Leadership



Abstract

The purpose of the paper is to focus on leadership in a holistic context. It attempts to discuss the importance of leadership in an organization by interviewing a person employed at a leadership level in an organization. The paper aims to highlight the leadership and management within M & S as the organization selected and talks about Mr. Marc Bolland's leadership, the CEO of M & S. The paper describes Mr. Marc Bolland's leadership styled embodied and the way he demonstrate them. It also describes the qualities, characteristics and skills of Mr. Marc Bolland and explains the contribution of each for effectiveness. It also states the motivational and empowerment strategies used by Mr. Marc Bolland and attempts to explain how each motivates and empowers followers. In addition, the paper will focus on diverse dimensions through which the process of change was designed and implemented in M & S. It discusses the Mr. Marc Bolland's role in the change management of M & S. It highlights the rationale of the change and explains how Mr. Marc Bolland facilitated the change. It also discusses strategies used by Mr. Marc Bolland for the purpose of addressing resistance and implementing of the change. The paper then reviews past literature to link the various leadership theories and concepts with the information gathered by interviewing Mr. Marc Bolland. It then concludes with the analysis of Mr. Marc Bolland's leadership explaining whether he was successful or failed to lead the organization in the best possible manner keeping organizational culture under consideration.

Table of Contents

Introduction4

Leadership Interview5

The Leadership Style Mr. Marc Bolland Embodies and Demonstrates5

Leadership Skills and Mr. Marc bolland's Contribution from Effectiveness6

Motivational and Empowerment Strategies Employed by Mr. Marc Bolland7

Role of Mr. Marc Bolland during a Time of Organizational Change8

Strategies Used By Mr. Marc Bolland to Address Resistance to Change11

Literature Review13

Leadership Styles13

The Coercive Style of Leadership13

Oriented Style14

The Affiliative Style14

The Participative Style15

The Imitative Style15

Trainer Style15

Leadership Characteristics16

Ideal Behavior16

Inspirational Motivation16

Intellectual Stimulation17

Individualized Consideration17

Communication skills in leader17

Dedication18

Credibility18

Extraordinary Ability19

Ability to Establish a Successful Strategic Plan19

Motivation and Employees19

The Theory of Achievement20

The Theory of Targeting20

The Expectations Theory21

Principles of Effective Motivation21

Employee Involvement, Commitment and Empowerment22

Conclusion24

References25

Leadership

Introduction

Mark & Spencer started off as a stall in 1884 by Michael Marks, with the philosophy to sell products at a moderate price to the customers. In 1901, the company became the owner of 35 outlets as well new partner, Tom Spencer joined. By 1939, Mark & Spencer successively became one of the leading retailer houses with their private labels. Currently, M & S counts in the U.K's prominent entity in the retailing industry, clothing, home ware, foods and supplies, engulfing over 10 million customers worth market share and 700+ stores operated around the world; in addition, the new headquarter of M & S is in Paddington (Bailey, 2007, 4).

As quoted by Andrew Neale, Head of facilities of Mark & Spencer “Marks & Spencer is focused on delivering first-rate customer service, and is passionate about its people. We concluded that Williams Lea had the expertise to deliver the best solution and had the best cultural fit with Marks & ...