Case 2.3: Elon Musk (Page 47)
Please answer questions 1 and 2 at the end of the case. Please provide examples from the case or from your understanding of Elon Musk from the popular press. Use the Trait approach as instructed and combine them into one answer.
Answer to Question No. 1
Elon Musk possesses intelligence as one of the key leadership traits. His numerous ventures, such as SpaceX and Tesla, among others, highlight his analytical and strategic thinking that allows him to rush where others fear to tread. Self-confidence might be considered an essential trait in Musk, as it enables him to overcome initial skepticism and work toward his bold goals. Determination can be singled out as another key trait that marks his success. He achieved such success after overcoming failed rocket launches in SpaceX and numerous delays in production in Tesla. Musk demonstrates integrity in aiming at societal well-being through technological progress, which can help to characterize his goals as ethically sound. Lastly, his leadership style, which features little traditional sociability, affects his appeal to inspiration or individual consideration of his teams, thereby encouraging unity. Notably, the most prominent of these five traits is arguably determination because only the constant pursuit of a goal can explain the success of all of the companies that Musk is involved in. However, traditional sociability can be identified as a potential weakness of the charismatic leader, which shows that his leadership might be even more complex than the eight traits he combines (Northouse, 2022).
Answer to Question 2:
To identify the personality characteristics of Elon Musk, it is possible to refer to the Big Five personality factors (Northouse, 2022):
- For neuroticism, Musk shows low signs – occasionally, the vulnerable features can be found in the reactions to stress and criticism from the public. However, his stress tolerance compensates for all possible constraints in his personality that can affect his leadership capacity.
- For extraversion, the features are also present – however, they signify the non-traditional type of being such. Musk is far from being a social kind. Still, if to perceives the term of pressure acting on the object, one can find extraction characteristics in his public performance and ambitious goals and strategies.
- Openness to experiences can be measured as high. The manifestation of inexperienced people can be tracked by observing public figures: curiosity in various disciplines combined with consistency, tirelessly following the business scale, in this case, activities related to space and electric vehicle innovations.
- Agreeableness is also low in Musk’s case—the success of his activities can negate this feature value. Musk does not share the belief in the importance of being considerate, as traditional conventions are being challenged in his activities.
- Conscientiousness is a high-scale aspect of Musk’s personality. The exceptional distinguishing conscientiousness features are expressed through long night hours of work and the ability to make diligent and strategic plans.
While it is true that all the studied aspects describe Musk as a leading contemporary figure, and conscientiousness is the most directly related to his efficacy, other features can also deliver congruent power with the leader’s person.
Case 6.1: Three Shifts, Three Supervisors
Please answer questions 1 and 3 at the end of the case using principles Path Goal Theory (e.g., the different styles, task and subordinate characteristics). Combine them into one answer.
Answer to Question no 1
Art’s hands-on leadership style is inappropriate for the first shift as it will not meet the workers’ need for motivation and fulfillment attributable to the repetitive and monotonous nature of their tasks. Bob’s people-oriented leadership mode is also not good for the second shift because it will not alleviate the pressure of the complex tasks and ambiguous procedures contributing to higher absenteeism and turnover rates. Carol’s proactive troubleshooting and support approach is ideal for the third shift, where workers seek guidance and reassurance, finding motivation and fulfillment in the job. According to the path-goal theory, which asserts that leaders adapt their styles to the characteristics of both their subordinates and the tasks they perform, Carol is a more effective leader than Art and Bob (Northouse, 2022).
Answer to Question No. 3
Several changes consistent with the path-goal theory can be made to make Art, Bob, and Carol’s supervision at Brako more effective.
First, regarding Art, the company’s approach should be changed from directive to supportive. Although the directive style of supervision is appropriate in some cases and Art’s involvement in the monitoring process is great, this behavior can be reinforced by more supportive activities. For example, he can provide more encouragement and recognition for the work done. As for the repetitive process that is boring and monotonous, he can explain to the workers the importance and purpose of each task to reduce their boredom and increase intrinsic motivation.
As for Bob, whose people-oriented and participative supervision are already rather effective, some more activities of the participative style may also be added. In particular, the company can permit the employees to participate in decisions regarding complex tasks and the appropriate procedure, which will increase their feelings of control over the situation. Regarding the need for more clarity on a way how to complete the task correctly, the company may provide more guidelines that may be presented to workers during structured training sessions (Northouse, 2022).
As for Carol, whose approach is rather supportive, this style may be supported by a greater amount of achievement-oriented behavior. For example, satisfactory assignments should be given to assist the workers in developing their skills. Since workers have a significant need for clarity and understanding, she may also provide guidelines or explanations on the ways a task can be done and the way it will be measured. As with the directive style, the changes in all styles will allow the Brako company to adjust behavior to either the followers or the characteristics of the tasks and make the supervision process more effective across all shifts, thereby increasing employee satisfaction, motivation, and performance.
Case 8.1: The Vision Failed
Please respond to questions 1 and 4 at the end of the case using the principles of Transformational Leadership (e.g., the 4 I’s) and any other concepts from Chapter 8. Combine them into one answer.
Answer to Question No. 1
If consulting the HTE board about Barelli’s leadership from a transformative outlook, I would emphasize the requirement for cohesion with the principles of transformative leadership, distinctly focusing on the four I’s (Northouse, 2022):
Idealized Influence: Barelli necessitates personifying the beliefs and perspective of the company relentlessly. His activities should inspire belief and certainty among personnel, aligning their efforts with the company’s overriding aims.
Inspirational Motivation: Barelli ought to convey a compelling eyesight for HTE’s impending that inspires and energizes employees. This eyesight should be clear, rousing, and inclusive, fostering a sensation of intent and direction among all stakeholders.
Intellectual Stimulation: Barelli should encourage advancement and creativity inside the organization. Through continuous improvement, he can inspire his employees with problem-solving and intelligence skills.
Individualized Consideration: To be more individualistic towards his employees, I would suggest Barelli show interest in their personal development and fulfill their needs. He can also relate to their concerns and guide them properly. Appreciating their talents and contributions can also be helpful.
From a transformative perspective, I would suggest the board encourage Barelli to generate a more inclusive and participative leadership style. This may involve empowering employees, including them in the decision-making process, fostering open and honest communication, and promoting trust.
Answer to Question No. 4
If Barelli were to become president of HTE once again, I would recommend that he adopt the following steps and take a more transformational lead approach.
Revise the Vision: Barelli should try to reassess HTE’s vision statement and make sense of its long-term intentions and goals. He should also try to communicate the vision to the followers and ensure it permeates the organization.
Employee Involvement: The first approach to employees based on their involvement is to try to let them solve as wide a range of problems as possible and seek their advice and suggestions. It is crucial to involve the staff’s expertise, experience, and critical thinking and create a real sense of ownership or shared responsibility.
Trust and Transparency: In this situation, to earn trust in his leadership, Barelli needs to promote transparency in his behavior or actions. In addition, Barelli may try to unite top managers by articulating fears and sentiments across the organization. Barelli cannot miss the opportunity to communicate his upcoming programs and plans and regularly update the other managers concerning short—and long-term results for the company.
Mentorship: Finally, mentorship and development must be included. In this case, Barelli will have to foster personal acquaintance with staff members, offer mentorship support, listen to concerns, and share his advice. He also needs to reward his employees for their achievements.
References:
Northouse, P. (2022). Leadership: Theory and practice (9th ed.). Los Angeles: Sage Publications.
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