Main Menu

My Account
Online Free Samples
   Free sample   Strategic leadership case study analysis of abc private hospital

Strategic Leadership Case Study Analysis of ABC Private Hospital


You need to consider how you will identify the range of issues and problems in the following problem statement.

ABC Private Hospital (ABC) ©
Please Note: This problem statement is fictional. Any resemblance to actual names and places is purely coincidental. The case problem is for the advanced study of MBA and Master’s Students studying Strategic Leadership.

Problem statement: Peter Smith is the new CEO at ABC Private Hospital (herein referred to as: ABC) and is located in North Queensland. ABC has been supporting Queenslanders with health care since 1980 and over the years has evolved from a 50-bed facility to a world-class tertiary medical facility offering the latest treatments and first-class patient care. ABC is a 400-bed hospital featuring 12 operating theatres, a 24-hour private emergency service and over 30 specialised clinical services.

ABC prides itself on excellent patient service and is equipped with the most advanced medical, surgical and diagnostic technology. The hospital provides the very best care to patients and covers a geographical region of more than 80,000 square kilometres.

With a consistent and steady profit increase over a period of 5 years including relatively stable management, Peter has worked at ABC for 10 years, his latest role being the Chief Financial Officer before being promoted to the CEO role, replacing Meg Davies. The Board consists of 12 members (there are 10 male and two female) and all Board members enjoyed a good working relationship with Meg. However, since Peter has stepped into his new role, he has consistently complained about ineffective senior management at the hospital indicating that staff were not working to capacity, noted that the number of patient complaints has risen 5% each year for the last three years in a row, and that there was an ineffective quality assurance system in place to deal with and manage patient concerns.

During Meg’s 7-year tenure as CEO, she instigated and facilitated the expansion of services to include a new Mental Health Service which was received well and operating effectively over the past two years. This new service was beginning to return a small profit for the first time. Meg’s leadership behaviours could be described as relational, personable and inspiring as she facilitated the expansion of this new service. She worked collaboratively with nurses, doctors, allied health professionals and administrative staff to achieve a world-class health service that specialized in post-traumatic stress disorder (PTSD), drug and alcohol, depression and anxiety, and military veteran’s mental health. Meg was able to build and staff this new facility in only five years, as she was able to encourage and motivate all stakeholders to achieve the outcomes required.

As the new-CEO, Peter wants to move from a ‘relaxed but purposeful’ pace to one that is more focused on the balance sheet, improving profits, reducing the number of patient complaints and improving productivity. To facilitate his ‘vision’ he has decided to implement a new management information system. The purpose of this new system was to -: gather data to make better decisions; coordinate, control and analyse this data (for example, identifying patient concerns, recording staff and patient incidents - such as falls, medication mistakes and so on); record infection rates and unplanned readmissions. He also wants to implement a new Accreditation scheme to drive safety and quality improvement. Peter’s leadership style was observed to be aggressive, getting the job done regardless, and controlling every operational aspect of the hospital.

Peter wants to put strict systems and procedures in place to ensure that ABC is running smoothly and efficiently. He wants to reward employees for the tasks they perform. Peter prides himself on his commitment to patient and staff safety as a priority. He has indicated that the time is right for the hospital to invest in a new management information system which will allow him to gather data about the processes within the hospital with the aim of creating efficiencies and improving and increasing profit. Peter also wants to spend money and allocate resources towards a new Accreditation scheme as well.

Peter’s leadership style is different to that of the previous CEO – Meg Davies. Meg was liked by all employees. She was a people person, willing to go the extra mile for her employees when they needed help and they were prepared to work above and beyond to achieve the outcomes required each year. Meg was able to set clear goals and milestones. She was committed to and worked with people, encouraging them to ‘get the job done’.

Peter believes that the previous CEO Meg was too focused on people and his agenda as the new CEO was to focus on the hospital’s financial results. One of the benefits of implementing a new management information system was to streamline processes to ensure efficiencies and cut red tape.

