LEADERSHIP STYLE AND MODEL IN CORpORATe WORLD

NAME: MUHAMMAD RAZIN BIN AMIR HAMZAH IC: 910717-07-5185
STUDENT ID: 16380 MGT8024 Organizational Leadership (DBA)
1
Question 1.
The instance demonstrates that the new organisational structure that was implemented has
an impact on the control systems, which in turn has an impact on the decision-making process.
When three COO positions are created, for example, a meeting of the COOs and the CEO is
required, which serves as a critical platform for decision-making and collaboration among the
executives. The meeting's frequency, which is once a week and held immediately following
the SCORE meeting, enables for timely feedback sharing from all three COOs, which in turn
aids in CEO decision-making.
The findings also demonstrate that the traits and values of a leader have an impact on the
design and implementation of control systems(Ocasio, 1993). As indicated by the data
highlighted previously, the new chief executive blends both transformational and transactional
leadership approaches. According to others, the adoption of SLT indicates the transformational
character of the new CEO leadership style. He also exhibited a transactional attitude, as
indicated by the restructuring of the organisation and the devolution of greater decision-making
authority to the COOs. In the following section, both types of leadership styles (initiating
structure and considering alternatives) are equally significant. Top managers must find a
balance and understand when to employ certain tools and techniques in order to maximise the
effectiveness of their teams. The study does not seek to test or make recommendations on how
to achieve a healthy balance, but the findings provide detailed explanations that help to grasp
the two concepts(Abernethy, Bouwens and van Lent, 2010).
Through the identification of elements that are not frequently covered in the accounting
literature, the study contributes to our understanding of control decisions. Typical structured
meetings, for example, are believed to be the beginning structure type of leader, and as a result,
less personal contact with subordinates is expected. A leader's esteem for others can be
demonstrated in a variety of meetings, according to the findings. For example, the SLT and
one-on-one meetings with the COO are examples of such meetings. How a senior manager
chooses to use it, whether interactively or in a different manner, is critical.
It is a transactional leadership style that adheres to the managerial concept of reinforcement
and exchange when it comes to the management of other people. Using this strategy, managers
can better manage their employees by defining specific goals for them and rewarding them
when they fulfil them. To put it another way, transactional leadership is concerned solely with
the "transaction" aspect of the job. Those who are effective transactional leaders recognise and
recognise and reward their followers' achievements in a timely manner. When it comes to
industry, transactional leaders are frequently seen in the production line, where line employees
are expected to meet a specific production quota per shift. When it comes to sales, having a
transactional attitude can be quite effective, as the team and individual members are driven to
achieve particular sales targets. Team members working under strong time restrictions to
complete a project, as well as when money resources are restricted, might benefit from
transactional leadership techniques.

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Keeping the status quo of acts and processes that have been proven to be successful in past
situations is typically associated with transactional leadership. Because it works best with self-
motivated workers who do not seek or expect inspiration from their managers or corporate
executives, it is a leadership method that is more commonly adopted by established businesses.
Transformative leadership has four components, which are commonly referred to as the "four
I's" of transformational leadership: influence, influencers, and influencers (or the "I's" of
transformational leadership).
 It is important for managers to provide intellectual stimulation to themselves and their
employees by fostering fresh experiences and ways of thinking for themselves and their
personnel.
 Individual Consideration: Employees should be mentored and their professional
development should be supported.
 The transmission of a vision for a company that employees internalise and make their
own is known as inspirational motivation.
 Idealized Influence: acting as role models for their staff in terms of how they should
conduct themselves.
Transformational leaders, as the four I's explain, place a strong emphasis on nurturing and
positively encouraging their workers. An independent environment where employees can
express themselves and make judgments about their own work is fostered by transformational
leaders, rather than micromanaging. In order to create answers to long-standing challenges,
transformational leaders place a strong emphasis on personal and professional development,
and they encourage all employees to think creatively. The most significant impact can be made
by older employees in the context of younger employees, who can benefit from their assistance
in being integrated into the business culture and feeling that their job is a particular part of
something, according to the research. When the primary goal of a company or team is to
develop the talent of its members rather than simply meeting a short-term production quota or
sales objective, the leadership style is effective.
A desirable strategy may also be employed when a new product or service is being
offered, or when an industry, such as the pharmaceutical industry, relies on innovation to ensure
its survival. When it comes to a new product or start-up firm, "the rules" and methods have not
yet been written in stone, and open and imaginative thinking about how to produce, grow,
survive, and prosper may be required, if not already predicted(Bass, 1990).
Leadership Styles: Transactional vs. Transformational
It all depends on the situation. In spite of the obvious differences between the two
approaches, neither is "better" than the other. Furthermore, the two approaches are not mutually
exclusive. Because both leadership styles are effective, but they are most effective in different
settings based on the intended goals and the leadership style of the leader, a blended approach
is typically the most effective. Effective leadership in reaching desired outcomes can be
achieved through both transactional and transformational approaches.

