The Failed Vision

If I were consulting with the HTE Board of Directors regarding Harolds Leadership, from a qualifyational perspective, I would have apprised them that Harold wasnt a good leader and that his lead zeal was damaging to HTE. Harold assay to bring about many changes to the friendship without recognizing the effects of the changes, which made him seems to aroma like he didnt know what he was doing, though his intention was good. His historic records were great, precisely the results from HTE didnt demonstrate what was said about him. His style of leadership was in line with the Pseudo-transformational leadership.Pseudo-transformational leadership refers to leaders who are self-consumed, exploitive, and power oriented, with warped moral value (Bass & Riggio,2006). Pseudo-transformational leadership is considered personalized leadership, which focuses on the leaders own pursual preferably than on the interest of others (Northouse, 20016, pg. 163). Harold was more worried about ho w he looks in position than what is good for the company.Harold should have focused more on the the great unwashed and inspire them to make the change he wanted a success, still he didnt involve them at still in the change process. This was damaging, which in the end cause a major failure and serious loss in revenue to the company.Did Harold have a clear ken for HTE? Was he adequate to(p) to implement?Yes. Harold did have a clear heap for the company exactly didnt have the correct method of leadership to make his pot to transform HTE. Harold wanted to prove that new technologies and advance anxiety could make the company 1 of the best manufacturing companies in the nation.Harold created a vision, but it conflicted with his values and management style. It became truly difficult for him to convey his vision to the employees in that they saw his vision as being against himself. The employees didnt believe in the vision and were confused with tout ensemble the changes. They were not involved in the change process and never had the congresswoman when it came to feedback.Was he able to implement?No, he couldnt implement anything because his leadership style was the Pseudo-transformational leadership which is an inspired leadership that is self-serving, unwilling to encourage independent ideas from chase and exhibits little care for others. This type of leadership has strong inspirational natural endowment and appeal but is manipulative and dominates and directs followers towards his or her own values (Christie, Barling, et., al.,2011). This leadership likewise threaten the welfare of followers because it ignores the common land good.How impressive was Harold as a change agent and social architect for HTE?Harold at the beginning was very determined, but as time went by his vision seems to be uncertain. A blur vision which causes an overall effect of the shakeup was a precipitous drop in the worker morale and production. Harold wasnt legal as a ch ange agent because, in my opinion, I pull ahead that Harold could not stand strong with his vision and mission. He could not enamour the workers to follow his method.This made the employees feel instability, as they also started to find it very difficult to support the companys vision. He faced a failure of having gained the employees trust. in that location wasnt a good kindred between Harold and the employees. Their words were neglected by him, resulting in a huge gap between the leader and the employees. Harold couldnt be considered as a social architect for HTE, because he did nothing that brought electropositive change to the company. Instead, he destroys the valued organizational history of the company, its revenues and lost the morale amongst the employees.What Would you advise Harold to do differently if he had the chance to return as president of HTE? I would advise him to humble himself and ask for consideration from all his senior and lower managers and begin develop ing a new relationship by communicating effectively with everyone and focusing on workers affairs and appeasement bad feelings, lifting spirits, and providing updates and progress reports as activities come. Then a new vision should be created that incorporates the needs of the company as well as feedback from the leadership.From a Bible standpoint and perspective, I will like to be a kind of leader that is unselfish, and not only concerned about my interest rather the interest of others as well and to lead my organization for the common good of all.In our quest for the marks of mature spirituality and leadership ability, we must not bypass that persona which so completely characterized the career of Jesus Christ, the quality of unselfish servanthood. Jesus said, For even the Son of public did not come to be served but to serve, and to give his life a ransom for many (Mark 1045) The apostle Paul added to this focus when he wrote, separately of you should be concerned not only ab out your own interests, but the interests of others as well (Phil. 14). But then pointing to the Savior as our great example, he quickly added, You should have the same attitude toward one another that Christ Jesus had.In conclusion, our leadership style as a believer in God Almighty should be poser after our Lord and Savior Jesus Christ. Seeking not only our interest as leaders but for others as well and to also practice transformational leadership which is used in improving team development, (Bass Avolio,1994). Decision-making groups, quality initiative, and reorganizations.ReferencesBass. M., Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA SAGE.Bass, B. M., Riggio, R. E. (2006). Transformational leadership (2nd ed.). Mahwah, NJ Lawrence Erlbaum.Christie, A., Barling., Turner, N. (2011). Pseudo-transformational leadership Model specification and outcomes. Journal of Applied loving Psychology,44(12), 2943- 29 84Northouse, P. G. (2016). Leadership Theory and practice (7th ed.). Thousand Oaks, CA SAGE outlet