Within the first six months of Peter’s tenure as CEO, problems began to appear. Four out of eight senior managers from the top management team had resigned. They indicated that Peter was not collaborative, was making decisions on his own without consultation and they did not understand the reasons why he was so aggressively pursuing the new management information system idea as they were already gathering appropriate data and making informed decisions. In addition, the cost of the new management information system and accreditation scheme were going to be expensive and the top management team did not understand why these were necessary.

Peter met with the Board to explain his ‘vision’. However, the Board disagreed with his ideas regarding them as being an unnecessary cost and too expensive. They did not see why these changes needed to be made, as ABC already had a management information system and accreditation scheme in place and minor updates/changes to these existing systems would provide the additional data that he wanted. Peter argued that he wants to improve efficiencies at ABC to provide patients with a good quality health service and he highlighted that this new technology will increase the share price based on higher growth and higher profits leading to stronger profit and growth forecasts by market analysts.

Problems became elevated when during the end of month Board meeting, Peter disagreed vocally with the Chairperson on future hospital strategy. The Chair convinces other Board members that Peter’s strategies are too expensive at this time and that his ideas are unnecessary. The Chairperson indicated that whilst they were responsible for operating a private hospital with the aim of making a profit, the Board were primarily concerned with key stakeholders (such as patients). All 12 Board members were concerned with the increasing costs of providing health care and whilst they had no choice but to pass on incremental increased costs to patients each year, they were determined that only the minimum costs were passed onto patients. Their mission was that good health care should remain affordable to all patients. Peter has fears that the Board are not protecting its shareholders who want increasing returns on their investments.

To Peter’s credit, he emphasizes the importance of a safe environment for patients and staff and he unveils a detailed future Strategic Plan of hospital activities going forward. However, he does not receive support from the Board. To make matters worse, Peter is confronted with complaints from the top management team who complain directly to the Board about his leadership style. Peter decides that there is significant conflict because of the manner in which he operates.

To manage this situation, Peter decides to consult you as the Hospital’s Director for Leadership and Change. He seeks your advice about what strategies are open to him in dealing with these issues.

© Jane Boeske USQ School of Management and Enterprise

Based on less than perfect information supplied about ABC problem statement, where you may need to fill in the ‘facts’ by adding more assumptions that you think may assist you in solving case issues, you are required to act as the Hospital’s Director of Leadership and Change to address the issues and challenges:

  1. We can define the role of strategic leaders in terms of their responsibilities for managing resources and capabilities of their firms so as to create and maintain competitive advantage (Iszatt-White & Saunders, 2017). Based on this definition and other definitions of strategic leadership, provide a working definition of strategic leadership and compare/analyse this in relation to CEO Peter Smith at ABC Private Hospital? Use Reading 2.7 Flood, Hannan, Smith, Turner & Dawson (2000) in your answer. (700 words)
  2. Based on Selected Readings 1.2 Gerard et al (2017) and 1.4 Allio (2015) explain the leadership of CEO Peter Smith from the ABC case? How does Peter’s leadership approach/ style compare/relate to other leadership styles outlined in these two readings and other literature? (700 words)
  3. Advise Peter Smith about any issues he should be aware of with regard to Agency Theory and Stakeholder Theory. You need to use Solomon (2013) Chapters 1, 2 and 9 in your answer in addition to other literature. (600 words)

Based on your analysis of ABC in Case Study 1, you are now required to continue your advice to the CEO Peter Smith. Assuming less than perfect information where you may need to fill in the ‘facts’ by adding more assumptions that you think may assist you in solving case issues, you are required to:

  1. Based on Reading 4.1 Chapman (2002) and Reading 4.2 Tosey and Robinson (2002) what are the key strengths of transformational leadership and change and how can Peter Smith use this leadership approach to convince a skeptical Board? (700 words)
  2. ‘Management by values’ is an emerging strategic leadership tool (Dolan & Garcia, 2002, p.101). Discuss ‘management by values’ as a tool to redesign the organisational culture at ABC? Discuss in relation to Reading 4.6 Dolan & Garcia (2002). (600 words)
  3. Leadership of the Board is the chairman’s primary duty (Tricker, 2015, p. 347). What recommendations would you suggest for ABC that will enhance/promote Board effectiveness? Refer to Tricker 2015 Chapter 14 and Solomon 2013 Chapter 4 in your response. (700 words)