3
Transactional leaders are concerned with the overall performance of the organisation as well
as the supervision of their direct report. Increasing productivity in the now is more important
to many corporate leaders than building for the future. They are in charge of ensuring that the
day-to-day operations of a company function as smoothly as possible. Leadership that
transforms an organisation and develops its personnel is a concern of transformational leaders,
according to the Harvard Business Review. Their time is primarily spent defining a vision for
the future of their team or firm, followed by motivating and inspiring their co-workers to
embrace that vision. Organizations or teams that require the supervision of a leader in order to
reach a good conclusion are the most effective candidates for this method.
When it comes to being a good leader, those who understand when and how to combine
elements of both styles are the most effective. Typical sales scenarios include transactions that
are mostly transactional in nature, with the sales personnel working towards specified and
continuous sales targets at the core of the organisation. These could include monthly, quarterly,
or annual sales targets. However, sales is also about people, with the formation and
management of customer relationships being at the heart of the process, as demonstrated by
the following examples.
Sales team leaders must have a solid awareness of what drives and inspires people (both
their own staff and their clients) in order to be successful in their positions. To be inventive in
searching out new client relationships, underlining the need of strategic thinking in key account
management, and maybe even driving the team to modify their sales technique in reaction to
market variables, they must go beyond the sales transaction. If you are developing, adapting,
or adopting either transactional or transformational leadership styles, it is critical to take into
account both the benefits and drawbacks of both forms of leadership. Consider the current work
environment in which your team and organisation may be functioning (Zagorek, Dimovski,
and Kerlavaj, 2009), as well as the future work environment in which your team and
organisation may be operating.
Transactional leadership, on the other hand, while it has been shown to be the most
efficient method of enhancing operational efficiency, it might fall short in the areas of
innovation, long-term plan development, and employee development. Transformational
Leadership (also known as "transformational management") is a type of leadership that
transforms an organisation. When it comes to establishing strategy and driving organisational
change, transformational leadership is the most successful way available. However, because
these leaders are less concerned with everyday workflow and business operations,
transformational leadership may be deficient in detail. Having a leader who can maintain a high
level of energy and passion over an extended period of time is also essential. Organizational
executives can take away one important lesson from the year 2020: change happens faster than
ever before, and even the most efficient processes or stated goals can be completely thrown out
the window at any moment in time.
According to the study's objectives, an inquiry will be conducted into the repercussions
of a change in CEO leadership on strategic system and the development of control systems in
the organisation. According to the study's objectives, an inquiry will be conducted into the
repercussions of a change in CEO leadership on strategic system and the development of

4
control systems in the organisation. A new CEO defined and expressed his vision and purpose
by putting control mechanisms in place as well as going through a structural transformation,
according to the conclusions of the case study. According to the findings of the study, senior
individuals who engaged in the SLT process gained clarity and confidence as a result of their
participation. The objective of a meeting is to promote the systematic exchange of information,
the commitment of personnel, and the making of decisions by all participants. It is generally
accepted that the manner in which a leader communicates with his or her subordinates is an
indicator of the leader's ability and effectiveness. This material may be of particular interest to
family-owned firms that are preparing for leadership transitions in their own organisations.
Entrepreneurs and top managers who are preparing to take over the reins of their
entrepreneurial organisation at the next stage of development can benefit from a focus on
improving their ability to lead successfully. This study omitted a few critical issues in control
theory, which was a mistake (Zagorek, Dimovski, and Kerlavaj, 2009), and this was a mistake.

