Organizational Leaders Produce Results Through

Organizational Leaders Produce Results Through Emotional Intelligence

Organizational Development deals with various aspects of workforce management including motivation theories, leadership, hire and fire, and employee training. With the constant ongoing evolutions in the current corporate scenario issues related to employee motivation, hierarchal levels, delegation of responsibility and decentralization of the organizational sectors have attracted a great deal of debate from various circles of the management sciences discipline (Bennis 1969). Management of human resource is therefore a tricky job and therefore requires an effective leader in order to deal with the pertaining issues.

We know that leadership is the demand of the day. Everybody aspires and struggles to get to a high position in big organizations. We should remember that today, organizations do not want managers without leadership skills. Similarly, they do not want leaders without managerial skills. Therefore, a good manager has to be a good leader, and a good leader has to be a good manager. Furthermore, when we talk of management, the most important thing for a leader to manage is his "Human Resource." If one can manage, nourish, groom, and make effective use of the physical, mental, and intellectual abilities of his human resource, which are his followers and/or subordinates, then the said leader can manage everything else easily. This is because then his followers will become his facilitators.

An organization whether large or small ultimately is successful when the customers are satisfied and that too in a way which is cost efficient for the organization itself. This is only achievable if the employees are well motivated and enjoy their work environment. This way, it gets easier for them to align themselves with the organization's strategic goals and it increases their productivity and efficiency. While employee motivation and motivating is generally thought to be a problem for smaller organizations, many corporate giants and even multi-nationals are also known to face the problem despite of the fact that they hire one of the most competitive workforce in the market and spend handsome amount of money to keep them motivated. Still many employers tend to overlook minute factors which might affect their employee productivity and efficiency. Again this responsibility falls under the category of managing human resource and therefore lies on the shoulder of the leader. A good leader must be proficient at the skill of channelizing the inner feelings of the employees and ignite their motivation to work.

This directly means that the most critical and crucial task for an organization is when it comes to choosing leader for any hierarchal level of subordinates. Generally for higher designations, it is relatively easier to do so as past experiences and performances can be used to judge the eligibility of a person to enjoy a position of leadership. However, when it comes to choosing a leader in a situation where the best leader is required yet the past records cannot be trusted the most conventional tool of aptitude testing initially had been Intelligence Quotient or IQ.

The term IQ stands for Intelligence Quotient. As the name implies, it is used as a method of measuring a person's intelligence. This method was developed by Alfred Binet, a French psychologist, in 1904. The sole purpose of this test was to identify children with mental disorders and learning disabilities and recommend special education schools for such children. Although Binet himself was the initiator of this idea, however, he was apprehensive that this method might wrongly be used as a general tool for intelligence measurement. Without a single doubt, it can be said that Binet's apprehensions came true and today IQ tests are most popular device for intelligence testing around the world. The dilemma is that this method is not only used as a tool for testing children, but also adults. Furthermore, the results of the test influence important decisions such as granting admission in a university.

Many contemporary psychologists and management theorists considered it inappropriate to use IQ levels as a tool to appoint people on leadership position. Since the idea of leader in an organizational context revolves around keeping the employees motivated, ensuring their job satisfaction so that they contribute to the organization's productivity and efficiency, a more feasible tool of measuring leadership qualities was born, known as Emotional Intelligence. It must be noted that both motivation and job satisfaction is directly dependent on a person's inner feelings and emotions about his or her surroundings therefore the emotional intelligence plays an important role in influencing those emotional levels.

In simple words emotional intelligence involves a set of skills that one can use to identify the emotional temperament of a person and then channelize those emotions in order to achieve a set of targets. This channelization is of course done by using different motivational tactics. However according to modern management theorists, motivation is a generic term that has different meaning for different employees and therefore not every motivational tool is applicable on every employ. This paper aim at evaluating how various organizational leaders use emotional intelligence for human resource management and how are they implicated on the overall results.

Literature Review

Long before the concept of emotional intelligence, mental intelligence was considered the only tool of intelligence measurement and this was mainly done through IQ tests. Generally, IQ tests measure a person's vocabulary, numerical and spatial skills through a set of multiple-choice questions. The "pro IQ" advocates argue that this helps measuring a person's performance of brain (Kalat, 2007, p.339). The final score is calculated by dividing the intelligence score by his chronological age and then multiplying the final answer by 100 (Kaufman, 2009, p.11).

Users of this test argue that the vocabulary part examines how capable a person is to understand and derive meanings from various words. Similarly, numerical and spatial skills test a person's capability to understand and solve problems through application of logic and visualization. Usually, the test is required to be completed in a given time. Consequently, the faster and accurately a person solves the problem, the faster his brain tends to work.

Assuming that no other factors influence the scoring, this argument seems very sound and strong. No doubt, a smart and intelligent person would get most answers correct. The question is that does this mean everyone scoring high is equally smart? Certainly not. Suppose a candidate does not really understand certain questions and make a wild guess. Since the test is based on multiple-choice questions, guessing is not difficult. The bottom line -- even a person, who otherwise is "not so smart," but coincidently ends up making successful guess will get a high score. Similarly, an intelligent person may score low due to factors like ill-health on test day or time mismanagement. An intelligent person may also perform badly if he does not have command over the language in which questions are set (Macht, 1993, p. 80). This means that the results of test cannot be trusted, as everyone will be attempting it under different circumstances.