Case Study 1

  1. Definitions of Strategic Leadership and Relation with CEO Peter Smith Strategic leadership is defined as a role that allows a person to take decisions and activities throughout its work tenure for the benefit of the organization. Further, Davies & Davies (2012) defines strategic leadership as a leadership style that helps in taking strategic decisions for the benefit of the organization. It is the role that involves the capacity to learn, change and creating a purpose for the organization. Flood et al. (2000) has pointed out that strategic leadership is a process of making strategic choices for forming vision for the future and communicating and stimulating the subordinates and engaging with peers for strategic supportive exchanges. In relation to these definitions, it is seen that the present CEO of ABC case that is Peter has effectively met some of the responsibilities and definition of strategic leadership. A strategic leader is responsible for driving strategic decisions and vision for future development of the hospital. Peter has successfully formed future vision and strategies for the company such as implementing a new information management system and accreditation scheme with the vision to reduce patient complaints, improving profits productivity in the business. This shows that Peter is efficiently leading the responsibility of a strategic leader by forming long term vision for the growth of the hospital. Moreover, the leader is also taking new strategies and changes to meet the goal of the business. The behavior of Peter is highly purposeful and focused, which is one of the most important roles of a strategic leader in a business. However, the definition of strategic leader also states that they should work together with subordinates, motivating followers and engage with subordinates. This does not relate to the responsibilities and behavior led by Peter because he does not work in collaboration with his team and take decisions on his own. According to Carter & Greer (2013) strategic leadership is a shared activity and a collective cognition and interaction of the entire team that shows strategic behaviors towards business decisions. However, Peter fails to follow this role as strategic leader where he can take new decisions based on collective cognition of the entire team. He is seen to work and take sole decisions about different aspects of the business. He believes in taking individual decisions to initiate changes in the organization without consulting his team.
    Carter & Greer (2013) defines strategic leadership as an ability of a person to anticipate, maintain flexibility and work with others to bring effective changes in business for creating a viable future. Peter as a CEO of the hospital has efficiently anticipated the need of the hospital and planned the areas of changes that are important for the growth and financial return of the hospital. This is seen from the fact that Peter is too focused in increasing financial results of the business by streamlining processes and taking too management system. However, Peter fails to relate with the other aspects of strategic leadership such as being flexibility in decisions and working with others to take change decisions. This is because it is seen that the decisions that Peter takes are fixed and he does not prefer listening to others or understand the difficulties faced by others with the changes that he plans to bring in the business. Peter is not flexible in his behavior to change his decision according to the need of their staffs and fails to work with others. Peter has failed to develop relational role in the hospital as a leader, which is one of the most important part of the definition of strategic leadership. Davies & Davies (2012) have further defined strategic management from a different aspect that it is a function of interactions with external and internal parties that can have potential impact peter does not form relation with any external or internal stakeholders of the business and this is seen from the feedback given by the senior managers that he is not collaborative and make decisions without discussing or consulting others. This shows that Peter has effectively aligned with various areas of strategic leadership and still lacks in many other areas, especially working in collaboration with others.
  2. Leadership of CEO Peter Smith
    According to Allio (2015) leadership style has an impact on the management practices and overall performance of the firms. The leadership style of Peter the CEO of ABC companies is seen to be very aggressive, controlling and getting the job done regardless of emotions and abilities of the subordinates. Moreover, he is focused on the financial gain of the business and not on the needs and safety of the staffs. This shows that Peter implements an autocratic leadership style where more emphasis is given on performance and less on the people in the workplace. Moreover, the leader implements all the decision-making authority such as policies, procedures, changes and others. It is the leader that is the sole decision maker in the business. Similar leadership role is implemented by the CEO in ABC case. His major focus is always on the performance of the hospital and making ABC the best hospital. For such purpose Peter took the decision of implementing new management information system and accreditation scheme. He takes all the business decisions solely without consulting with his teammates and this is the feature of an autocratic leader. Moreover, Peter also wants to reward his employees for the task they perform and the commitment they show to their patients. This is yet another aspect of autocratic leadership styles where the leaders focus on keeping control on the rewards and punishment they give to their staffs. Peter plans the daily work of the staffs and keep control on the basis he will reward the employees for their performance. He measures the performance of the staffs based on the commitment they show for patients, the safety they provide, the number of complaints from patients for patient incidents. Moreover, Flood et al. (2000) has pointed out that autocratic leaders take decisions and announce them without taking suggestions from other employees and their team members. This has been the case for Peter as well where he took the decision of implementing two new system without consulting the staffs and this was the major complaint, they receive from the staffs that Peter is not collaborative and aggressive in his approach when taking new decision and implement new ideas.