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Question 2.
It is critical for good strategic leadership to be able to recognise the value of data in the
decision-making process as well as when formulating organisational and departmental
strategies. Strategic executives are constantly on the lookout for new and innovative ways to
use data in order to maintain a competitive position in the marketplace.
Effective and good strategic leaders are exceptional communicators and active listeners
who are also energetic, optimistic, imaginative and collaborative in their approach. They are
also truthful, diplomatic, sympathetic, and humble in their approach. You're already a better
leader, and by displaying these characteristics, you'll be able to assist your team in achieving
its full potential! Finally, keep in mind that each individual's strategic leadership style is distinct
from the others. In addition to your personal abilities, the company culture and current
frameworks have an impact on how your leadership attributes are manifested in your
organisation. An effective communication route for a manager who works on-site with the team
every day will appear very different from an effective communication route for a remote
manager who checks in every now and then. At each given moment or place, you should adapt
your strategic leadership style to the role, organisation, and situation in which you are now
employed. It is essential that you are able to get things done quickly and effectively in order to
be a good leader. You may want to improve your internal reporting procedure in order to further
develop your expertise. If everything goes according to plan, you'll be able to keep your team
on pace for long-term strategic success. Following are the two major characteristics that the
founder of MKTS showcased to build bring more projects and establish the company in the
global market.
1. Effective communication
The capacity to communicate effectively is, without a doubt, one of the most critical
characteristics of a strategic leader. The ability to communicate your goals and objectives to
your team or co-workers will make it far more likely that you will be successful in achieving
them. Having a clear understanding of what you want done and how to communicate it to your
team will allow you to effectively combine everyone's efforts. If you want your team to be
successful, they must all be on board with and committed to your strategic objectives and goals.
Communication responsibilities that require "softer skills" include maintaining an open door
policy and scheduling regular one-on-one meetings with team members(Brownell, 1983). Plan
ahead of time to address any concerns that may arise in the workplace after you've effectively
communicated your objectives.
2. Capacity to Listen
While being able to express your expectations and vision effectively is one of the most
crucial strategic leadership skills, it is also necessary to actively listen to what your team has
to say in order to be a successful leader. The most effective leaders are master communicators
and listeners, and they excel in both areas. "Wisdom is the reward you obtain for a lifetime of
listening when you would rather talk," wrote Mark Twain. Despite the fact that listening
appears to be straightforward, taking the time out of your busy day to speak with an employee
or discreetly tuning in from the side-lines of a strategic planning meeting can be difficult to

6
accomplish. To believe that their concerns and ideas are being considered, employees must
believe that their concerns and ideas are being considered; this serves to build morale while
also benefiting the organisation by providing input from the front lines (Scoble, 2005). Leading
from the heart provides leaders with the insight they require to address difficulties.
A new CEO of MProp Group would gradually take over the reins of the company,
according to MKTS, the company's founder, who indicated it in one of his media interviews in
2009. Alif, his own son, has been named as his successor. Alif has successfully led and finished
two large projects totalling more than RM600 million. According to this definition, Alif is not
a newcomer to the property development market, but has collected extensive knowledge and
experience that is still growing. Alif, the company's creator and founder's only son, is a
qualified and young executive who adds expertise, new aspiration, and optimism to MProp
Group.
He previously worked for KProp Land Holdings Bhd, a public-listed property company
in which MKTS is a significant shareholder, where he specialised in finance management and
was promoted to vice president. As Chief Executive Officer of the MProp Group of companies,
he began his tenure in 2012. Even though he is no longer actively involved in the operation of
his own company, he continues to serve on the boards of directors of a number of other real
estate-related businesses. He feels that it is critical to have fundamental principles that
influence daily interactions with employees and consumers in order to be successful.
He equated the company's service with its commitment to the country's welfare. His
efforts contributed to broadening the definition of a company's function (and, by implication,
his own position and the obligations of his staff) and giving it purpose by linking the company's
mission with that of his country. "To move [it] to the next level," according to the company's
new CEO, is the key objective of his tenure as CEO. Following our findings, three key themes
emerge from the data, which can be separated into three categories: strategy, structure, and
control. The reforms that he implements in the first year after taking over can be split into three
categories: strategy, structure, and control (or command and control). He is primarily
responsible for these transformations, which were inspired by his vision, which was conceived
during a training session led by an external consultant and subsequently turned into action.
He brings to the MProp Group a new perspective that will act as a guide for the
development of the company's long-term strategy. As previously said, it is possible that his
perspective will be influenced to some extent by the knowledge and abilities he has gained via
school and work experience in past organisations, which will influence his decision-making.
When he was interviewed, it was discovered that the company had a rigorous SWOT analysis
method in place, which was monitored by an expert from the university from which he had
received his undergraduate and postgraduate degrees. As a result of this process, MProp Group
has prepared a formal 10-year strategic plan for the company. In addition to being used for
training, the output of the session has been a significant input into the development of the
company's business strategy, leading to the adoption of two urgent decisions that the company
believes are necessary in order to provide value to the organization's stakeholders.

