Leadership: Theory and Practice - Global Leadership Challenges - Richard Branson Case Study - Management Assignment Help

Assignment Task:

Assignment 1:

Article 1: Global leadership challenges:

The life of modern-day leaders is more demanding than ever. Inside their organisations, they need to motivate a diverse group of women and men, work across organisational boundaries, improve efficiency and achieve growth. Externally, they face a complex and globalised environment. They have to manage the requirements of government, keep ahead of competitors, and exceed the expectations of other stakeholders. And within this global environment, there are many cultural considerations leaders must navigate to be effective. They must work across cultural boundaries and alongside others who, at times, are very different from them and have different ways of getting work done.

These are difficult challenges, developing leaders who can face these challenges requires a comprehensive response. Of course, some training needs and content can be derived from the organisational strategy and planned change initiatives. Yet other needs and challenges arise that strategy or change initiatives do not anticipate. So how can a company ensure that training actually is designed to meet the development needs of a specific leader?

According to a survey conducted at the Center for Creative Leadership, involving 763 leaders, there are six leadership challenges across seven countries that we studied - India, China/Hong Kong, Egypt, Singapore, Spain, United Kingdom and the United States:

• Developing managerial effectiveness: The challenge of developing the relevant skills - such as time management, prioritisation, strategic thinking, decision-making, and getting up to speed with the job - to be more effective at work.
• Inspiring Others: The challenge of inspiring or motivating others to ensure they are satisfied with their jobs and motivated to work smarter.
• Developing Employees: The challenge of developing others, especially through mentoring and coaching.
• Leading a team: The challenge of team-building, team development, and team management.
• Guiding change: The challenge of managing, mobilising, understanding, and leading change, including mitigating the impact of change, overcoming resistance to it, and dealing with employees' reaction to change.

For Indian leaders, developing managerial effectiveness tops the challenges list with 23 per cent, followed by developing employees (19 per cent), guiding change (17 per cent), managing retention and leading vision (14 per cent), leading a team and managing internal stakeholders and politics (13 per cent).

Article 2: The Critical Role Of Leadership Development During Organizational Change:

Most business leaders today would agree on two things:

(1) organizational change is constant, and

(2) leading change is one of the most difficult burdens of a leader’s command. In this article, I want to look at the role leadership development should play in organizational change.

This topic arose quickly during a major transformation a company I previously owned was undergoing. We had been doubling in size (revenue and headcount) each year since our inception but began to suffer from the inevitable growing pains all organizations face. We were outgrowing legacy systems and processes, needed a culture upgrade, new talent acquisition strategies, new divisions, new software programs and a new approach to sales and marketing. The list goes on.

And while we knew that research points to the fact that the majority of major organizational change efforts fall short of meeting their intended objectives, we remained vigilant. But some of the major hurdles most companies face during transformations include resources being stretched thin, competing priorities, new systems to learn, fear, fatigue and managers facing issues they’ve never dealt with.

So when I proposed that we pile on leadership development programs and emotional intelligence training to better equip ourselves to successfully lead through change the eyes really started rolling! “Do you really think that is a priority right now?” one senior executive asked. “Budget is super tight right now with the increase in headcount and investment in the new software program – not to mention the training everyone needs for these new systems,” a board member exclaimed.

“In my opinion, we can’t afford to invest in these programs. If we don’t improve our ability to lead in dynamic situations, we will fail,” I said.
As a former Navy SEAL, I knew that without sound leadership at all levels during chaotic times, the mission goes south. Fast. So I pushed back to support my case by reminding everyone of several key leadership challenges that could force us to become a sad statistic of failed organizational change:

Leadership alignment (or misalignment) on exactly how to execute our change mission:

• Clearly articulating the changes needed across the organization
• Emotionally connecting the team to our renewed mission narrative
• Underdeveloped middle managers (and some senior leaders!)
• Managing fear, fatigue and conflict as unforeseen issues arise
• Leading teams through various specific changes related to the larger transition
• Maintaining trust and accountability
• Handling all aspects related to maintaining (or improving) culture during the transformation.

My point was that this was the best possible time to invest in leadership development programs starting with custom 360-degree feedback and overall sentiment analysis. By using that data we could create actionable programs designed to meet specific needs. As accountable leaders, we were going to have to mature and evolve in order to handle the unique obstacles that come with leading organizational change. Eventually, everyone got on board. And not only did the feedback and programs improve our leaders across the organization, it built trust with the entire company. Why?