    In comparison to Peter’s leadership there are other leadership styles as well such as the one led by the previous CEO of ABC, Meg who believes in working in collaboration with other employees and take their help and suggestions in decision making. Meg was always committed to work with her people and encourage them to get the work done. Her leadership style is defined as relational, personable and inspiring because she focused at forming new strategies and procedures after seeking suggestions from her people. This type of leadership is known as democratic leadership where the leader is focused more on people and take suggestions from them in decision making. Such leaders are entirely different from autocratic leadership because democratic leader shows friendliness, helpfulness and encourage participation. However, autocratic leaders focus more on results than on employees and their involvement. Democratic leadership style ensures more satisfaction, involvement and commitment from employees and thus generate better productivity compared to autocratic leader. This is yet another kind of leadership style which is very different from the one Peter uses in the business. The third type of leadership is different from both the styles that is laissez faire leadership. These types of leaders are neither concerned about performance nor the people and work on structured that is already present without much suggestions and new decisions. This approach of leadership approach is also different from the approach used by Peter as a leader. This is because he is highly focused on performance and make changes for future progress and development of the hospital. Laissez faire leadership does not prefer in controlling their employees unlike autocratic leadership because they do not prefer in engaging with business operations. This kind of leadership has negative relationship with performance of employees and business outcome and is only focused on uncontrollable business environment unlike leadership style of Peter. However, autocratic leadership led by Peter and laissez faire leadership is related to each other on the ground that they both avoid communication with others and converses only when they need to share their decisions with others.
  3. Issues with Regard to Agency Theory and Stakeholders
    Agency theory helps in resolving the issues that exists in the relationship between the business principals and the agents. The theory states that the problems between the principal and agent occurs when there is a conflict of interest between the two and companies should minimize such conflicts through corporate policy. Moreover, it is stated that both the agents and principals should interacts with each other to remove wrong behavior and help business develop (Solomon 2013). In relation to this it is advised that Peter Smith is failing to align with the agency theory and he should be aware that he should form collaboration with the agents of the business and reduce the conflict of interest that is arising. The major issue that he should know is that there is least interest between the principal and agents of other departments in ABC and this is the major issue that they face in the organization. Further, according to Solomon (2013), agency theory states that when the agent fails to act in the interest of the principal then there is agency loss. Thus, it is advisable to Peter that there is an issue of agency loss in ABC because there is lack of relationships and self-interest where he fails to work in the interest of the employees. According to this theory there is issue in ABC because every action is taken by particular individual that is Peter instead of collaborative decision. Moreover, Peter should know that the agency loss is increasing in ABC because his interest and the interest of the employees are very different from each other and the difference between the interest of the agent and the principal has led to poor business outcome in the business.
    In addition to the agency theory the stakeholder theory also shows the issues that Peter should be aware of. According to the stakeholder theory it is stated that relationships between the business and employees in the business is important and the business should create value for their internal and external stakeholders. In this respect it is seen that Peter is able to create value for the external stakeholders such as customers, communities and investors by focusing on the overall profit of the business, however, Peter should know that it has failed to create value for his own internal stakeholders that is employees. This is because he did not consider the need of the employees and included them in kind of decision making. This can be seen from the rising employee turnover of senior managers where four out of eight managers left because there is lack of collaboration and communication among employees within the company.
    Further, Solomon, (2013) has stated that stakeholder’s theory is one of the vital theories for business ethics because it helps in stating the way a business can manage morals and values. This means that a business needs to be ethical not only towards their customers, however, also towards the people who work in the stores. Thus, Peter should realize that he is being wrong towards the development of business ethics because he is focusing towards the financial gain of ABC and failed to follow his moral duty that is to meet the needs of the employees and the people within the business. This means that Peter should know that building positive relationship between the employees and the managers is also important in the organization by focusing on morals rather than just focusing on financial profits. This is because every stakeholder in the business is important and a business will fail to operate if one stakeholder changes their attitude. Moreover, through this theory Peter will be able to know the way stakeholders can be influenced to help shape the success of the business.

