Sir Richard Branson, Chairman, Virgin Group, Ltd. Case Study

Sir Richard Branson, Chairman, Virgin Group, Ltd. instance Study Sir Richard Branson, Chairman, Virgin Group, Ltd. field of study Study By Katrina Robinson Bus520 leaders and Organizational Dr. Leonardo Serrano Sir Richard Branson, Chairman, Virgin Group, Ltd. Case Study Outline the Leadership Style of Branson and its potentness to the U. S immediately Richard Branson and Effective Leadership Incorporation of Bransons Leadership at discipline or Work. The Leadership Style of Branson and its effectiveness to the U.S today Richard Branson, the chairman and chief op geological erating officer of the Virgin Group has come up with a type of lead centered on employees. He has embraced transformational lead pattern as a style of leading. Transformational leading is a leadership style that focused on effecting revolutionary change in systems through a commitment to the organizations ken. Transformational leadership includes engendering trust, admiration, loyalty, and respect amon gst followers through application of attractive vision and behavior.Transformational leadership encourages change through intellectual stimulation aimed at self-reflective change of values and beliefs. Vision is critical for transformational leadership because employees be to a greater extent comfortable when they understand the vision and direction of the comp any(prenominal) going forward. Transformational leadership impacts individuals self-growth. Transformational leadership develops followers who sack up coiffe beyond their own and former(a)s expectations.Transformational Leadership st artworks with the development of a vision, a bewitch of the future that will instigate and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. Transformational leadership focuses on social values and appears in durations of distress and change. Sir Richard Branson has empowered his employees to attain a given vision of the company. This has led to the rise in productivity and the morale of the induceer.It has also change magnitude utility and the wide professional and individual growth of the company. Sir Richard Branson is an iconic and cognise figure within line of credit circles. His Virgin companies span the globe, while his smart for brand domination and sense of adventure tell a fib of an intriguing and thought provoking life sprinkled with danger, high attempt tactics, how constantlyton the boundaries of the possible and an encompassing purpose that is built upon fairness and change. In footing of leadership model addressed in Chapter 10 and 11, Branson exemplifies a transformational leader.Transformational leadership involves anticipating future trends, inspiring followers to understand and embrace a pertly vision of possibilities, developing others to be leaders or better leaders, and construct the organization or group into a community of challenged and re warded learners. Visionary, inspiring, daring, and ethical ar words that describe transformational leaders. They are risk takers who seize or lay down bracing opportunities. They are also thoughtful thinkers who understand the interactions of technology, culture, stakeholders, and external environmental forces (Hellriegel & Slocum, 2011, page 329).He is non as much concerned about industry-specific expertise as he is with recruiting employees with strong communication and teamwork competencies that mesh with the Virgin culture. He truly feels that becharmting other masss input and listening to what people develop to say are a core value to him. He carries a notebook in his pocket all the time just in case he hears something interesting from people that he interacts with on any take. He loves to take high-risk decisions if in the end he feels its worthwhile. jibe to the authors, passion is essential for task accomplishment.Passion is often to a greater extent present in ent repreneurial leaders and Sir Richard Branson should be regarded as a passionate leader. On the Virgin group website (5) the company mentions giving birth to companies and holding their contact through the organizational development. This is by all means a confirmative standpoint, far away from the quarterly run businesses of many. An example of his courage competencyiness be when he under heavy competition in the US decided to sell out Virgin Records to save the financials of Virgin Atlantic.In that buy he also decided to switch bank due to distressing support and advice for Virginia Records. An example of Bransons willingness to take risk is his venture into perishographic point tourism with Virgin Galactic. That business is by no doubt regarded as extremely courageous and risky but at the same time agitaten by the same reasons as any other business, profit. Branson has worked tight with Scaled Composites to develop a tourism spacecraft (9). As he puts it, it was a very risky act that could have gone entirely wrong (10), (13).However Branson is not a stranger to risk management, according to an denomination in Time (6). He commonly starts out small and shares the risk with other investors. His companies are also loosely connected according to the phrase, to play down risk for each party. Richard Bransons ventures portray creativity, venturing into airliners using new yeasty measures such as touch-screen ordering of food and comfortable planes. This comes in an era where just about other airliners are figuring out how to remove the break down remaining frills to cut costs.Another developed skill is the possibility of delegating work to his colleagues and management staff and taking a step buttocks. He spends a lot of time in the early years of a new business, drawing the big picture and dowry the management reach the business plan and the way forward. When this is done he takes a step back and lets the management get a stake in the busine ss and drive it forward. The company must be set up so that it bathroom continue without me. Sir Richard is very thorough in hiring the correctly people. He is known for bringing in strong managers and getting them to stay.If they dont perform at an existing assignment he brings them into another venture where the psyche is more likely to perform according to his capabilities. Look for the best and youll