Assignment 1: Task:

Based on the above two articles and other relevant literature provide a response to the following:

1. Assess changing perspectives of leadership in different economic, social and political contexts

2. Assess the challenges in leadership in today’s volatile business environment. 

3. Clearly explain different characteristics of responsible leadership. 

4. Analyse the Importance of demonstrating responsible leadership to be able to lead the organisation during a process of change.

Assignment 2: Case Study:

You have been presented with Richard Branson case as an authentic and transformational leader in this assignment. The case has been modified to fit for the purpose of assessment.

The present time demand creating a high-performance team. To gain success, these teams normally follow a high-performance culture. Also, business leaders are constantly engaged in inspiring team members so that they can go the extra mile. These days meeting customer’s and client’s expectations is not enough but to exceed it. As a result, new concepts of leadership have emerged and that is authentic and transformational leadership. With an aim to focus on the change management in the necessary areas, this article puts light on the authentic and transformational leadership style as a solution in this new age for transforming today’s leaders. Moreover, taking Sir Richard Branson as a living example, of such a leadership style, this research discusses his style and sees him as an authentic and transformational leader. No one has attempted to do this, so far. Branson, often regarded as a dynamic yet colourful entrepreneur is on everyone’s mind in some way or the other. Some look to him for the lavish life that comes with big money, few speak of his candid behaviour and witty comments whilst others adore him for the success of his brand, Virgin. But, this article sees him as an authentic and transformational leader; the leader who could inspire others to execute the needed change.

The fast-growing group, with the passage of time, today encompasses a variety of businesses from airlines to bridal wear from mobile phones to pension plans and this also includes music. In fact, probably, it is the only brand in the world that transcends such a vast array of products and services. The Virgin group, with its varied businesses, has become stronger with diversification rather than being diluted. The brand is known as an innovative and cool alternative as against the big players. Today, more than just a successful businessman, Sir Richard Branson is the symbolic leader for new entrepreneurs.

Sir Richard Branson with his creative spirit, vibrant advertising ideas and innovative methods to attract the people to stand out like a corporate hero with popularity not less than any Oscar award winner. It is certain that Branson has met failures many times but his attempt, to come out of it, has always grabbed people’s attention. From those events, his up and downfalls while establishing Virgin, we can learn his leadership style. Moreover, it does not matter how many times you fall, it matters if you rise every time you fall. While other entrepreneurs may get involved in corporate quarrels, Richard Branson thinks business challenges as a campaign. He prides himself in taking on big companies to offer customers better value for money. For
instance, when Virgin entered the market, customers already had a sense that they weren’t being treated fairly. Branson’s better value offerings placed it firmly on the customers’ side. While some entrepreneurs might look at the power of the market leaders and think better of the challenge, Branson believes in taking on the big players and winning.

Branson’s informal style and unconventional attitude have earned him fame. His affinity to the hippie movement, particularly of the sixties, simply reflects his knack for being in tune with the feeling of the times. This is one of Branson’s greatest business attributes. This allows him to project the Virgin brand as a “cool” alternative. Besides, Branson is not motivated by money. Money may be a measure of his success, but for him, the excitement is in the challenge. Virgin staff are often paid a little less than market rates yet they are happy to work for Virgin because they enjoy being in the team. In this regard, I now draw your attention to the fact that employee retention has become a major issue for HR and organizations today. It is said that many reputed companies pay less attention to this problem; as a result, they lose skilled employees and keep spending on training new ones. I have observed that the majority of the people today change jobs within a span of two years. However, Branson’s style of leadership doesn’t regard money as a measure to retain employees but the work culture; that everyone feels proud to be the part of the Virgin family, which stops them from moving to other jobs even though it may provide them with some salary hike. Branson believes business should be fun. His own appetite for work and the success of his business ventures rests on this belief. Going to the office at Virgin isn’t the same that one usually thinks of. It is rather exciting and similar to play one’s favourite sport; that does have challenges but the desire to win is more important than the pains. In this sense, Branson inspires people, creates an exciting work culture that motivates people and makes them want to deliver their best. His adventurous spirit and confidence that no mountain is too high are infectious. The sense of fun, excitement and challenge keeps Virgin employees happy. Leading with self-example, Branson inspires his staff. Virgin sales and profit levels are far above the industry standards. Branson wants and expects his people to do their best to achieve the goals he sets for them. Doing “the impossible, possible” is rooted in the Virgin culture. For Branson, the Virgin experience has been a magical mystery tour. That is the reason people can’t resist joining the Virgin adventure. It is a way of life than a job.