Case Study 2

  1. Transformational leadership can be defined as a type of leadership that beliefs in creating relationship between the leader and the employees and inclusion of employees in decision making. Transformational leaders are more focused on bringing change in the business by taking new decisions and innovation (Chapman 2002). Such type of leaders is highly responsible in generating high level of commitment, dedication, and motivation among the employees. According to Beckett et al. (2013), it is stated that transformational leadership helps in developing the teams and is associated with high team performance, continuous improvements and employee well-being and happiness. This is because in ensures well interaction between the team members and the leaders. Moreover, transformational leadership focus at building relationship for bringing change in the organization and building values. Mi et al. (2019) has defined transformational leadership as the one that motivate and inspire subordinates to share their beliefs and knowledge for bringing change and meeting their goals. This means that transformational leaders play a crucial role in forming a shared vision in the organization by including employees efficiently in every decision making. Such type of leadership has the benefit of inspiring, stimulating and motivating the subordinates in the best possible way by building collaboration.
    Chapman (2002) has pointed out that transformational leadership focus on creativity of the employee and the creativity allow business development. This is because transformational leaders allow its subordinates to take part in the decision making and team work where they can share their views and this foster individual creativity. This shows that there are better chances of creativity under this kind of leadership instead of autonomous regulations by leaders. This is because transformational leadership initiates psychological empowerment among the employees where they are given the freedom to develop and share their views and experiences. Chapman (2002) has further founded that transformational leaders put their subordinates under pressure by challenging their thoughts and imagination and allow them to use their values, beliefs and mind set for taking decisions and benefiting the organization. However, Chapman (2002) has argued that even though transformational leaders allow their followers to be creative and innovative, yet the extent of innovation depends on the willingness of the followers to transform or share new ideas and views. Tosey and Robinson (2002) has pointed out that the strength of transformational leaders also lies in their ability to transcend the self-interest of the employees by focusing on their intrinsic needs. This helps in stimulating the motivation by tapping their interest and involvement of personal sense of challenge. Thus, transformational leadership helps in building innovation by including employees and using their knowledge and meeting their needs.
    The analysis shows that peter can make use of the strengths of transformational leadership such as low turnover costs, extensive employee engagement, creating effective change, innovative corporate vision and motivation among the employees. These strengths can be used by Peter where he can act as a transformational leader and involve its employees in change making activities. The major issue that the board has with Peter is that he takes decision on his own and lacks collaborative approach (Chapman 2002). Moreover, the senior mangers were of the view that Peter pursues his approach aggressively when implementing new idea of management information system without consulting others that have better knowledge on such change. Thus, to overcome this issue Peter can approach in an inclusive way where he can increase his interaction with the board members and include them in decision making. Moreover, Peter can collaborate with the managers of different departments to understand the benefits and cost of new management information system and accreditations theme and take an effective final decision. Moreover, instead of forming his own vision Peter should take new corporate visions in cooperation with the board who have better knowledge of ABC organization. This will enable Peter to convince the board that they are valued by involving their beliefs and mindset in decision making. Peter can make use of the strength of transformational leadership that is to engage with full person and make the managers feel motivated to work for the best of ABC organization.
  2. Management by values
    Management by values is a theory that involves the intentional leverage of an organization’s value as to how the organization operates at different levels. In the words of Dolan & Garcia (2002), it has been found that management by value assists in the management of the organization for the achievement of higher-level success and it is closely linked with the ideas related to strong organizational culture. Different combinations identify the strategic relevant values as well as norms as opposed to the irrelevant values and norms. There does not exist any such organization that does not possess value and thus they always manifest and present themselves in the organizational behavior, artifacts, processes, and structure. All the values must possess expressive roles when it comes to management by values to regulate the behavior of the employees for a higher level of performance (Dolan & Garcia 2002).
    From the case study, it has been found that ABC also takes the pride in the provision of excellent patient service and it is the most advanced surgical and medical diagnostic clinic. The management has been playing a consistent role and all the Board members enjoyed a good and improved relationship when working with Meg. According to the management by value role, it can be said that Peter must not complain about the role of ineffective senior management and thus he must try to handle the patient’s complaints. Peter must try to learn from Meg’s leadership behavior that is necessary to be relational, personal as well as inspiring, and thus this will assist in the effective and smooth operation of the organization. As management by values focuses on customer orientation and quality, the higher level of professionalism, autonomy, responsibility, and the bosses to evolve as leaders or facilitators (Grönroos 2017). In the case of ABC, it has been found that although Peter Smith has taken the charge of CEO, he faced different types of issues and difficulties which all CEOs face, however, he did not possess the capacity to handle them efficiently. As per the management by value theory, it is the responsibility of Peter to think of the employees as well as the management. Peter refused to think of the employees and he always focused on the achievement of outcomes, but in reality, this was not possible as good outcomes can be achieved only through the efficient functioning of the employees.
