Wal-Mart

WAL-MART 10

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The started as a small retail in Rogers, Ark in 1962 and hasopened thousands of similar stores in the United States as well as inother nations. The company was led by leaders who had big ideas andready to take risks in order to see the organization grow. Theleadership of is well structure and has guided the companyby inspiring the workers in order succeed (Vedder &ampCox 2010). Thepurpose of this paper is to describe and analyze the leadershipstyles of and how managers employ each these techniques forsuccess in the future. In addition, it explains the managers`knowledge and their ability to motivate and communicate as well asmeet customer’s demands.

Background

The Stores was established 1962 operating membership clubs andretail stores. Sam Walton was the founder of . His visionaryleadership was dedicated to helping people save money and live betterlives through the low prices offered. A firm foundation guided hisstrategy: “The lowest prices, anywhere, anytime” (Vedder &ampCox2010). In 1969, the company was officially incorporated as Stores.

was quoted on the New York Stock Exchange market in 1972 havingestablished over 51 stores in the United States and a sale of overeighty million dollars. Sam`s Club and Supercenter werelaunched in the 1980s which comprised of both a merchandise andsupermarket (Vedder &ampCox 2010). spread to other parts ofthe United States in 1987 that lead to the installation of satellitecommunications systems that connected Mal-Marts operations throughvideo communication and voice. It also facilitated data andinformation sharing leading to growth. was named the state`snumber one retailer in 1990 due to the low prices of commodities(Vedder &ampCox 2010). Later that year, it merged with a Mexicanretail company that made the company known globally.

SamWalton was honored the Medal of Freedom in 1992 because he had savedpeople`s money as well as improving their lifestyles. He died in thesame year, and Rob Walton was elected as the new chairman. The year1993 was great for as they reached the target of one billiondollars in sales and later in 1997, they celebrated a sale onehundred billion dollars (Vedder &ampCox 2010). David Glass wassucceeded by Lee Scott in the year 2000 and later in 2002 it wasamong the biggest companies in the United States. hascontributed to various communal activities such as disaster relief.It supplied over 2000 truckloads plus eighteen million dollars to thevictims of Katrina hurricanes (Vedder &ampCox 2010). Doug McMillonwas elected the company CEO in 2014. The company employs over twomillion workers who serves over one Billion customers every week andoperates in more than ten thousand stores opened in twenty-sevencountries.

Analysis

SamWalton`s urge for an exceptional value and customer satisfaction ledto the establishment of . His core principle was thatleadership depends on service. His policies resulted in the making ofinformed decisions that has seen the company successful for the pastfifty-three years. The leadership styles expressed by the managers of are rooted in Walton`s principles (Lewis&ampAmericanAssociation of School Administrators2013).The managers of are aware that leadership is not about ownneeds, rather it is about the customers and the organization as awhole. There are numerous leadership styles expressed by leaders at depending on their responsibilities and departmental needs.The goals and culture of determine the leadership stylesthat best fit the organization. Leaders adapt these methods toaddress particular challenges facing the organization (Mehrotra,2012).

TheDirecting Style

Thefirst leadership style practiced by managers at is thetelling or directing style. It refers to a leadership style where themanager makes the decision and communicates it to the entireorganization. It is present at , and group members are giveninstructions on what to do. Leaders oversee the activities of thosemaking decisions and direct them to do as he says without questioning(Lewis&ampAmericanAssociation of School Administrators2013). Researchers regard the style as the lowest leadership levelthat involves telling the employees and expecting high level ofcompliance. The managers of employ the directing style inareas characterized by low competence. In such situations, leadersare more committed to the task rather than employees relationship.

Managersmotivate group members who do not have the required knowledge for thejob. The leaders at spend more time with employees wherebythey provide instructions, and the members follow. Managerspracticing this style have encouraged and motivated members invarious ways. In addition, they reward members who show high levelsof compliance and portraying positive results (Mehrotra, 2012). Theyalso rectify the results that do not meet the required standards.Directing style is consistent with the arguments of experts becauseit gives the group members an opportunity to improve their skills andbecome responsible members of the organization. The Telling stylepaves way for other leadership styles such as delegating andparticipating (Iqbal,2011).Delegating style is applicable to skilled members who can performtasks on their own. Directing style acts as an education program thathelps equip workers with the necessary expertise to perform workindependently.

TheCoaching Style

Thesecond style is the selling or commonly known as the coaching style.The managers exercise this form whereby they oversee thedaily operations of the organization. leaders areresponsible for making the decision, but the employees have a role toplay. Group members assist in decision-making whereby they arecoached in the manner in which to carry out their duties beforeimplementing the decision. managers employ this style forthe same reasons as directing style. It is applicable to members wholack the necessary expertise to carry out tasks. Workers are rewardedto boost their morale. In addition, managers ensure that they achieveemployee confidence as well as raising their self-esteem (Iqbal,2011).

Unlikein the directing leadership style, the selling method requires themanager to focus on both task and the relationship between him andthe employee. It ensures that trust is created leading tocooperation. Due to a continuous listening, advice, and training, theemployee gains the required skills that help him advance in theability (Lewis&ampAmericanAssociation of School Administrators2013). It leads to other leadership styles such as delegating andparticipating. These techniques require the worker to perform workindependently without manager`s intervention. Managers practicing theselling style at help employees develop skills needed toadvance to the next level. The trading style is consistent with whatresearchers say about it because the only ways to equip inexperiencedworkers with recommended the skills are through coaching (Mehrotra,2012). Workers at have shown positive results and progressedeven further. They are motivated leading to fewer directing andincreased suggesting.