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As a first step, MProp Group embarked on a branding campaign with the goal of
separating itself from KProp Land Bhd, which is a publicly traded firm. Having completed the
branding process, the new chief executive has launched a shift in the company's focus in order
to provide better value to its clients and consumers through its products and services. He wants
all of his employees, regardless of their roles or degrees of responsibility, to understand what
a product or service (for example, a unit of housing) means to the company's customers. The
customer-centric strategy is also discussed in detail in the company's 10-year strategic plan
paper. In order to boost the overall satisfaction of customers with their shopping experience, a
"ambassador programme" was created, for example.
Employees who had participated in the ambassador programme were raving about it
amongst themselves, which was something the new CEO was well aware of when he took over
as CEO. He believes that this creates a wave of excitement among other staff who are not
involved in the project. During workplace events, MProp Group encourages its employees by
publishing their personal tales in the company's magazine and announcing their names in the
company's publication. So that employees understand what is vital to the company, the new
CEO gives a strong and consistent message about what the company values.
MProp Group has begun to consider markets outside of its home country in accordance
with its 10-year strategy plan. In 2016, the company intends to expand its operations into
neighbouring countries. When it was first considering entering overseas markets, countries
such as Indonesia, Myanmar, and Sri Lanka were on the company's radar, before deciding to
begin with Indonesia as a test market for the company. This significant move demonstrates the
genuine aim of MProp Group to compete in the international market.... This stems from the
new CEO's objective, which was previously stated: to establish a worldwide respected brand
throughout the region.

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Question 3.
Strategic management is a way of creating competences that allow a business to create
value for customers, shareholders, and society while also facing competition in the
marketplace. It entails evaluating a company's internal and external environments for the
purpose of maximising resource use and meeting objectives(Hoozée and Bruggeman, 2010).
The expanse of an organisation and how often it changes its business environment may have
an impact on strategic management. The steps of strategic management are as follows:
 Defining the organisation's mission, vision, and objectives
 Creating strategies and procedures to assist you in achieving your goals
 Distributing funding to implement these policies and goals
Consider a company that wants to add widget production to its current activities. The
company's strategy could include an examination of the widget sector, as well as other widget-
producing enterprises. This information can be used to define a goal for how to break into the
market while standing out from the competition. It might then come up with a method for
evaluating the strategy's effectiveness(Hitt, Haynes and Serpa, 2010).
You might imagine a room full of executives formulating their company's strategy when
you hear the term "strategic leadership." On the other hand, true strategic leadership should not
be confined to the boardroom. At every level of the organisation, top-down strategy must be
translated into a business unit or regional strategy and goals; middle-level strategy must be
translated into a business unit or regional strategy and goals; and department-level strategy
must be translated into a number of individual objectives that are implemented in order to
achieve the overall business unit strategy goals (Jansen, 2011).
The ability to establish the scope and direction of an organization's success is dependent on
its ability to exercise strategic leadership. A major part of this achievement is the effective
handling of continuous change through advances in people as well as processes. As a result, all
of the executives and managers have to be equipped with the tools needed to develop and
implement strategies, and they have to be prepared to utilize them at any moment. Strategic
leaders must retain a sense of direction in a world of perpetual change and uncertainty while
also encouraging team ownership of goals and objectives for action(Sanders and Davey, 2011).
In general, there are two contrasting viewpoints on what constitutes effective leadership.
The first strand states that leaders have the power to influence the success of their organisations
through their visions and strategic activities. This is supported by scientific evidence. The vast
majority of people believe that senior management has the authority to dictate organisational
structure, to determine strategic direction and goals, and to put in place formal controls to
ensure that these objectives are met.
CEOs and senior management decisions have significant significance for the results of their
companies, and "in the end, they are responsible for what happens to the corporation(Hambrick,