    According to the theory of management by value, it is necessary to check that the demand for orientation towards quality and the individual client must be checked and this is likely to increase the profitability of the organization (Birch 2017). In the case of ABC, it has been found that most of the higher authority employees have resigned from the company because of the ill and uncompromising behavior of Peter. This cannot be considered to be unacceptable and thus it becomes difficult for the CEO to take such decisions without the support of the employees. In undertaking any such new management information, the higher authority must take the correct steps in gathering appropriate data as well as carrying out an informed decision-making process (Dolan & Garcia 2002). As the new management information system in ABC must be implemented only by taking the approval of the employees, the senior management, and other higher employees, it is the responsibility of the CEO to consult them so that it will assist in the growth and the profitability of the organization. Thus, it can be said that according to the management by value theory, the business individuals, the higher authorities, and the directors are provided with the opportunity to perform their best and represent the organization accordingly.
  3. From the analysis of the case, it is seen that the chairman of the company is failing to meet the need of the board and keep them satisfied. However, the primary goal of the chairman is to lead leadership of the board and lead them with better behavior and approach. Thus, it is important for ABC to implement changes in the organization to enhance the effectiveness of the board. The major issue with ABC that is reducing the effectiveness of the board is the behavior of their leader or new chairman. Thus, it is recommended to ABC to change the leadership approach of the chairman to make the board feel valued and motivated to work. It is recommended to Peter, the chairman of ABC to change its leadership behavior from an aggressive one to a friendly and collaborative one. This means that he should include the board members in all the decision of the organization to get the best solution and decision of change (Tricker 2015). ABC is recommended to implement transformational leadership in the organization instead of autocratic leadership to keep their board members motivated. Moreover, board members should be included in all the decision of the hospital to implement best health service at lowest cost.
    With autocratic leadership approach it is seen that ABC is facing huge employee turnover cost and increased health service cost to patients. This is because Peter failed to take decisions after complete information from the board member. To prevent such errors in future it is recommended that employee engagement and collaborative decision making should be the top priority of the board. Transformational leadership helps in creating a vision in the organization in the most cost-effective way. It is recommended that ABC change its organizational structure and convince the leader of the hospital that is Peter to work in a team and identify the needed change in the most cost-effective manner. This is because Tricker and Tricker (2015) has stated that transformational leadership is a leadership style where the leader work in collaboration with its team members to identify change and create future vision for change. Transformational leadership style is most appropriate in such a case scenario where board members and senior managers are highly dissatisfied with the new organizational environment. This is because such leadership allow the employees to take consistent goals and encourage others to be involved in business decisions and activities. Moreover, such leadership allows the leader to go beyond their self-interest and create greater good for the organization. Thus, transformational leadership will eliminate the problem of rising cost from the new management system and take new decisions that are beneficial and cost-effective. This is because it will stimulate intellectual ability of the board and senior managers and encourage creativity and innovative idea to lead the hospital in most ethical and efficient way with minimum number of patient complaints.
    Lastly, it is recommended that ABC implement individual consideration instead of common approach by meeting the needs of all followers and keeping open communication between the leader and the subordinates. This is because the major issue of the board in ABC is that the company lacks collaborative environment and fails to meet the individual difficulties from the new system. Thus, through implementing a different approach ABC would be able to bring changes in the behavior of the new chairman and effectively implement the leadership of the board along with keeping them satisfied. However, Beckett et al. (2013) has stated that transformational leadership can be disruptive and risky if the leader fails to analyze and understand the most efficient change that should be implemented in the business. Thus, if Peter fails to assess the kind of suggestion to be taken for the change or respond appropriately towards the suggested ideas then it would likely produce negative outcomes. Moreover, there can be risk of conflict among team members as everyone gives their own suggestion in the decision-making process. It will be crucial for Peter to give equal value and consideration to the ideas given by each member in the team to form a valuable and satisfied work environment. Overall, transformational leadership should be implemented by ABC, however, in a careful and ethical ways to prevent potential abuse in the team.

