The Failed Vision

If I were consulting with the HTE Board of Directors regarding Harolds Leadership, from a exchangeational perspective, I would take over advised them that Harold wasnt a good leader and that his leadership style was damaging to HTE. Harold tried to aim about many changes to the company without recognizing the cases of the changes, which made him seems to look like he didnt know what he was doing, though his intention was good. His past records were great, and 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 values (Bass & Riggio,2006). Pseudo-transformational leadership is considered personalise leadership, which revolve aroundes on the leaders own wager rather than on the interest of others (Northouse, 20016, pg. 163). Harold was more worried about how he lo oks in position than what is good for the company.Harold should have focused more on the people and inspire them to pull ahead the change he wanted a success, but he didnt involve them at all in the change process. This was damaging, which finally cause a major failure and serious loss in tax revenue to the company.Did Harold have a move in vision for HTE? Was he able to utilise?Yes. Harold did have a clear vision for the company but didnt have the correct method of leadership to make his vision to transform HTE. Harold wanted to prove that new technologies and advance management could make the company one of the best manufacturing companies in the nation.Harold created a vision, but it conflicted with his values and management style. It became very unenviable for him to convey his vision to the employees in that they apothegm his vision as being against himself. The employees didnt believe in the vision and were confused with all the changes. They were not intricate in the c hange process and never had the voice 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 wee care for others. This type of leadership has strong inspirational talent and appeal but is manipulative and dominates and directs fol pass ups towards his or her own values (Christie, Barling, et., al.,2011). This leadership also threaten the welfare of followers because it ignores the common good.How impelling 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 reorganization was a precipitous drop in the worker morale and production. Harold wasnt effective as a change agent because, in my opinion, I realize that Harold could not stand strong with his vision and mission. He could not influence 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. There wasnt a good relationship 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 positive change to the company. Instead, he destroys the value organisational 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 make pass as president of HTE? I would advise him to humble himself and ask for consideration from all his senior and lower managers and begin developing a new relationship by communicating effectively with everyone and focusing on workers affairs and calming bad feelings, lifting spirits, and providing updates and progress reports as activities educe. Then a new vision should be created that incorporates the needs of the company as fountainhead 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 gather up for the marks of mature spirituality and leadership ability, we must not bypass that quality which so only characterized the life of Jesus Christ, the quality of unselfish servanthood. Jesus said, For even the Son of Man 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, Each of you should be concerned not only about your own interests, but the interests of others as well (Phil. 14). Bu t then pointing to the messiah 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 model 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. diary of Applied Social Psychology,44(12), 2943- 2984Northouse, P. G. (2016). Leadership Theory and practice (7th ed.). Thousa nd Oaks, CA SAGE Publication