Leadership Skills

Q1] Have these Tesco mangers developed effective leadership style?

Now let’s analyze the Tesco managers individually from the given case study. The three mangers given are Berian, Stephen and Martin.

Berian works in a bakery section of the Tesco store and manages a group of 20 people. His part of the job is to see through that the supply of the goods is met by the demand at crucial timings. Usually he allows his team to act responsible in their own way for achieving desired results. This means that he is more of a transformational leader as described by Burns (1978). For example Berian was supposed to ensure that all the products were shelved by 8:00 am during their product expansion project. He asked his fellow team for ideas and they came with one to increase the productivity by splitting break times. This not only led to the positive outcome but indulged his team for motivation. This style is more of a democratic one where he is seeking opinion of his fellow teammates. But he doesn’t apply this everywhere especially when he’s explaining a new member to operate baking equipment. He’ll use a “I tell Approach” then which is autocratic. This means that Berian has a “situational style of Leadership” where he uses his varied style for varied experience (Fiedler, 1994). And looking at his job requirement it seems to be effective.

Stephen being a transformational leader is engaging the value of his followers and his preferred style is to take a democratic approach which aligns his thoughts with his followers (Burns 1978; Bass 1990). His job is to look after 20 departmental managers who are responsible for almost 300 people. He permits his managers to contribute in decisions but reserve the command to take major control especially in business-critical situations like the stock reduction program. In such situation he would be a “Power Wielder” and use his power to get the task done no matter what. He is the type of leader who can “motivate and empower” at...