Throughout his career, Walt Disney displayed examples of both transactional leadership approaches as well as transformational leadership approaches. As any transactional leader would,there were times where Disney would push his own agenda to ensure his visions would come to life. During the start of the company the Disney company held a top-down, autocratic leadership approach which meant his employees would work for him in a transactional way and meet his demands (Cockerell, 2010). But as society was evolving so were the many forms of leadership and his approach became outdated (Cockerell, 2010). Many new organizations became more focused on their culture and valued more transformative leadership styles (Cockerell, 2010). Thismeant that if Disney wanted his employees to provide an exceptional experience for his customers, he would be held to the same standard and be asked to provide exceptional leadership. . As the culture of the company changed overtime, he became more invested in his employees and involved them in creation processes (Cockerell, 2010). He did not see his employees to have a title or a position but instead treated their jobs as a personal responsibility (Cockerell, 2010). Walt Disney’s ability to transition between leadership approaches benefited him and his organization and played a part in the company's overall eventual success.Behavioural LeadershipWalt Disney’s leadership failure can be linked to the behavioural approach theory. The theory emphasizes on the behaviour of the leader by exclusively focusing on what leaders do andhow they act. Researchers of this theory determined that leadership is composed of two kinds of 9
behaviours: tasks behavioursand relationship behaviours(Northouse, 2019). The task behaviourfocuses on goal accomplishments by helping team members achieve their objectives. As for the relationship behaviour, it puts an emphasis on followers by making them feel comfortable and motivated. Walt’s vision of building an empire of his dreams came short due to his lack of leadershipbehaviour. The leader did not satisfy the task behaviour component of the theory. Walt, in many occasions, never clarified his team’s objectives. He did not stress an importance toward the tectonically and production aspect of his goal and kept minimum interactions and at times complete absence. In order for the company to succeed, Walt needed to organize the work, give structure, define roles and schedule work activities; however, none were performed. Therefore, the lack of task behaviour presented in the case could be the reason for the bankruptcy that occurred to Disney’s company.Furthermore, the relationship behaviour of Walt has negatively impacted the company and resulted in its failure. The behaviour approach also includes the actions of leaders toward their followers. The lack of personal relationships, respect toward individuality and special attention to personal needs impacted the staff and extremely declined morale. He demonstrated lack of respect towards his employees by not compensating them fairly. Women were not hired
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- Overview Of Walt Disney