get the best, is his words. Firing people is seldom an option to Sir Richard. This situational leadership model would combine both directive and supportive behaviors. Directive behavior would limit the culture by explaining what needed to be done helping to set the how, where, and when of getting it done, and ensuring a more hands on approach to the tactical nature of the plan.Supportive leadership, in crew, would provide both encouragement and coaching, and would act to urge problem solving and the large amount of issues that require change management. twain approaches cou ld be used by Virgin, some more often than others, but would be a variable model of directive (high and low) depending on the incident situation at hand. Essentially, this style chooses the right leadership style for the right person and varies depending upon that individuals ifts, views, background, and reputation (The Hersey-Blanchard Situational Leadership Theory, 2012) If this model were espouse by Branson, he would have both the responsibility and ethical urgency to continually assess situations at hand, find the most appropriate system on the above grid for that issue, and thusly act accordingly. Of course, at his level the issues would likely remain strategical and rather broad, and it would not always be possible to never direct change, or always direct change.Instead, it would be the appropriateness of individual situations and people that would place this model into Virgins strategic and tactical locus of operation (Farrington, 2012). Let us conceive for a moment that the technology has improved enough in aeronautics and space travel that it is possible to develop regular trips to a topographic point Station, or, at the very least, a launch and trip on a shuttle that would orbit the earth and allow passengers to experience space, a view of the planet, and an educational experience. It is quite natural to assume that the Virgin group might be seminal in the development of this type of new tourer activity.The easiest way to integrate some of Bransons leadership qualities into the daily crease would be to first and foremost examine the job and find the most exciting possibilities and potential for it and then to communicate that to colleagues, staff, and management. If in a managerial position, allow employees to come up with creative solutions to problems meet as a group and indicate a goal or challenge, ask for ideas, and then take some time to consider them, allowing employees to participate in this enterprise and help them feel empower ed and part of the team.Part of being a costly leader, according to Branson, is also the ability to know when to back away from a task. As much as you need a strong personality to build a business from scratch, you also must understand the art of delegation, he says. I have to be good at helping people run the individual businesses, and I have to be willing to step back. The company must be set up so it can continue without me. In my opinion, the most important factor of good leadership is relating to other people. If youre good with peopleand you really care, rattling care about people. Leadership teams are generally composed of management brought together to span the boundaries between different functions in the organization. In order for a product to be delivered to market, the heads of finance, production, and marketing must interact and come up with a common strategy for the product. At top management levels, teams are used in developing goals and a strategic direction for the firm as a whole. Technology is impacting how teams meet and function.Collaborative software package and conferencing systems have improved the ability for employees to meet, conduct business, share documents, and make decisions without ever being in the same location. While the basic dynamics of other types of teams may still be relevant, the dynamics and management of virtual teams can be very different. Most theories view leadership as grounded in one or more of the following three perspectives leadership as a process or relationship, leadership as a combination of traits or personality characteristics, or leadership as certain behaviors or, as they are more commonly referred to, leadership skills.In virtually all of the more dominant theories there exist the pictures that, at least to some degree, leadership is a process that involves influence with a group of people toward the actualisation of goals. I will say on the front end that, in my opinion, leadership is a dynamic and complex process, and that much of what is written these days tends to over-simplify this process. Trait opening postulates that people are either born or not born with the qualities that predispose them to success in leadership roles.Skills theory states that learned knowledge and acquired skills/abilities are significant factors in the practice of effective leadership. Situational theory states that is, to be effective in leadership requires the ability to line up or adjust ones style to the circumstances of the situation. chance theory states that a leaders effectiveness is contingent on how well the leaders style matches a specific setting or situation.The underlying beliefs of path-goal theory (grounded in expectancy theory) are that people will be more focused and motivated if they believe they are capable of high performance, believe their effort will result. The key in transformational leadership is for the leader to be attentive to the needs and motives of followers in an attempt to help them reach their maximum. Transactional theory is a theory that focuses on the exchanges that take place between leaders and followers.It is based in the notion that a leaders job is to create structures that make it extravagantly clear what is expected of his/her followers and also the consequences (i. e. rewards and punishments) for meeting or not meeting these expectations. References Hellriegel, D. , Slocum, J. (2007). Organizational Behavior. Mason, OH Thompson Higher People and Planet. (2012, January). Retrieved from Virgin. com http//www. virgin. com/people-and-planet/our-vision The Hersey-Blanchard Situational Leadership Theory. (2012, January). Retrieved from Mind Tools http//www. mindtools. com/pages/article/newLDR_44. htm