Leadership Analysis

The main aim of this report is to analyze and identify the differences of the leadership styles fostered by two local business leaders and recommend on how both the leaders can improve their leadership skills further. Mr.. Ashcroft Omar is the current CEO of Branding Lankan Ltd (Corporate Leader) who comes from a family owned business. On the other hand, Mr.. Hinterland Runaway (Klux) a master chef, drag artiste and an outrageous Colombo celebrity (Entertainment Business Leader). Focusing on the personality traits it was found that, Ashcroft Omar has high self-confidence.

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He is a very emotionally stable person and a very high risk taker. However, emotional stability and self-confidence are conflicting traits in Mr.. Runaway. Both the leaders are trustworthy, enthusiastic and passionate. Furthermore, Mr.. Runaway was identified as having an external locus of control. In addition to that, it was identified that, honesty, warmth, outgoing personality, charisma, education, intelligence, immense knowledge about industry and the core business are some of the great strengths of Mr.. Omar. However, he need to have a balance in the risk taking as it was identified as too high.

On the other hand, reliability, honesty, Extroversion and warmth, intelligence are some of the great strengths of Mr.. Runaway (Klux) while reluctant to try out new things, risk taking, tolerance to frustration, emotional stability are some of the areas where he needs to focus to improve his leadership skills. To improve these skills, Klux has to trust himself and try to build the confidence level. Furthermore, learning own and others emotions, looking at things positively and taking the failures as new experience are important steps that can be taken by Klux to improve his leadership. Based on the study Ashcroft

Omar was identified as a charismatic and participative leader and Hinterland Runaway (Klux) was identified as a Transactional leader. Table of Contents 1. 0 Introduction 3 2. 0 Brief description of both leaders 4 3. 0 Traits and Characteristics 5 4. 0 Strengths and weaknesses 7 5. 0 Similarities and Differences 9 6. 0 Leadership styles 10 7. 0 Recommendations on How to improve leadership skills 12 8. 0 Conclusion 13 9. 0 Reference 14 1. 0 Introduction “Are leaders born or made? ” is a question of decades. Some of the current scholars and researchers agree that leaders are “both born and made”.

According to W. Bock (November 6, 2006), leaders are little of both, leaders are sort of born and they are always made. Further, moving on with this argument W. Bock (November 6, 2006) in his article, highlighted that leadership can be learned by anyone with the basics, but an awful lot of leadership cannot be taught. In addition to that it was highlighted that, leaders learn about 80 percent of the craft on the job. Also it was highlighted that Leadership learning is a lifetime activity. The report will be focused on: * Brief description of both leaders. * Personality traits; General and Task related. Strengths and Weakness Similarities and differences of both leaders * Leadership styles of both leaders. * How to improve their leadership skills. Note however, that only the important areas will be discussed. The information gathered by both the leaders was based on personal interviews with the leaders, their staffs, colleagues, internet and magazines. A full reference list is attached at the end of the report. 2. 0 Brief description of both leaders The Chief Executive Officer of Branding Lankan Ltd. Mr.. Ashcroft Omar is a renowned and established figure in the local garment industry.

He studied at Royal College and was a prefect and a rugby player. After the completion of his Advanced Level Examinations, he pursued his higher studies in CAM and entered the business world by taking over his family owned business, Lug Shirts and after much success; it was renamed as Branding Lankan Limited. He’s the first ever entrepreneur to come up with the world’s first Platinum LED Certified plant and has taken the garment manufacturing trade to another level so that he can achieve his vision of making Sir Lankan the hub of the Apparel Industry.

Hinterland Runaway famously known as “Klux”, studied at SST. Thomas College and was a drop-out at the age of sixteen to pursue his passion for cooking at the Ceylon Hotel School. He’s a renowned master chef at Lemons Kitchen and the Barefoot Gallery Cafe©, has worked for many affluent people around the globe and been featured in Discovery Channels Travel and Living in Anthony Birdbrain: No Reservations and World Cafe© Asia. He’s an outrageous Colombo celebrity, and a drag artiste who has popularized homosexuality in the local drama arena. . 0 Traits and Characteristics Many research studies indicate that leaders have certain personality traits (Kirkpatrick & Locke, 1991, Coleman, 1998). These traits can be divided into woo groups; general personality traits and task-related traits (Dublin et a’, 2006). Ashcroft Omar is a very confident person. He has high self-confidence as he believes in what he does and with this he is able to instill confidence in his employees.

