The leadership philosophies and behaviors of Dr. Alex Torres, Millie Franqui-Borrero, and Reba Aldridge are all different and have various implications for organizational design. Dr. Alex Torres’ leadership philosophy of transformational leadership aligns well with the organizational design that focuses on growth and innovation. His behavior is based on the controversial speaking manner and does not effect the result. However, the gap between this philosophy and the corporate plan is that employees may need more leadership coaching to guide them through new responsibilities and challenges. To bridge this gap, it would be practical to implement leadership development programs that provide employees with the necessary skills and knowledge to take on new responsibilities and challenges. This could include training in problem-solving, decision-making, and communication.
Millie Franqui-Borrero’s leadership philosophy of autocratic leadership creates a gap in the organizational design as it can lead to employees quitting and low morale. Her strategy is an open-door policy that encourages employees to share their thoughts and concerns with the leader is required (Bush et al, 2019). This could also include regular meetings and surveys to gather feedback from employees and incorporate their input into decision-making.
Reba Aldridge’s leadership philosophy of democratic leadership mostly suits with the organizational design that promotes participation and inclusion as can be seen according to the information in the description. However, the gap is that not all employees feel comfortable or confident in speaking up and expressing their opinions (Wissmand & Knippa, 2021). To develop tis stratey, it would be practical to provide employees with communication and public speaking training. This could include regular workshops and training sessions that teach employees how to communicate their ideas and express their opinions effectively. Additionally, creating an open and inclusive culture where employees feel comfortable sharing their thoughts and opinions is also beneficial. This organization is the preferred one as it combines the positive sides of both previously mentioned strategies and creates a well-planned combination.
To evaluate the leadership philosophy and behaviors of the organization’s top leader(s), one gathers information about the leader’s leadership style, decision-making process, and how they interact with their team (Daft, 2021). This information can be collected through interviews with the leader, interviews with other employees who work with the leader, reviewing any published materials, or observing the leader in action.
It is essential to compare the leader’s philosophy and behaviors to what the literature says about that particular leadership style. For example, if the leader is considered a transformational leader, the literature would describe them as inspiring and empowering employees, promoting creativity and innovation, and focusing on the growth of the organization (Bush et al, 2019). If the leader’s philosophy and behaviors align with what the literature describes, then it is likely that they are, indeed a, transformational leader (Daft, 2021). However, if there are discrepancies, it may suggest that the leader’s leadership style could be more consistent.
In summary, evaluating the leadership philosophy and behaviors of the organization’s top leader(s) requires gathering information about the leader’s leadership style, decision-making process, and how they interact with their team, then comparing it to leadership literature to determine the leader’s leadership philosophy and evaluating if it aligns with the literature (Northouse, 2021). To evaluate the match between leader philosophy and organizational design, one needs to gather information about the organization’s purpose, strategy, and structure. The corporate definition refers to the reason for the organization’s existence and what it hopes to achieve (Bush et al, 2019). The strategy refers to the plan of action used to achieve the organizational purpose. The organizational structure refers to the way in which the organization is organized and the way in which tasks and responsibilities are divided.
Once information is gathered, it can be compared to the leader’s philosophy to determine if there is alignment. For example, if the organization’s purpose is to promote growth and innovation, and the leader’s philosophy is transformational leadership, which also focuses on growth and innovation, there is a good match between the leader’s philosophy and the organizational design (Bush, 2018). However, if the organization’s purpose is to maintain stability and tradition and the leader’s philosophy is to promote change and innovation, there may be a need for more alignment between the leader’s philosophy and the organizational design.
If there are gaps between the leader’s philosophy and the organizational design, it is essential to evaluate how the corporate design imposes limits on leader choices and how the leader influences the organizational strategy. For example, the organizational structure may impose limits on the leader’s ability to make changes or take risks (Daft, 2021). On the other hand, the leader may have the ability to shape the organizational design through their decisions and actions.
It is crucial to evaluate the match between leader philosophy and organizational design as it can have a significant impact on the organization’s overall effectiveness and success. A mismatch between the two can lead to confusion and lack of direction, resulting in low employee morale, high turnover rates, and poor performance (Bush, 2018). It can also lead to a lack of trust between leaders and employees, resulting in a lack of buy-in for organizational goals and objectives. Employees are more likely to feel motivated and committed to the organization’s goals and objectives, resulting in greater productivity and success.
For example, if the leader’s philosophy is aligned with the organizational design, the leader can effectively communicate the organization’s purpose and objectives to employees and inspire them to work towards achieving those goals. This can be done through regular communication, setting clear expectations, and providing opportunities for employee development and growth (Bush, 2018). Additionally, when the leader’s philosophy is aligned with the organizational design, it can also facilitate the creation of a positive culture within the organization. A positive culture is essential for the growth and development of employees and can lead to increased job satisfaction, employee engagement, and retention.
In order to bridge the gaps between the leadership philosophy and organizational design, several recommendations can be made:
- Regular communication between leaders and employees helps ensure that everyone is on the same page and understands the organization’s goals and objectives.
- Providing leadership development opportunities helps align the leader’s philosophy with the organizational design. This can include training in corporate strategy, decision-making, and communication.
- Encouraging employee engagement can bridge gaps between the leader’s philosophy and the organizational design.
The organizational design can impose limits on leader choices in several ways, such as structure, process, resources, and culture. The leader plays a crucial role in shaping organizational design. They can influence corporate design by setting the vision and direction for the organization and aligning it with the leader’s philosophy. This helps to ensure that the organizational structure supports the leader’s goals and objectives. The leader can also shape the corporate design through their decisions and actions. For example, they can reorganize the structure of the organization to promote agility and flexibility or implement new processes and procedures to improve efficiency.
In summary, evaluating the match between a leader’s philosophy and organizational design involves gathering information about the organization’s purpose, strategy, and structure, comparing it to the leader’s philosophy, and evaluating the alignment between the two. It also involves analyzing the gaps between the leader’s philosophy and the organizational design and assessing how the corporate design imposes limits on leader choices and how the leader influences the organizational strategy.
References
Bush, T. (2018). Leadership and management development in education. Sage Publications.
Bush, T., Bell, L., & Middlewood, D. (2019). Principles of educational leadership and management. Sage.
Daft, R. L. (2021). Organization theory & design. (13th ed.). Cengage Learning.
Northouse, P. G. (2021). Leadership : Theory and practice (9th ed.). Sage Publishing.
Wissman, J., & Knippa, A. (2018). Leadership and management. Assessment Technologies Institute.