Discuss different leadership styles and the effectiveness of these leadership approaches in the case study of Tri Vac Industries Inc.

A

Leadership styles are mostly motivated by the working environment and the size of the corporation. For small and medium-sized companies, there tends to be a very close relationship between the junior and senior staff which makes leadership slightly easier. It is easier to coordinate a small group of people than it is to coordinate a large number of people. Different organisations also adopt certain leadership cultures, which are mostly adopted by the new leaders that come. Leaders that may come in with different leadership styles that are contrary to what the employees are used to may be resisted. Such leaders will therefore have no alternative but to adapt to the new culture. At times, board members may bring in new leaders with the aim of changing the traditions that were being followed by the company. They may, however, get disappointed when their needs are not followed as it is discovered that most of the managers are still embracing the same culture. It takes the entire fraternity of the company to influence the kind of leadership style and not based on a single person. Leadership styles are mainly motivated by the working environment, which is an important consideration before a style is adapted.

Considering the case of Tri Vac Industries Inc., the company is being faced with a number of crises due to the different leaders who have and are adapting conflicting leadership styles. Steve Heinrich, who is the founder of the company, adapted leadership styles that were probably the cause of all the crises. He took the management of the company into his hands and made decisions that he probably did not at first think of the impacts that they would have on him and the company at large. It all started when the company was going through a crisis and was hoping to find an immediate solution to it. Being the person that owned the largest shares of the company, he did not consult with Tex Weston, who also owned a substantial number of shares. Heinrich instead decided to consult with a foreign company to own the majority of the shares, not thinking of the consequences that would befall it. He also entered into agreements that would subsequently deny him the chance of leading a company that he personally founded.

The reality of the transactions and agreements that he had entered into occurred when the major shareholder of the company was acquired by the other company. The company demanded to control most of the activities of the company since it was like the owner. Heinrich decided to resist that change as it would make him a puppet president. This was, however, not possible since the agreements that he had earlier entered into by the Rohrtech was still binding with the European conglomerate. When the company realized that it could not completely control Tri Vac, it plotted to remove the current president, who was also the founder of the company. According to the agreement, the party that owned the majority shares would gain complete control of the company. The only alternative that remained for the European conglomerate was to acquire more shares that would enable them to get rid of Heinrich. Tex Weston decided to sell the shares that he owned with the Tri Vac to Rohrtech, which empowered them to send Heinrich away.

The events that followed clearly reveal the lack of coordination among the leaders of Tri Vac as it appeared clearly that their own company was being taken over by another corporation that had little understanding of their activities. They were both involved in making decisions that were untimely and not well thought of. They worked against each other, not knowing how the effects would impact them. Even though it was too late for Heinrich, who had lost his position, as well as the efforts that he had worked for years, the company still had a chance to resist the new leadership style. The European company that had acquired Rohrtech took up the entire decision-making process of the company and imposed changes without prior consultation of the board of directors. Even though it somehow succeeded to impose the changes, the changes were not accepted, and it was only a matter of time before the board members displayed what they felt was right. The new CEO that was appointed to take over the company was not given the necessary support, which made his leadership style to be disliked by the organization.

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