Background of leader
Discuss about the Analyze The Leadership Style Of Sarina Russo.
The main aim of this paper is to explain and analyze the leadership style of Sarina Russo who is the owner of Sarina Russo group. Here is the discussion about the key challenges faced by the leaders while conducting business operations and activities.
Sarina Russo was born in 23rd June 1951. She is the founder of the Sarina Russo Group. She was born in Castiglione di Siclila, Italy. She was a legal secretary before becoming an entrepreneur. She started the Sarina Russo group to help the job seekers in the marketplace. Besides being the founder and director of the billionaire Corporation, she is considered the financial contributor for the various parties in Australia. She has provided platform for the job seekers and workers in the country (Riggs & Porter, 2017). She has focused on her business in her entire life (Antonakis and Day, 2017). In 1952, her father Antonio immigrated to Brisbane, followed by the rest of the family members in 1956. She has completed her graduation from Harvard business school. Currently, she is contributing in Sarina Russo group by focusing on the education and training. This group provides outstanding learning experience and knowledge to the people. It has been noted that Sarina Russo group is made up by Sarina Russo. At the age of 5 Sarina emigrated from siciliy, Italy to Brisbane. She was mentored by her father. Srina Russo group is one of the biggest leaders in education, employment and training (Davis, 2018).
The approach to leadership followed by Sarina Russo was of democratic nature at times as well as transformational. Under democratic Style, there is an open discourse between workforces. They follow the policy of every opinion is important (Nguyen, Mia, Winata & Chong, 2017). Under this leadership, Sarina Russo started a stress-reducing program whereby the leader initiates collaboration, delegate’s power, creates an interaction programme whereby the employees participate in decision-making process (Parés, Ospina & Subirats, 2017). This kind of leadership suited best with Sarina Russo where she wanted the quality over quantity. The ideas shared by the employees at times can be highly sufficient. This way the employees also feel motivated and they push themselves to work for better projects. Democratic style provides plenty of possibilities and opportunities for creative thinking. The two way communication is used by Sarina Russo to create zero room for grapevine, which accounts for less stress in the working environment. Employees who are under the supervision of the democratic leader are less likely to turn on their jobs and switch to different places (Luthans & Youssef-Morgan, 2017). Some of the situations which do not fit the democratic style are lengthy and boring decision-making process which is always time-consuming which can be subsumed by positive notions. Following this democratic style; Sarina Russo was capable of operating Sarina Russo Job Access across more than 200 sites and this event was helpful in providing employment opportunities to more than 1000 people. This style of democracy followed by the Sarina Russo only elevated her to the 12th spot on the BRW Women’s Rich List in 2015. The leadership and management provide a real path for individuals looking to follow a career in leadership and management across the world (Dong, Bartol, Zhang & Li, 2017).
Description of the approach
Second Strategy being transformational in nature is discussed as follows. The framework of leadership is so wide however in the business era the transformational leadership is often the most effective style to use. Under this style of leadership, the leaders maintain the integrity and superior emotional intelligence. The people are being motivated by the shared vision and at the same time communicated to the members. It altogether brings changes in the individuals and social systems (Bowers, 2017). There are four elements in this leadership which Sarina Russo have taken into consideration as four pillars of the success. First is an individual consideration where the extent is determined by each leader. The followers of this element have a willpower and a room for aspirations for self-development and have motivation from inside to perform the task. Second is the degree to which the intellectual simulation is taking place in the organization. The third is the idealized influence where a role model is decided. Using this type of strategy Sarina Russo was able to architect the Sarina Business School, which is able to provide the unparalleled education for the upcoming range of pioneers. This school focuses on providing the business awareness which is necessary for succeeding in the global world. Due to continuous implementation of the transformational strategy, the Russo Business School has been ranked at 200th position in the entire world (Mullen, Kelloway & Teed, 2017).
Democratic Leadership: The foremost benefit of this type of leadership can also turn into the biggest drawback. The style creates an environment where every employee feels his opinion shall be heard equally, but in reality, only a few of the opinions can be heard otherwise it will become cumbersome. This type of leadership eats more time and it becomes difficult to arrive at a particular decision. There is also a certain level of uncertainty. This kind of leadership also tends to misfire in critical situations (Yazici, 2017).