Branson’s leadership style is authentic and transformational but it is focused on reputational branding rather than service branding. In this sense, the Virgin brand is mainly known for such qualities as creativity, value for money, quality, reliability, innovation, return on investment, fun at work and adventure. The Virgin group did have ups and downs like other companies but it continues to be the cool player in the game as well as the trend-setter and game-changer for global businesses. Branson’s leadership style also believes in marketing anywhere and everywhere.

Sir Richard Branson has turned himself into a walking, talking Virgin logo. Every time as he appears on TV, in the newspaper or a magazine, he promotes the Virgin brand. Branson is as popular as any Hollywood star. This is a deliberate and very wise marketing strategy. Besides, public relations are Branson’s backbone of a business. With the launch of Virgin Atlantic, Branson discovered a new trick. For example, whilst major airliners spent millions of dollars on advertising, Branson came up with generating free media to stay in the race. He began with a series of daredevil escapades. So, instead of spending millions on advertising, Branson mastered the art of generating column inches for free. In this sense, Branson delivers something much more valuable news rather employing PR firms to manage the media events. To publicize the launch of his airline, he appeared at the press conference dressed like “Biggles” in a brown leather aviator helmet. The press loved it. They splashed Branson’s image all over their newspapers and Virgin didn’t even need to advertise its first flights. Branson made the decision to challenge for the Blue Riband – the prize for the fastest Atlantic crossing – when he discovered he couldn’t afford the rates to promote his airline on the New York television.
Besides, Branson’s (authentic and transformational ) leadership style puts the company’s interest first even if it means portraying himself as a fool; whether it is playing the flight attendant, dressing up in a pirate costume or risking his life in a hot-air balloon, Branson doesn’t shy away from the spotlight. In fact, he knows just how to snatch attention. Branson’s leadership style is also found in his speeches on various occasions. Instead of formal serious speeches, he comes with motivating one that one could speak while addressing a party. This not only inspires people but makes them feel at home, as the members of the virgin household. In one of the public meetings, Branson addressed, “Life is an adventure…life is fun.”

One of the important qualities of Branson’s leadership style that I observe is not expecting people to blindly follow or obey him instead he gives them the liberty to think and freedom to create. He allows them space to create mistake but that encourages his team to be innovative and discover new ways of promoting and expanding business. He dominates the team by being the most enthusiastic like a party animal. Thus, challenged and exhilarated by the Virgin philosophy, people are moved as well as motivated. In contrast to that rather than letting Virgin companies expand indefinitely, he believes in keeping it manageable. When a company in the Virgin Group reaches a certain size, Sir Richard Branson will take the assistant managers aside and tell them that they are now in charge of a new company. The policy of promoting talent from within encourages Virgin employees to give their all in the hope that they will be given the opportunity
to really shine and when everything is in place, he takes a back seat. The most important point I observe, on authentic and transformational leadership style of Branson is that he does not take the credit instead makes employees feel their worth but when things go wrong he takes it on himself and stands for the loss. Thus, I see Branson’s leadership towards his team as an art more similar to an orchestra than an army. In this sense, one of Branson’s greatest attributes in my view is that he initiates, then steps aside and allows people to get on with it. He is a silent captain allowing his team to play the game but intervenes when necessary and motivates them from time to time.

With up to 200 companies in the Virgin group, it would be impossible to be a hands-on leader of every company. But there is another aspect to the Branson leadership phenomenon. When an opportunity strikes, Branson moves at record-breaking speed and makes full use of it. Management gurus are simply amazed at the speed at which his huge Organisation is able to act. Virgin Atlantic Airways was just five months after the idea was first floated. Virgin Direct, the financial services company, was also up and running after only five months. For other companies, normally, it would have taken at least two to three years to reach a decision and implement the ideas. Branson relies on his business instincts and doesn’t waste valuable time
trying to convince the bunch of managers that his newest brainwave is an idea worth doing rather he begins and creates a wave in itself by implementing it and thus justifies it. Branson somehow always manages to be the man of the moment.

Assignment 2: Task:

Using the above case study and other relevant literature on authentic and transformational leadership qualities:

1. Evaluate the concept and application of the authentic leadership model for encouraging others to follow a leader.

2. Evaluate and explain the role of authentic and transformational leadership drawing pieces of evidence from Richard Branson’s leadership style.

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