HW6 Transformational Leadership.docx - Kennon 1 Isaac...

Kennon 1
Isaac Kennon
Professor Debroah Wright
MGMT 433
1 Novemeber 2022
HW6 Transformational Leadership
In this case 8.1 The Vision Failed there is a company called High Tech Engineering that
has 250 employees who produces small parts for the aircraft industry. The president of HTE is
Harold Barelli who is the new president after the founder and owner of the company who was
the only other leader, The organizational structure of HTE was traditional until Barelli came and
wanted to transform HTE into one of the best manufacturing companies. Barelli’s first three
years he made several reorganizations to implement advanced organizational structures to help
the vision of HTE. The changes were strictly from top down and gave more control to employees
where they needed less, making worker morale and production drop. Barelli eventually lost the
vision he had for the company and employees visioned Barellis as an enigma. Barelli claimed to
be a democratic leadership style, act in a nondirective style, and to be seen as a hands-on manger,
but he never met any of those conditions. Barelli failed to listen closely to what employees were
saying causing a misunderstanding with employees and stepping down as president because of
the companies large debt and cash-flow crisis, ruining Barelli’s dream for the company.
If I was consulting with the HTE board of directors soon after Harold started making
changes there would be a few things I would advise them regarding Harold’s leadership from a
transformational perspective. To start, in the chapter it states,
“To create change, transformational leaders become strong role models for their
followers. They have a highly developed set of moral values and a self-determinedsense