He didn’t lose confidence in going ahead with the expansion plans of Branding when the Multi Fiber Arrangement (MFC) was backing out of Sir Lankan which meant the whole apparel industry would be affected by it. Self- Confidence is a conflicting trait in Mr.. Runaway because his confidence lies with the creativity he has such as handling the kitchen and coming up with new sizes, but doesn’t work in the business side of things. As he says, “when it comes to managing or running a business I have been unsuccessful at sustaining what I’ve achieved”.

Trustworthiness simply applies to Mr.. Omar. According to Like et al (1998), a leader should be able to have confidence in another individual’s intentions and motives and in the sincerity of that individual’s word. He trusted his people by empowering them. His behavior was consistent with his intentions, he not only embedded the CARS values in his employees but he himself practiced them by saving water and having solar paneled energy systems tooth at home and the Branding offices (Green Factory, 2008).

And he believes in telling the truth as said by his secretary he’s a very straight foe. Mare person. Also his employees trusted him by accepting the change of ‘Go-Green’ even though they knew that processes could be slowed. When it comes to Mr.. Runaway, many big production houses approach him as they know a show with Klux is bound to succeed. He also builds trust in his junior chefs by empowering them as he believes that other people could have a lot of creative ideas where he can also learn from.

Restaurant owners trust him because of the expertise he has in he food industry and also the exposure he’s gained through the international shows. Ashcroft Omar is a very enthusiastic person and as said by his HRS Manager, “he’s an inspirational person, diligent executor and gives opportunity for people to grow. ” He also has a ‘fire-in-the-belly’ attitude. He makes sure that he keeps all at Branding very enthusiastic by having weekly radio request shows where he joins with his employees and has fun with them just like a normal employee rather than a boss.

He is also very passionate. His vision of making Sir Lankan the hub of the apparel industry has gone to the extent of miming up with the world’s first Platinum LED certified Green plant (Branding Green Factory, 2008) and the broad base awareness of ‘Go-Green’ by setting up clean water pumps in rural areas does not have a return for the company itself. Emotional Stability is a conflicting trait in Mr.. Runaway. He is emotionally stable when it comes to the restaurant. As was the case of his employees cheating him with RSI. 75, 000/= of liquor, he immediately fired them although they were his best chefs and took charge of the situation. But when it comes to the drama front, he feels deprived if he doesn’t get the necessary attention. According to the research conducted its is found that he has an External Locus of Control as he attributes his success to others and he believes that luck plays an important role in his life. 4. 0 Strengths and Weaknesses Mr.. Ashcroft Omar Strengths: * He is an honest person and as one of his employees has stated ‘he walks the talk and every employee can rely on him’. Due to warmth, outgoing personality and charisma, he is able to get along with everyone. * He knows the know-how of the apparel industry and holding various prestigious positions such as, non-executive director at John Keels Hotels and Colombo Stock Exchange wows him as an industrious person. * Having pursued his studies in CAM shows him as an intelligent person and also being the spokesperson at many international apparel conferences and having immense knowledge about the core business and the happenings around the globe has led to his success.

He also possesses very effective leadership skills. Weaknesses: * Mr.. Ashcroft himself mentioned that his risk-taking ability is very high, which may not be too good. Mr.. Hinterland Runaway: * He is a very reliable and honest person. As Klux said, “when people approach him with a contract of starting a partnership business, he simply tells hem that he is not good with handling business and taking responsibility but he would love to take over the creativity side of it by making sure that the food is good”, as he knows that his strength lies in being creative. Extroversion and warmth helps him to get along with people easily. * He is a very intelligent person when it comes to cooking. He has immense knowledge in the field that he is good at. That is the primary reason he is writing a cookery book and hosting cookery shows and being featured in international shows as well. Weaknesses: * He is very reluctant to try new things because he lacks courage and self- inference due to his past failures. This has resulted in him not wanting to take responsibility for running the business, rather to be employed as a master chef. 5. 0 Similarities and Differences Traits I Ashcroft Omar I Hinterland Runaway I Self-confidence I Highly Low I Courage I Highly Low I Tolerance for Frustration I High I Risk Taking I Highly Low I Sense of Humor ; warmth I Communication I Highly High I Passions Highly High Similarities Differences Low I High I 6. 0 Leadership styles Based on the analysis of the interview, we found him as a Charismatic and Participative Leader.