Transformational Leadership: This leadership is also associated with certain cons. From the employee’s point of view, this leadership is actually transactional in nature. At the time the employees are considered as subordinates and the leader forgets the concept of team building and collaboration. Team dynamics can differ dramatically and this approach will not cater to every need of the organization. Moreover, the leader at times becomes partial and complex (Bureau et al, 2017).
Sarina Russo, however, managed to cope up with the drawbacks of the leadership strategies. She ensured that the employees shall be heard equally and timely. This will give them more motivation and eventually will increase the productivity of the overall organization.
Key challenges faced by the leader
There are certain ways through which leadership policies can be made more effective which are as follows. The goals of the organization should be logical which can be understood and communicated to the employees in the right direction. The employees shall be given proper training and guidance so that the business school or the Job Access Institute developed by Russo can be operated effectively. Individual mentoring can be done so that the key matters can be solved easily. The leader should focus on potential areas later so that the sick areas get the chance to be improved and revamped (Yazici, 2017).
After analyzing the leadership skills of Sarina Russo it can be learned that like Sarina Russo a leader shall be able to focus on making a brand image better rather than volume of revenue. She considered herself as a brand (Goleman, 2017). For becoming a leader it is necessary to look like one first. The leader shall be able to manage his/her emotions to give a consistency in the work. The development of the skills shall be done on a constant basis to become a great communicator. The leaders shall possess the ability like Sarina Russo to spot the talent and nurture it and shall appreciate as and when necessary.
Conclusion
On the above discussion, it can be concluded that leadership styles play a significant role in each and every organization to gain long term mission and vision. Sarina Russo is one of the significant and effective leaders in the global market. She is the founder of Sarin Russon group that provides support to the people in Australia.
References
Antonakis, J. and Day, D.V. eds., 2017. The nature of leadership. Sage publications.
Bowers, K. M. (2017). Examining the Moral Development of Emerging Adult Student-Athletes: The Connection to Engaged Leadership Practices (Doctoral dissertation, State University of New York at Binghamton).
Bureau, J. S., Gagné, M., Morin, A. J., & Mageau, G. A. (2017). Transformational leadership and incivility: a multilevel and longitudinal test. Journal of interpersonal violence, 12(2), 56-67.
Davis, N. (2018). The future relationship between technology and inequality. How unequal? Insights on inequality, New York: Springer.
Dong, Y., Bartol, K. M., Zhang, Z. X., & Li, C. (2017). Enhancing employee creativity via individual skill development and team knowledge sharing: Influences of dual?focused transformational leadership. Journal of Organizational Behavior, 38(3), 439-458.
Goleman, D., 2017. Leadership That Gets Results (Harvard Business Review Classics). Harvard Business Press.
Luthans, F., & Youssef-Morgan, C. M. (2017). Psychological capital: An evidence-based positive approach. Annual Review of Organizational Psychology and Organizational Behavior, 4, 339-366.
Mullen, J., Kelloway, E. K., & Teed, M. (2017). Employer safety obligations, transformational leadership and their interactive effects on employee safety performance. Safety science, 91, 405-412.
Nguyen, T. T., Mia, L., Winata, L., & Chong, V. K. (2017). Effect of transformational-leadership style and management control system on managerial performance. Journal of Business Research, 70, 202-213.
Parés, M., Ospina, S. M., & Subirats, J. (Eds.). (2017). Social Innovation and Democratic Leadership: Communities and Social Change from Below. Boston: Edward Elgar Publishing.
Riggs, B. S., & Porter, C. O. (2017). Are there advantages to seeing leadership the same? A test of the mediating effects of LMX on the relationship between ILT congruence and employees’ development. The Leadership Quarterly, 28(2), 285-299.
Yazici, K. (2017). The Relationship between Learning Style, Test Anxiety and Academic Achievement. Universal Journal of Educational Research, 5(1), 61-71.
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