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. The treatise adopts a reflective research in exploring the components of leadership such as transformational leadership and organizational realities in the management style of Robert Kiyosaki who spurred growth in the Cashflow Technologies Company as the Chief Executive Officer (CEO).
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Leader Robert Kiyosaki
Robert Kiyosaki was the Cashflow Technologies’ CEO from the year 1997 to 2003 where he facilitated the growth of the company. Robert Kiyosaki developed transformational, situational, and participatory leadership skills in managing operations at the Cashflow Technologies Company through life time experiences. In order to promote the ideals of positive responsibility amongst different department, Robert Kiyosaki created a good organizational culture by fostering a strong alignment on the set path of achieving goals, missions, and vision. The main characteristics of Robert Kiyosaki’s leadership style include adaptability, empowerment, commitment, contribution, and critical problem solving skills. Through these skills, Robert Kiyosaki was in a position to model a unique setting that discerns the wants and desires of the Cashflow Technologies Company’s stakeholders.
Robert Kiyosaki’s Achievements at the Company
Expectancy theory in leadership functionality in an organization influences the behaviour of the person making decision away from personal prejudice, stereotype, or emotions. Robert Kiyosaki used creative leadership, which is a rich recipe for an imaginative response, to stimulate and create a wide chain of adaptation of viable solutions to the demands of the Cashflow Technologies Company’s clients and employees. Robert Kiyosaki organized the management team of the company into independent units with different performance contracts. Unlike the situation before taking the leadership mantle at the company, Robert Kiyosaki was in the forefront of promoting optimal performance through motivation of the employees in the form of promotions and financial rewards (Robbins, Judge, & Hasham 2012).
Through proactive management, Robert Kiyosaki rolled out an organized process within the business that involved setting, planning, managing customer demands, and deploying assets to achieve specific goals and objectives such as offering competitive prices and convenience to customers. Since management is about reproducing an action plan and implementing the same, Robert Kiyosaki developed solutions that addressed the concerns of the company’s diverse customers and employees with different preferences (Huy, 2008). This strategy was successful since Robert Kiyosaki inspired trust in the long-range perspective that challenged and concentrated on doing what was right and not ideal for the employees.
Despite task orientation being rated as a high self leadership assessment strategy, action planning is of importance to create solution oriented task and strategy implementation secession for quantifying task orientation levels (Huy, 2008). Robert Kiyosaki was good planner with transformational leadership skills that identified a range of problematic situations individuals faced in their social environment, and generated multiple alternative solutions to these problems. Besides, Robert Kiyosaki was competent in teamwork and keen believer in collective responsibility. Arousal theory functions on communication culture to create structural goals which develop norms, expectations of specific behaviour display, and appropriate guideline controlling interaction with one another. For instance, Robert Kiyosaki managed to organize the company into an optimal performance with proactive production efficiency lines through series of incentive plans.
The environmental and societal factors that would influence leadership skills at companies of the General Electric Company magnitude are staff dynamics and creativity promotion. Robert Kiyosaki managed 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 logistics department (Kouzes and Posner, 2012). Robert Kiyosaki used creative leadership which is a rich recipe for an imaginative response to stimulate the different maturity stages of the Cashflow Technologies Company. Interestingly, he managed to achieve a record growth within the seven years of his leadership as the CEO of the company.
Self initiative in situational leadership plays a significant role in setting up the leadership environment for situational occurrence management from external factors. This self guided approach is based on collaborative procedures that involve designing specific leadership experiences to organize situational management goals on how to monitor automatic response (Rath and Conchie, 2008). Several structural and social transformations in the Cashflow Technologies Company are associated to Robert Kiyosaki’s management principles. For instance, the complete transformation of the previous red tape and excessive formal way of operations into an informal and proactive learning environment occurred during Robert Kiyosaki’s reign as the company’s CEO.
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Conclusively, leadership development focuses on how individuals think about themselves and activities that affect these thoughts and feelings in an organizational environment, especially during selection, perfection, and persuasion procedures. Robert Kiyosaki successful applied these concepts to develop a successful business out of the previously bureaucratic and under performing Cashflow Technologies Company.
Huy, Q 2008, “Emotional filtering in strategic change.” Academy of Management Proceedings, vol. 6 no. 1, pp. 43-78.
Kouzes, J, & Posner, B 2012, The leadership challenge. Jossey-Bass: San Francisco, CA.
Rath, T, & Conchie, B 2008, Strengths based leadership. Gallup Press: New York, NY.
Robbins, S, Judge, T, & Hasham, E 2012, Organizational Behaviour. Pearson/Prentice Hall Publishing: New York, NY.