Leadership Process Case Study: Fortuga Vs. Jeffers

Fortuga Artisans: Assessment Plan

After thirty years as Chief Executive Officer (CEO) at Fortuga Artisans, Peter Fortuga is retiring from the company he started to manufacture home decor. As a result, the company conducted an extensive search and found an ideal candidate Doug Jeffers. However, two years into his tenure as CEO Jeffers and Fortuga experienced a high turnover rate with numerous key resignations. During a resignation of his executive assistant, the employees and managers at Fortuga determined Jeffers is the cause of the organizational concerns. Consequently, Jeffers became introspective, and he questioned his ability to lead. In fact, Jeffers would be astute to conduct a personal assessment of his leadership style, capabilities,

In the past, Jeffers leadership style utilized castigation when the staff or artists expressed their concerns and instigated action in a negative manner. As a result of his approach, organizational vice presidents resigned, and artists declined to renew their contracts. After all, leaders culpable to aid their staff reach beyond today and enable them to envision a better future (Leider, 2004). In effect, a paradigm shift needs to occur at Fortuga and Jeffers must strive to be approachable, treat his employees as customers, consider themselves part of the team, and encourage feedback. In other words, engaged employee will endeavor to achieve organizational goals (Box & Byus, 2009). Overall, these tactics can unite a team of individuals committed to the visions and goals of Fortuga Artisans. In this case, Jeffers is a narcissistic leader with a meager capacity for introspection. Due to the fact he lacks the aptitude for reflecting on his behavior, the team at Fortuga must adhere to a strict code of accountability. The accountability theory states the employees and peer are culpable for creating a culture of responsibility and evaluation within a community (Nelson & Hogan, 2009). As a result of the criteria setup, an organization such as Fortuga can established measurements and

Overall, a leader’s style influences employees’ perceptions, levels of trust, and behaviors, and sustains a particular culture, which reinforces a distinct style of leadership (Carter, Ulrich & Goldsmith, 2005). In this case, Jeffers would benefit from becoming a more authentic leader. Authentic leaders align their values, convictions, and mission to be similar to those of their fellow managers and followers (Shamir & Eilam, 2005). In the long run, Jeffers should lead from a belief that Fortuga produces superior merchandise, and his employees and artisans are a critical component to achieving their mission.

In an evolving culture of dedication and communication, employees know desire up-to-date and precise information. Efficient communication enables employees to adapt because they have the needed information available (Smith & Milligan, 2015). This strategy will be more effectual because companies that can align individual and corporate goals will experience more prosperity. To achieve this aim, Jeffers needs to commit to becoming an exceptional communicator, otherwise leading effectively is unfeasible and he will continue to experience organizational culture