Effectiveness of the Leadership Styles at Wal-Mart Coursework

Effectiveness of the Leadership Styles at Wal-Mart - Coursework Example Paternalistic and Democratic are flexible style of leadership and they are being used by Wal-Mart since many years. Wal-Mart takes care of its employees by practicing the paternalistic style of leadership. Wal-Mart tries to supply concern for their employees and in return they gain trust and loyalty of the staff. Through democratic leadership Wal-Mart gives the decision making power to the employees, which promotes the interest of the employees towards the betterment of the organization. However Wal-Mart does not seem keen to practice laissez-faire leadership style, as it wants to restricts the decision making power of the employees. The transactional leadership style is however used by Wal-Mart at times when the find the emotional level of the employees low (5 Different Leadership Styles That All Work!, 2011). The most common and effective leadership style that is being used by Unilever is the transactional style of leadership, which is based on providing materialistic and psychological rewards to the employees on their good performance and also to keep them motivated. This style of leadership is being used through the entire organization. The leaders analyze the cause of the poor performance of the employees and then take corrective actions. The end result of this leadership style have been effective for Unilever, as it helps them reach goal setting, maturity, increase productivity and efficiency of operations. Other leadership styles such as transformational and laissez-faire have not been quite successful at Unilever. However paternalistic and democratic leadership styles have been effective for gaining the trust of the employees and keeping them devoted towards the organization.

Organizational Behavior Annotated Bibliography Example | Topics and Well Written Essays - 1000 words - 1

Organizational Behavior - Annotated Bibliography Example Go-To-People are analytical, aggressive, intuitive, humble, patient, confident, deliberate and decisive. In addition they know how well the organization work, know how to use power when it is needed and think outside the box. 3. Go-To-People can be found anywhere in any department of the company and might be very learned or new graduates as well as someone with just formal education. The organization can find them through interviews by asking tricky questions and see how the employees respond. The organization can also find them by looking for talents within the organization. Or creating challenging projects which will help bring out the characteristics of Go-To-People person. 4. Go-To-People should be nurtured by keeping them challenged, recognizing their efforts and rewarding them thus building their career. Usually they work hard but their efforts go unnoticed and this demoralizes them, hence it is necessary for the organization to recognize the value they bring and reward them appropriately. 1. This article describes the ABC model that can be used by managers to obtain desired behavior and performance from employees by providing a positive feedback. The ideas in this article are the A which is ‘action’, B which is ‘because’, C which is ‘could we?’ and finally the conclusion which determines the outcome of the feedback. 2. â€Å"A† focuses on a specific issue and how the feedback conversation should be carried out. This requires data collection first to determine the issue of concern and the managers should be able to raise the topic without provocation or judgment of the employee being addressed. The use of data and facts is important in this step to ensure that both parties have the same information. A proper â€Å"A† statement will lead to a positive feedback. 3. â€Å"B† looks at why the issue in step A is brought up and the need to address it as well as its impact. This involves accountability and the