My leadership style of the Perry Pool Company is creative and open communication reinforced by transformational leadership qualities. I do believe that this is the best form of leadership that will steer the firm to greater heights of success (Berson and Richard 15). According to the transformational leadership theory, the leader of the Company is duty bound to motivate the morale of the employees under him or her. This motivation has inspired the employees at Perry Pool Company, and the firm is currently achieving her objective of quality service delivery to the customers. The leaders and administrators at the firm believe in creativity to ensure quality service delivery. For example, this aspect of creativity entrenched in the firm’s objective of positive change for the success of the organization. My goal would be to ensure that the managers of Perry Pool Company motivate their employees through giving them annual salary increment, bonuses, and other packages.

SWOT Analysis

The strength of creativity in the leadership style has seen the firm drifting from manual operation systems to the more effective online-generated systems in terms of organizational structure. In fact, both the employees and the managers have seen the need of adopting a newly organized format so as to accommodate better and effective management techniques (Marquis and Huston 27). With effective management techniques, managers have developed a productive workforce. Some of the effective management techniques that leaders at Perry Pool Company use include the following. Managers are open to new ideas, and this fosters creativity. The existence of high performers within the organization and introduction of online-generated systems have changed the trajectory of the organization’s performance. Second, both employees and managers look at their mistakes as learning opportunities. When employees see managers apply lessons learned from failures and mistakes, they feel motivated and comfortable working and learning from them (Berson and Richard 19).

However, even though creativity creates a positive change climate, it does have some weaknesses. One of the major weaknesses is the challenge of developing trust. It is hard to develop trust among all the key stakeholders of the Perry Pool Company. Besides, trust has become a critical issue in the social and business life. For instance, the stakeholders need to be convinced with any new innovative items and the change process that is targeted to lead the firm to greater levels. This is where the organizational skills of the managers of the firm have been tested. Leaders have responsibilities to understand how to build trust, sustain and recover it((Berson and Richard 20). Therefore, without trust in the organization, the implementation of the new innovative items would be unsuccessful. Another weakness is negative publicity. Perry Pool Company often get criticisms for its practices that include bribing authorities and poor working conditions. Therefore, negative publicity damages the reputation of the organization.

The opportunities available for Perry Pool Company is the increase in annual turnover through quality service delivery that will be triggered by creative and transformative leadership. Next opportunities include partnerships or alliances with other firms. Creativity and transformational leadership encourage collaboration. Partnerships strengthen the competitive position of Perry Pool Company since other firms will come with new innovative ideas that will improve the growth of the company. The threats that are foreseen in this creative and transformative leadership is mistrust among the employees as well as among the stakeholders and potential failure of the creativity. The consequences of mistrust in an organization include increased employee turnover. Employees would like to work in an environment where their work is valued and trusted. Another threat is that the introduction of new technology may change the market beyond the ability of the company to adapt. In this era, the rate at which companies adopt new technology is high and Perry Pool Company may find it hard to cope with the ever-changing technology.

Timeline

The positive change goal will be implemented in a span of two years. The first phase of implementation will begin at the start of the fiscal year and will take approximately six months. This phase will involve physical meetings (Osula and Ng 84). I will initiate physical discussion sessions so as to inform all stakeholders the importance of the vision of abundance. The second phase will take one and a half years. This phase will involve advertisement and online platforms. The marketing team will make use of the various online channels to provide the stakeholders, consumers and public with the necessary information they would like to know about the company and the products it offers.

Personal Aspirations

My personal aspirations include being physically fit so as to remain mentally sane through regular exercise. I also aspire for spiritual well-being, and I am working hard to achieve this by actively participating in the religious focus groups and Bible study. In fact, I am currently attending a part-time Bible college so that I get enriched spiritually. My “public” version of my aspirations that I am planning to share with my fellow colleagues is the principle of trustworthiness and honesty that I have acquired from my spiritual engagement. On the other hand, my “private” version of my aspirations is an aspect of the relationship. I believe in the principles of cooperation and mutualism in the workplace. Cooperation and mutualism are likely to improve productivity in the workplace, in this case at the Perry Pool Company.

Works Cited

Berson, Alan S., and Richard G. Stieglitz. Leadership Conversations: Challenging high potential managers to become great leaders. San Francisco: Jossey-Bass, 2013.

Marquis, B. and C. Huston. Classical Views of Leadership and Management. Lippincot Williams and Wilkins, 2012.

Osula, Bramwell and Eddie C W Ng. “Toward a Collaborative, Transformative Model of Non-Profit Leadership: Some Conceptual Building Blocks.” Administrative Sciences (2014): 87 – 104.

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