Leadership Style In Your Organisation Business Essay

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John F Kennedy: "Ask not what your country can do for you - ask what you can do for your country?" these were the words of a man who personified leadership a style of leadership. Motivating people to be loyal not to their leader or solely to them selves, but to their country, I believe this quote has its place with in organizations, and of course with in my own organization. Managers who want to inspire their staff to do what is good, to do what hard and what is right, not solely because they have been told, or because they fear the repercussions if they do not follow the orders. They want their staff to want to do it, because they are loyal to their company, and because they are motivated through a sense of belonging and have the knowledge that the role they play is important. Leadership style is the way of providing direction, implementing organisational plans, and motivating staff in order to Set goals for the organisation for the short term and for the long term, Motivating people to understand their role and directing them through communication be it Verbal, written or a simple gesture. The three generally accepted leadership styles are;



Lassie fare.

But no individual is strictly one kind, a companies style of leadership will not solely be defined by the culture of the organisation as it will differ with its individual leaders as well as with the departments, based on what the departments goals are. People are different and will display all traits of the leadership styles depending on the scenario, although with the individual, one style of leadership will dominate over the others.


I work in Ballygowan, A company with in a company, recently acquired by Britvic Ireland. My organisation is going through many changes, some because of external factors which force change in managerial tactics and methods of leadership, and others because of internal change due to being taken over by another parent company with a different culture and leadership style. I have only worked in Ballygowan while apart of Britvic Ireland and my views on the leadership style which the organisation has is conflicting. Its conflicting because the culture of the company was the leading factor in what influenced the type of leadership style the company held to be their own, and then there was a huge cultural shift. In the past there seemed to be a lassie fare approach to leadership, each separate department has its own manager and staff and looked after its own objectives seemingly oblivious to the other departments around them. Managers did not co-ordinate and organise across departments very well, and were more interested in leading their staff to do well with in their own goals independent of other departments.

These departments are:



Credit control.

IT development.


2.0 Analysis

People in each department of the organisation seemed disconnected at best and while on a social level employees got along they had very little knowledge of what the other was doing in the overall scheme and how they did their jobs and there fore key knowledge of how everything was done is isolated to the individual department and the company has walls separating the staff. Robert Frost. "Good fences make good neighbours." An ironic quote, what Robert Frost is saying is that boundaries are what alienate us from each other, Which I believe was the case with ballygowan under old ownership. Managers lead their teams, their departments in their own way, each with their own style, as all managers differ as much as all people differ because our personality, our attitudes and who we are deep down all affect how we see our selves other people and how we choose to lead them which is independent of the company's culture.

2.1 Discuss

The leadership model that was used in ballygowan was from the top down. Managers would tell the employees what needed to be done and through a series of processes the tasks would be completed. It was a flat managerial structure to be sure, a three tire system of management but the leadership culture was not very good, Managers were making decisions that had an effect on an operational level, these managers did not understand the workings at an operation level nor did they understand the impact of these decisions across departments and on the business as a whole, This did not lead to motivation or empowerment, It lead to confusion and misunderstandings. There is managing director, with 5 departments below, each with its own manager. There was little input from staff and people just went about there daily routines highly unmotivated. Each manager has his or her own style of leadership, this has not changed but below you will see that each manager with their own leadership style was forced to develop and incorporate the company's new cultural leadership style with their own for the benefit of the company.

3.0 Relevance

Ballygowan was then acquired by Britvic Ireland who them self's were implementing changes. This new leadership culture and style had massive changes on the company and the relevance and impact can be clearly seen through out the organisation, this was not just a different style of leadership but in my opinion a better one or maybe I should say a much more suited one for the individuals with in Ballygowan.

3.1 In the current economic climate Britvic wanted to become more competitive. It wanted the company to be more transparent, to take down the "fences" that separated us and allowing everyone to feel as though they were apart of a bigger picture. It was felt that this would motivate staff and create a positive working atmosphere; this was implemented right through out Britvic Ireland and Ballygowan, and rapidly grew through out the company. As a result Ballygowan has become more democratic in its style of leadership. Not simply between managers and subordinates but among every body. Now it is acknowledged that knowledge is power and the organisation has begun to work more closely together. Managers at an operational level now brought forth any plans to change processes and this would be given the ok by higher management but the changes them selves were thought up and created by the employees and operational managers using the system who had a working knowledge of the system and knew the knock on effect these changes would have through out all departments, decisions were no longer made to just benefit the few, or single departments but were now made to benefit the company as a whole. The leadership model changed, those with knowledge now made decisions, and those in higher management positions gave the go ahead.

3.0 Impact

The economic climate meant Ballygowan needed to change; the culture was changing, as was the style of leadership. This new leadership role of striving against difficult odds, yet remaining resolute and determined in the face of adversity, to be competitive and embracing a working ethos, that we are not separate departments but one organism which needs to work together in order to achieve our goals, rather than viewing difficulties as a brick wall seemingly too high to over come but to now view obstacles as stepping stones to achieving greater heights. With in my organisation a vision has been laid out for all to become great and defy the odds, too achieve more and not just remain stable but to grow.

4.0 Conclusion

The company now realise that shouting orders at people in a manner of I say and you do is counter productive. Instead it has implemented cross departmental training, so every department is aware of the other department's role, how they relate to each other and their overall place in achieving the company's goals on a daily, weekly, monthly and yearly level. This helps improve the working atmosphere and shows the individual that they can be a leader in their field but a team player in achieving the overall company goals; there have been monthly meetings and weekly communications to show the companies progression and also to show the up coming objectives of all the teams.

1.2 John F Kennedy, This Man, this embodiment of inspiration, this leader shows us that management and leadership while connected are still separate. Our managers ensure we work hard and our doing what is necessary to achieve our day to day tasks, Our leaders ensure that we are willing to go a step further, that we are inspired to do more, they bring us together. These leaders bring in the correct staff capable of fulfilling the tasks required for the organization to be successful, A good leader will make you want to do well, because when we succeed in our goals, goals we want to complete, we are happier, and when we our happier we do more, and all of this leads to personal success and self actualization and the success of our company, A thought im sure former President John F Kennedy would agree with.

"Ask not what your country can do for you - ask what you can do for your country?"