Allio, RJ 2015, ‘Good strategy makes good leaders’, Strategy & Leadership, vol. 43, no. 5, pp. 3-9.

Beckett, P, Field, J, Molloy, L, Yu, N, Holmes, D & Pile, E 2013, ‘Practice what you preach: developing person-centred culture in inpatient mental health settings through strengths-based, transformational leadership’, Issues in mental health nursing, vol. 34, no. 8, pp.595-601.

Birch, K 2017, ‘Rethinking value in the bio-economy: Finance, assetization, and the management of value’, Science, Technology, & Human Values, vol. 42, no. 3, pp.460-490.

Carter, SM & Greer, CR 2013, ‘Strategic leadership: Values, styles, and organizational performance’, Journal of Leadership & Organizational Studies, vol. 20, no. 4, pp.375-393.

Chapman, JA 2002, ‘A framework for transformational change in organisations’, Leadership & Organization Development Journal, vol. 23, no. 1, pp. 16-25.

Davies, B & Davies, BJ 2012, ‘The nature and dimensions of strategic leadership’, Educational Leadership: Context, Strategy and Collaboration, pp.83-95.

Dolan, SL & Garcia, S 2002, ‘Managing by values’, Journal of management development, vol. 21, no. 2, pp. 101.

Flood, PC, Hannan, E, Smith, KG, Turner, T, West, MA & Dawson, J 2000, ‘Chief executive leadership style, consensus decision making, and top management team effectiveness’, European Journal of Work and Organizational Psychology, vol. 9, no. 3, pp.401-420.

Grönroos, C 2017, ‘On value and value creation in service: a management perspective’, Journal of Creating Value, vol. 3, no. 2, pp.125-141.

Mi, L, Gan, X, Xu, T, Long, R, Qiao, L & Zhu, H 2019, ‘A new perspective to promote organizational citizenship behaviour for the environment: The role of transformational leadership’, Journal of Cleaner Production, vol. 239, p.118002.

Solomon, J 2013, Corporate Governance and Accountability, edition. ed.

Tosey, P & Robinson, G 2002, ‘When change is no longer enough: What do we mean by “transformation” in organizational change work?’, The TQM Magazine.

Tricker, RB 2015, Corporate governance: Principles, policies, and practices, Oxford University Press, USA.


Related Samples

Question Bank

Looking for Your Assignment?

Search Assignment
Plagiarism free Assignment









9/1 Pacific Highway, North Sydney, NSW, 2060
1 Vista Montana, San Jose, CA, 95134