According to Durbin, Dahlias; Miller (2006), harmonistic leadership is the process of influencing major changes in the attitudes and assumptions of organization members, and building commitment for the organizations objectives. They lead by infusing energy and eagerness into their team members. Mr.. Omar is more of a socialized charismatic leader who restrains the use of power in order to benefit others. The socialized charismatic formulates goals that fulfill the needs of group members and provide intellectual stimulation to them (Durbin, Dahlias; Miller, p. 5, 2006). He is a very inspirational person and can easily influence people cause he has a clear vision, which is easily communicated to his employees. He empowers employees and gives them opportunity for personal growth. He has an open communication and people-oriented leadership style. This shows his deliberate work at cultivating the relationship with group members through impression management. Moreover, he is a high risk-taker which is an important characteristic of a charismatic leader. Mr.. Omar acquires some of the characteristics of a participative leader as well.

The participative leader puts himself as a member of the team and discusses possible decisions with the team. He seeks consensus before coming to a decision and everyone is supposed to take ownership in the final decision (“Different Model of Leadership”, n. D. ). As mentioned by his co-worker he fits this definition. Further, Mr.. Omar believes in negotiations, and said that having commonality within terms leads to productivity. Good relationship with factory workers shows that he believes in the knowledge and skills demonstrated by them.

He believes that having open communication would enable the factory workers to provide useful input that would help in providing better outputs to consumers. Mr.. Hinterland Runaway (Klux) We identified him as a Transactional leader. This is characterized by leaders and followers being in an exchange relationship (Durbin, Dahlias; Miller, p. 105, 2006). Since Mr.. Runaway himself believes that he’s not good when it comes to business, he focuses more on short-term purposes. His lack of confidence prevents him from engaging in long-term transactions.

Even if we focus on the entertainment side of Mr.. Runaway, there may be no enduring purpose to keep the parties together once the event is accomplished. Characteristics of transactional Leadership style: * Contingent Reward: Based on interviews with Mr.. Rawness’s colleagues, they said that he’s a good motivator. He recognizes and appreciates the good work done. * Management by Exception (Active): According to Mr.. Runaway, when managing restaurants, he makes sure that everything is maintained and carried in the proper manner.

If there are any deviations he takes corrective action to keep everything in line. * Management by Exception (Passive): As Mr.. Runaway mentioned he believes in following rules and ethical practices. As mentioned earlier he did fire some of his employees because of their failure to meet the expected standards and due to their dishonesty. Laissez-Fairer: Mr.. Rawness’s lack of confidence prevents him from taking responsibility when it comes to business. Therefore he passes the decision making to other subordinates.

Even though he lacks skills and ability from the business side, with his creativity and good conceptuality he trains others to take his business to another level. Therefore, he let other individuals with the necessary skills to make business decisions for him. 7. 0 Recommendations on How to improve leadership skills The following are some of the suggestions on how both leaders can improve their leadership skills further. Mr.. Ashcroft Omar * Mr.. Ashcroft, himself believes that his risk-taking is over the limit and has resulted in massive financial losses at times. Therefore it is necessary for him to balance.

In addition to that, to mitigate the unforeseeable losses of risk-taking, it is vital to pay high concentration to every detail of the issue and situation while looking at the issue and its possible results in different aspects. Mr.. Hinterland Runaway (Klux) * The ability to tolerate frustration is crucial to the successful achievements of long-term goals. As per clinical hypnotherapies P. Pearlier (February 23, 2009) nee of the effective ways to combat Low Tolerance to frustration is to dispute the thoughts and beliefs that underpin it. But focus should be on preferring not demanding.

Try to look at things positively. And also facing the frustration situations frequently with the aim of improving the behavior will help in handling the situations better. * According to, J. Argus (February 20, 2007), building courage will help you take risks to a brighter future that you ordinarily would not take. As per J. Argus (February 20, 2007), one important way of building courage is trusting oneself. Therefore, Mr.. Runaway needs to believe in himself and accept all the bad along with the good. It is also important to keep in mind that everything in life will not be a success.

Taking each failure as a new experience will help to build a positive thinking about taking risks. * As per, Dry. Jeer (2008), to improve emotional stability, the very first step Mr.. Runaway should take is to learn his own emotions as well as others. Understand what makes yourself and other people tick. The key is to learn how people react. 8. 0 Conclusion Leadership styles of different leaders differ and it is very much subjected to the situation. Leaders are born with certain leadership skills and those skills can be improved and new skills can be learned by looking up to others.