in their performances (Schein, 2010). Aldi is an organisation which gives focus to the diversified culture in order to attract more customers and from that point of view I have to ensure that the teams of each store must have the diversity in culture. From this perspective communication skills can be the only way to satisfy the customers coming in the store and the cultural diversified team can able to fulfil their requirements. Dominance and friendliness factors in the communication are needed to be considered for appealing the employees (De Vries, 2010). Thus mentoring and coaching should also include the development of the communication skills to the team members of the Aldi. Aligning the organisation culture with the organizational practice can only be possible with my leadership skill that must involve the importance of culture. Apart from that based on the strength that is my personality that my partner has identified is to needed to be given more focus. I have to set more examples in the organisation which will motivate the team to give their performances required by the organisation. (Jogulu, 2010)

Conclusion

In this report we can able to identify the importance of leadership in the organisation based on the concerned designation as discussed. The report has shown my current strength, challenges and key responsibilities areas. Other than that based on the partner’s feedback and ways of managing the team has helped me to address my skills gaps which are required to develop my leadership skills. Here lies the importance of this report.

Bibliography

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Cummings, G. M. (2010). Leadership styles and outcome patterns for the nursing workforce and work environment: a systematic review. International journal of nursing studies , 47-55.

De Vries, R. B.-P. (2010). Leadership= communication? The relations of leaders’ communication styles with leadership styles, knowledge sharing and leadership outcomes. Journal of business and psychology , pp.367-38.

Eagly, A. a. (2010). Diversity and leadership in a changing world. American Psychologist.

Grint., K. (2010). Leadership: A Very Short Introduction. OUP Oxford. .

James M. Kouzes, B. Z. (2016). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. John Wiley & Sons.

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Schein, E. (2010). Organizational culture and leadership. John Wiley & Sons.

Trevor Waldock, S. K.-R. (2009). The 18 Challenges of Leadership: A Practical, Structured Way to Develop Your Leadership Talent. Pearson/Prentice Hal.

Winkler., I. (2010). Contemporary Leadership Theories: Enhancing the Understanding of the Complexity, Subjectivity and Dynamic of Leadership. Springer.