Organizational Behaviour Analysis Free Solution by Experts

Question: What leadership role should Frank adopt to facilitate these changes? Answer: Introduction and Problem Identification Maintenance of the proper organisational behaviour is the initial step to avail the successive attributes of a business. Frederick (2014) opined that the organisational behaviour determines the performance of both the individuals and the group that leads an organisation towards accomplishing the business goals. The case study is highlighting the organisational scenario of PC Solutions, which is a computer and software developing company established by Frank Wallace in the year of 2007. In shedding light on the work progress over the years, it has been seen that Frank Wallace has been maintaining the Laissez-faire leadership style that ensures the direct supervision of the employees. While providing the entire responsibilities to the departmental leaders, Frank Wallace failed to receive the regular feedbacks. Hence, even after merging with another computer company, PC Solutions have not earned any remarkable profits over the years. Hence, the major recognised problem has been ensuring the ineffective leadership style undertaken by Frank Wallace. The study will be discussing the theoretical perspectives in this regard and accordingly will provide the proper recommendation to generate the fruitful approaches. Theoretical Perspectives According to Metcalf and Benn (2013), the improvisation of the organisational behaviour depends on the performance attributes of both the individual and group associates. In such cases, the maintenance of the proper leadership style is necessary. The leadership theory has been specifying the different types of the leadership styles that are needed to be maintained for maintaining the effective organisational behaviour (Goleman, Boyatzis and McKee 2013). There are five types of leadership styles that have been influencing the performance attributes within an organisation. First, the autocratic leadership determines the decisions of the managers that are needed to be followed by other associates. Second, the participative or democratic style prefers the suggestions and inputs of the other members for making and relevant organisational decision. Third, Transactional style specifies the distribution of rewards or punishments provided to the associates as per their performance outcomes (C unningham, Salomone and Wielgus 2015). Fourth, Laissez-faire style ensures the direct supervision of the employees without receiving any regular feedbacks regarding the organisational functions (Furtner, Baldegger and Rauthmann 2013). Fifth, Transformational style reflects the interactive process with the upper management for accomplishing the pre-determined business goals (Garca-Morales, Jimnez-Barrionuevo and Gutirrez-Gutirrez 2012). Each of the organisations maintains the particular leadership style to organise the proper attributes within a company to achieve the business objectives. Hence, the selection of the proper style is also much needed to be concerned. Application of the theory to the case study In shedding light on this particular case study, it has been seen that Frank Wallace has been divided the departments in under the observation of different expertise leaders. For example: Sales department is managed by Scott Punter Customer Service department is managed by Louis Machin Administrative department is managed by Sylvia Chia Software Development department is managed by Ted Keating The distribution of the responsibilities is important for an organisation. However, as per his case study, it has been seen that Frank Wallace has been maintaining the Laissez-faire leadership style where he does not receive the regular feedbacks from these departments. Therefore, the identification of the mismanagement in any particular department is very difficult. In keeping pace with the growing infrastructure as well as the services of the organisation, it has been seen that the customer and employee satisfaction level has been decreasing over the years. The negative impact is thus needed to be recognised for understanding the process of mitigating the issues. The ineffective leadership style is hence considered as the failure of the business. Recommendations The issue specification in this case study has been featuring the ineffective leadership style that has been undertaken by Frank Wallace. Extraction of the feedbacks or receiving the regular information is necessary for a developing organisation. As per the leadership theory, it has been seen that the transformational style is considering the close monitoring process of the management. The application of such leadership style determines the extraction of the regular feedbacks about the different organisational practices. In fact, this particular leadership style is also dealing with the establishment of the communicational transparency with the upper management. If Frank Wallace can communicate with the different leaders and the employees of different departments on regular basis, it would be easier for him to recognise the issues and the expectations of the associates. Once the needs and the issues are identified, it will help him to take relevant actions to improve the employees pe rformance. Consequently, the enhancements of the employees performance skills would be preferable for determining the organisational success. Conclusion The study has been suggesting the skilful attributes of the leadership style. The associated case study is reflecting the maintenance of Laissez-faire leadership by Frank Wallace, the founder of PC Solutions. Due to such leadership skills he was unable to reach to the employees and identify their expectations. As a result, the organisational productivity was not very impressive over the years. However, the concentration on the theoretical perspectives, it has been seen that the maintenance of the transformational leadership skills would be beneficial for Frank Wallace. The application of such style would generate the information about the employees needs by enhancing the communicational transparency and continuous monitoring process. Accordingly, this leadership style would initiate the successive approaches of the organisation. References Cunningham, J., Salomone, J. and Wielgus, N., 2015. Project Management Leadership Style: A Team Member Perspective.International Journal of Global Business,8(2). Frederick, P.R.H., 2014. Organisational Behaviour and its Role in Management of Business.Global Journal of Finance and Management,6(6), pp.563-568. Furtner, M.R., Baldegger, U. and Rauthmann, J.F., 2013. Leading yourself and leading others: Linking self-leadership to transformational, transactional, and laissez-faire leadership.European Journal of Work and Organizational Psychology,22(4), pp.436-449. Garca-Morales, V.J., Jimnez-Barrionuevo, M.M. and Gutirrez-Gutirrez, L., 2012. Transformational leadership influence on organizational performance through organizational learning and innovation.Journal of Business Research,65(7), pp.1040-1050. Goleman, D., Boyatzis, R. and McKee, A., 2013. Primal leadership.Harvard Business School Press, Boston, Massachusetts (2004, paperback edition). Metcalf, L. and Benn, S., 2013. Leadership for sustainability: An evolution of leadership ability.Journal of Business Ethics,112(3), pp.369-384.