TheParticipating Style

Thethird leadership style observed at is participativeleadership. It is a type of method where all the workers participatein the decision-making processes (Mehrotra,2012).Majority of the researchers agree that this is the best style thatleads to higher production levels. Managers at have theknowledge that through democratic leadership, group morale willincrease and the workers efforts will be directed towards achievingthe company goals. Although managers have the final say, employees share their ideas and opinions. Having a pool of ideas isone of the things that have inspired creativity at . Inaddition, the group members feel engaged in the decision made bymanagers. The decisions are communicated to the members duringcompany meetings (Iqbal,2011). Managersuse this leadership style when making business decisions. In order toensure that they motivate and communicate effectively, the managersat keep the communication open. It ensures that groupmembers feel comfortable enough to table their ideas (Mehrotra,2012). They also certify that they focus on discussion and theconversations do not go astray. Leaders at assure that thesuggestions recommended are clear and unambiguous. The members aremotivated and show care in the end results. Participating orsupporting style is consistent with what researchers say becauseincluding the members in the decision-making process of the companyis a significant step towards success in the future.

Despitebeing the most effective leadership style in , participatingstyle have some potential downsides. The first disadvantage is thatit sometimes leads to communication failures. They could be broughtabout by unclear roles and lack of the required knowledge by membersin the organization (DuBrin,2010). has faced numerous challenges due to communication barriersbrought about by members who lack the necessary expertise. The otherdownside of supporting style at is that it applies only toskilled groups and hence not all the members meet this requirement.It means that only qualified people share their knowledge.

TheDelegating style

Thefourth form observed at is the delegating leadership style.It is a leadership style where the group members in an organizationare given the responsibility to make decisions. According toresearchers, this technique leads to reduced production among themembers (Lewis&ampAmericanAssociation of School Administrators2013). It is also known as Laissez-Faire Leadership. The style ischaracterized by little or no guidance from the managers. They havefull responsibility and freedom to make decisions. The onlyassistance from managers is the provision of tools and resourcesneeded by the employees in arriving at their decisions. Any challengefacing the organization is handled by group members who are expectedto come up with solutions on their own (Mehrotra, 2012). There arenumerous departments that practice delegating leadership styles at.

comprises of group members who are highly skilled and hence Laissezleadership style is best in such situations. The method isrecommended because the group members are already motivated and arecapable of performing on their own (DuBrin,2010).In addition, these employees are experts who possess the requiredskills to work independently. They are also in a position toaccomplish tasks under minimal supervision. The management of allows the group members to make decisions on their own sothat the employees can feel satisfied with their work. Managers applydelegating leadership styles in situations where they notice thatworkers have a high-level of passion with their work (Lewis&ampAmericanAssociation of School Administrators2013). It is also applicable where the workers have a self-motivationfor their work. Managers are available and open to any form ofconsultation and guidance.

Delegatingleadership is without drawbacks. The first downside of this style at is that it is not applicable to all the group membersespecially those lacking the skills needed to accomplish jobs. Theinstance, where the method is not ideal, is in departments where thegroup members cannot meet their deadlines as well solve self-relatedissues (DuBrin,2010).It could lead to unfinished projects where the workers fail to seekguidance from managers. In particular circumstances, there is a lackof oneness among groups due to lack of manager supervision. Managersof adopt the participating leadership style in situationswhere the group members are unfamiliar with the job. Eventually, whenthey acquire the required knowledge and skills, they are given fullresponsibility to manage independently. Laissez leadership style isconsistent with the arguments of researchers because lack ofmanager`s involvement can lead to the absence of cohesiveness withinthe organization (Mehrotra, 2012).. Leaders are less concerned aboutthe happening in the body leading to low productivity.

Conclusion

was founded in 1962 and later incorporated in the year 1969. Thecompany has grown over years under the principles established by SamWalton, who was the founder. The managers of stores employdifferent leadership styles to ensure that the company succeeds inthe future. Their ability to refine leadership is derived fromsituational leadership style (Mehrotra,2012).The paper has analyzed the numerous leadership styles employed byleaders at and the ways they are used to motivate the groupmembers. The leadership styles discussed include the directing,coaching, participating and delegating. These techniques playdifferent roles at . In addition, each of the styles hasnumerous advantage over the other as well as downsides. The primarygoal of leadership styles is to give the best service tocustomers hence meeting their demands.

Dependingon the situations occurring in the organization, these leaders changetheir way of management in order to satisfy a customer`s need.Managers who exercise directing leadership style make decisions andlater communicate them to the entire organization (DuBrin, 2010).Group members are instructed on how to carry out their duties. also has managers who have adopted the coaching leadershipstyle. It means that decision-making lies with the managers, butemployees have a role to play. Leaders coach them on ways to performtasks. Directing and coaching leadership styles are used when theemployees are inexperienced. Participating leadership style occurswhen al the group members are allowed to participate in thedecision-making process. Further, managers practice thedelegating style where they authorize the employees to make decisionson their own (Mehrotra,2012).The two methods are employed when the staff members possess thenecessary knowledge and skill to perform a given task. All the fourleadership styles play a significant role in making the organization a success.

Reference

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DuBrin,A. J. (2010). Essentialsof management.Mason, OH: Thomson Business &amp Economics.

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Iqbal,T. (2011). Theimpact of leadership styles on organizational effectiveness:Analytical study of selected organizations in the IT sector inKarachi.Munich: Grin Verlag.

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Lewis,A., &amp American Association of School Administrators. (2013).Leadershipstyles. Arlington, Va: American Association of School Administrators.

Mehrotra,A. (2012). Leadershipstyles of principals: Authoritarian and task oriented.New Delhi, India: Mittal Publications.

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Vedder,R. K., &amp Cox, W. (2010). The Revolution: How big-box stores benefit consumers, workers,and the economy.Washington, D.C: AEI Press.

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