Transformational Leadership Practices
An effective communication strategy for reorganizing the company’s new branches by an operational manager requires frequent and interactive meetings with the team members to ensure their well-being and to address any potential issues. Visit every branch frequently to verify that all procedures are running well and to keep an eye on the team’s conduct during a significant change. I must also share ideas and make the team members feel valued and important in order to foster a collaborative thinking atmosphere. Also constantly interacting with my team members. This gives me the information I need to create strategies that will help them grow as a team, while also making them feel like they’re part of an extended family. In addition, it is critical to conduct a poll to see what my employees think of the procedures and to get feedback on my own leadership style.
As an employee of a large company, I am expected to maintain a consistent work rhythm and keep all procedures and operations under control. Occasional meetings, Corporal emails, newsletters, memos and intranet will be used to communicate with the team member in the same way. As a team grows, each member’s connection with the others changes as well. However, continual communication is required since any problem that arises due to the opening of a new branch or the arrival of new clients or unanticipated problems may be beyond the staff’s capacity to resolve on their own. It is my responsibility as a project manager and group leader to look out for the well-being of my team and the achievement of the company’s goals, so it is imperative that we develop strategies and plans to encourage our team members to work together effectively and to maintain a close working relationship in order to keep the job running smoothly.
Write your agenda based on the information above. Use the template provided.
The objective of this meeting is to announce the establishment of new branches for the company around the city in order to better service current customers and attract new ones as well. For these branches, in addition, a thorough evaluation of current employee profiles based on factors such as their educational background, skills and area of residence is conducted.
Item 1 Objectives and Target of the new branches
Item 2 Required resources needed to achieve the objectives i.e skills, People, and knowledge.
Item 3 The
Item 4 Conducting mapping off the available personnel
Item 5 Creation of the new branches project plan
Item 6 Resource allocation in new branches
Meeting Objective: Inform the team on the company’s plans to expand into new markets, as well as the primary responsibilities and tasks that will be involved. Make it clear what you want to accomplish and when you expect to finish it.
Attendees: All team members involved in the project ( lawyers, receptionist, accountants, sales agents)
This endeavor need the involvement of tax and legislative experts. In addition, the sales person is required to bring in at least 10% of monthly revenue from new clients. As a result, a candidate’s background in strategic sales is essential. Personnel profiles will be selected based on their depth of expertise, breadth of knowledge, and breadth of practical experience.
Transactional Leadership Practices
For a branch to function, it must be equipped with all of the necessary utilities—including Internet access, furnishings, and business publicity—before it can begin. Ensure that the office space is rented, the required equipment for the staff is purchased, and the necessary services are contracted.
The company’s policies, goals and aims will guide the development of the new branches plan. There will be a meeting with a senior manager to go over the plan. Personnel who have been selected will be made aware of the plan.
People who have been chosen by the firm will be informed of their responsibilities and obligations in the new office. Aside from that, he or she must transfer authority over the role and provide the new hire with the necessary information to ensure continuity. The selected employees will be notified 15 days prior to their transfer to the other offices of the company.
Signature of attendee 1: Signature of attendee 2:
Signature of attendee 3: Signature of attendee 4:
Record the meeting minutes in the template provided.
What are the key objectives, responsibilities and key activities for the year ahead? What will the main work be?
Its primary goals are to:.
- Increase the number of clients in the established areas by 25%.
- Improve the existing customer ties in the area.
- Make a good impact on the neighborhood where the new office will be located.
- Provide customers with efficient support in these areas.
To meet the new regulations and rules of the organization, each branch’s team members must fulfill the above goals. Within a year, each office should be fully operational and self-sufficient. Increasing the amount of services offered at each location, not simply tax and legal services, as well as risk consulting services and enterprise, are among the deliverables anticipated of the offices. It is imperative that every person of the office contribute their full potential to achieving the goals. Both team members and project leaders need to be aware of each other’s needs, as well as the project’s goals, to ensure the project’s success.
Assuming new tasks and moving out of one’s comfort zone can be challenging for team members, therefore their behavior is an important issue to address in the workplace. As a result, maintaining open lines of communication with the team is essential for pinpointing areas for improvement and motivating the group to work together toward the aforementioned objectives. You can also treat the group with empathy and empathy-based leadership to help them achieve their goals, rather than behaving like a dictator. Honesty and responsibility are two of the most critical traits that team members must possess in order for the processes to function as planned. Being a good listener to your coworkers is also critical if you want to learn more about how to solve or avoid difficulties in the future. This gives your coworkers a sense of purpose and encourages them to exhibit dedication to the company’s goals.
The members of the team have been selected in accordance with the company’s goals and beliefs, as well as the specific goals of each office. It’s expected that each office will include 2 attorneys, a receptionist, 2 accountants, 2 sales members and an IT technician
The receptionist’s abilities should be centered on providing excellent customer service, as well as demonstrating empathy, politeness, and honesty. You must have a working knowledge of the internet and Microsoft Office.
The sales representative must be knowledgeable about the firm, have at least two years of field experience, and be able to work independently and independently-mindedly.
It is essential that the accountants have extensive expertise in dealing with large corporations and local legislation, as well as a degree in accounting, and adhere to all of the company’s rules and statutes.
One of the most important things an IT technician can do is to ensure that all of the company’s servers are operating properly and that all procedures are going smoothly.
In order to help all of the customers, as well as the team members in the office, the attorneys must have extensive knowledge of both local and national rules.
References
Dartey-Baah, K., Quartey, S. H., & Adotey, A. (2020). Examining transformational and transactional leadership styles and safety citizenship behaviors in the power distribution sector: evidence from Ghana. International Journal of Energy Sector Management.
Farrell, T. W., Supiano, K. P., Wong, B., Luptak, M. K., Luther, B., Andersen, T. C., … & Brunker, C. P. (2018). Individual versus interprofessional team performance in formulating care transition plans: A randomised study of trainees from five professional groups. Journal of interprofessional care, 32(3), 313-320.
Hansen, J. A., & Pihl-Thingvad, S. (2019). Managing employee innovative behaviour through transformational and transactional leadership styles. Public Management Review, 21(6), 918-944.
Quin, J., Deris, A., Bischoff, G., & Johnson, J. T. (2015). Comparison of transformational leadership practices: Implications for school districts and principal preparation programs. Journal of Leadership Education, 14(3).
Shaughnessy, M. K., Griffin, M. T. Q., Bhattacharya, A., & Fitzpatrick, J. J. (2018). Transformational leadership practices and work engagement among nurse leaders. JONA: The Journal of Nursing Administration, 48(11), 574-579.
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