9
1989)." The opposite point of view contends that top leaders were unable to do much because
of the limits imposed by industrial forces and cultural norms that function as
lethargy(Wasserman, Nohria and Anand, 2005). However, our understanding of leadership
transition, as well as its influence on the specific changes that have occurred, has not been
thoroughly documented. Transformational and transactional leadership frameworks have been
used in the investigation of CEO-level management(Bass, 1990). Bass (1990) contends that the
behavioural characteristics of leaders have an impact on how they employ controls in their
organisations. Stogdill and Coons (1957) developed a leadership typology that is commonly
utilised in accounting literature when assessing leadership. Leadership styles can be classified
into two categories, according to this typology: "initiating structure" and "consideration."
The impact of a change in CEO leadership on strategic practises and the development of
control systems is explored in this paper, according to the authors. According to the findings
of the case study, the new chief executive was able to establish and communicate his vision
and plan through the application of control mechanisms and organisational transformation to
his colleagues. The research found that participation in the development of strategic plans (in
this example, through the SLT process) gave senior employees a sense of coherence and
confidence, which they were able to communicate to others. A meeting is a critical control tool
for organising information sharing, improving employee commitment, and assisting in
decision-making. Many control theories say that leadership is shown by the interactions of
leaders with their subordinates. The findings have consequences for family-owned businesses
in the process of transitioning leadership. They benefit entrepreneurs and senior executives
who are looking to change professions(Otley and Pierce, 1995; Davies and Davies, 2004;
Mundy, 2010).
1. Transactional Management
To comprehend transactional leadership better, think about this situation: This is what
I give you, and this is what you give me. This is the core of this particular type of leadership.
Transactional leaders issue commands to their subordinates and then utilize a wide range of
rewards and penalties to either reward or punish their subordinates based on their responses to
those orders. Consider a leader praising a team member for doing a great job or appointing a
group member to a hated department-wide duty. When you need to motivate your employees,
you normally use the threat of being late. Your co-workers are excited to see your latest idea
after the previous month's pizza party because you're always coming up with fresh ways to
recognise exceptional work.
2. Transformational Management
This leadership style is explained in its name: Transformational leaders try to change
their organisations or groups by motivating their employees to innovate. These leaders are
constantly striving to better and devise new strategies for achieving their goals. Consequently,
they motivate and build people to claim ownership of the things they do and make

10
improvements. When it comes to coming up with new ideas and thinking outside the box, those
who work with transformative leaders have a lot of freedom and flexibility(Simon et al., 2015).
As soon as Alif was selected as the company's new CEO, he immediately set about
redesigning the organization's organisational structure in order to improve the efficiency of the
company's business processes. As part of the new three-level Chief Operating Officer
organisation, the Chief Operating Officer (Operations & Marketing) is in charge of the overall
management of all operations firms, with the relevant General Manager reporting directly to
her. Organizational support services are provided by the other two COOs (Finance and Project
Management & Business Development), which are departments inside the organisation. To
provide technical help and to coordinate initiatives, it was decided to create a new position of
Chief Operating Officer (Project Management & Business Development). This seems to me
that the new CEO desired to enhance the level of functional responsibility at the top in order to
aid him with managing and making choices across the organisation. Since founding the
company, MKTS has been involved in virtually every decision and has established himself as
the dominant figure in the process. When you work in an entrepreneurial organisation, where
the entrepreneur has primary responsibility for decision-making and control, you may find
yourself in this predicament rather frequently. It is the new CEO's intention to pay closer
attention to how he might receive information from his senior executives in the future.
Following the structural shift, the new CEO has instituted a series of official quarterly meetings
in order to make some adjustments to the control system design elements that are consistent
with the new structural shift. The ultimate goal is to provide an adequate platform for the CEO
to get timely updates, as well as for managers to efficiently communicate information with
each other.
According to the information gathered, the meetings have evolved into critical control
mechanisms that aid in the implementation of the strategy's objectives. SCORE meetings are
held once a week, and attendance is mandatory for all chief operating officers and general
managers of operational organisations. A number of people have remarked that the SCORE
meeting has had a different impact on the general managers (GMs). As a result, they are now
expected to pay attention to other projects and to present their own during the conference. Due
to this expectation of the new CEO, the general managers have actually been forced to pay
close attention to what is going on in the projects of their colleagues. During his first meeting,
the new CEO mentioned allocating 15 minutes to go around the room and hear from everyone
about customer-related difficulties they've encountered. This was unanimously agreed upon by
the attendees of the meeting. He referred to these as "stories about consumers" in his writing.
Then he uses it in an interesting way to draw the attention of supervisors to the problem that a
customer is encountering.
The SLT, a monthly meeting attended by all department heads that has been recognised
as a particularly effective means of allowing middle-level employees to contribute to the
organisation by several top executives, deserves special mention. It is a distinctive feature of
this meeting that it not only assists participants in expanding their knowledge and talents, but
it also encourages them to participate in the development of new ideas for the success of the

11
organisation, which is a rare occurrence. There were a few recommendations that came out of
this meeting that have been implemented successfully. One result of a SWOT analysis session
was the rebranding exercise; another result was the implementation of 5-day working days,
which were suggested by employees during SLT and were accepted by the organisation. In
recent years, it has developed into a new venue for managers to exchange ideas and become
more actively involved in the operations of the firm. In meetings and in all of the interactions
that take place, it is possible to hear issues that are being discussed. In addition to the quarterly
meetings between the COOs and the CEO, a monthly meeting between the COOs and the CEO
is also held. In this meeting, Azrita will meet with the company's chief executive officer one-
on-one for the first time. No agenda is set for the meeting, but rather the exchange of ideas and
anything else that the COO feels suitable and would like to discuss is the focus.

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