Although Intelligent Quotient tests are known to measure intelligence level of human mind, however, it must be considered that intelligence is an abstract noun. It is a generic term with no definite meaning and every individual may have his own way to interpret intelligence. Furthermore, every "tested" individual should be judged in context of his own respective environment (Kline, 1991, p.89). A person designated at a high profile position in a big company might not be as good when it comes to managing personal relationships. Since the word "intelligence" cannot be defined in a definite way, the level of human intelligence cannot be measured in definite terms. Since IQ people at important positions use IQ tests as a decisive factor when hiring employees or granting university admission, such stakeholders should be extra careful when taking decision. Decisions should not be taken based on the test results alone, but other factors such as past school record, communal life, and extracurricular activities should be taken into account. This is where for many researchers emotional intelligence came into the picture.

According to Epstein (1998) emotional intelligence revolves around factors such as social competence, ego strength, tolerating frustrations and controlling impulses. This is directly applicable in an organizational context particularly in a globalized world where employees come from diverse backgrounds.

Multinational organizations are those that exist in areas outside their own geographical boundary. This means that they generally operate more than one country. The fact that they are geograph8ically diverse makes them culturally diverse as well as all the employees originate from different cultural backgrounds. This makes it difficult for them to maintain stability in productivity and keep their employees motivated (Wentland, 2007). Hofstede's theory therefore becomes highly important in context of such organizations as it highlights the fact that employee efficiency can be adversely affected if s/he is not "comfortable" in organization's internal work environment. Therefore multinational organizations should work to develop their human capital so that they can easily adapt to the culture.

The author's generally have laid stress on the need of developing strategies that enhance the level of commitment of an employee to the organization and make him or her more important so that his work efficiency and productivity could be increased. According to the authors, this can be done if employees are given a sense of importance in the organizations. Knowledge workers are already short in supplies and most competing rivals also compete to get the best human resource in terms of knowledge workers. It is therefore essential for any organization to retain this highly skilled part of their workforce and in order to do that organizations must eliminate the autocratic elements and give the employees more say in the organization.

The shortage in supply of specialized knowledge workforce has not only made this type of labor more expensive but also more immobile and difficult to acquire. High employee turnovers with this type of labours can therefore be threatening to organization's sustainable management and long-term success. The company should be more flexible with its bureaucracy. It should allow more decentralization as far as functional and regional departments are concerned (Ireland & Hitt, 2007). Employees will have a more comfortable work relationship with executives that share their own cultural or regional background. Secondly, employee management from the country of origin would mean that the decision maker will have a greater understanding of the market and the culture of the local area. Functional and regional decentralization and delegation of responsibility to lower management levels will bring in more innovation and ideas and that will contribute to a more positive growth and progression for the company Secondly, delegating responsibilities ahead to workers will motivate them, increase their job security and thus, will increase productivity.

In essence the company should consider operating on the lines of Resource-Based View and the Best Practice approach (Foss, 1997). The company should understand the fact that the organization's internal environment is interwoven with external landscape. It must also realized that in order to ensure organizational efficiency, the organization will need to ensure that its resources, both fixed and variable are utilized at its full potential. In order to ensure that an organization maintains its competitive advantage it has to ensure that its resources are not duplicated by the competitors. The company must ensure this by providing its employees a workplace environment that is practically not offered by any other competing organization. It must strengthen the communication channels in order to ensure an efficient flow of information between all hierarchal levels (Collins, 1997). The organizational structure should be redesigned into a flatter structure and employees throughout the organizational structure must be given more participation in the organization's management. The organization will have to open doors for greater prospects for new comers. Continuous growth and grooming of employees must be ensured by providing training and apprenticeship programs (Despres & Hiltrop, 1995). The organization should introduce performance-based remuneration and appraisal system that help increasing employee productivity. The organization should increase focus on working as service providers for clients rather than mentally enclosing the scope of organization within provision of retail services. This will help in further grooming and diversification of skills for the employees. The benefits of Information Technology should be utilized by introducing an efficient intranet that strengthened communication and also assisted in ensuring efficient and effective flow of information. The organization's adherence to a Strategic-Based View approach will minimize the risk of skilled and productive labor being lost to rival companies.

The main reason why authors laid stress on retention of knowledge workers through providing decisive powers and apprenticeship programs because the emotional targets and the ego strength of such skilled workforce lies beyond conventional monetary benefits.

Research Design / Methodology

The research design is based on using an amalgamation of both qualitative and quantitative methods with a greater inclination towards qualitative research methods. While quantitative research design involved testing personality profiles and motive profiles of certain employees for their leadership potential, the qualitative research includes analysis of come case studies in organizations from different sectors.

Qualitative Research

Walmart. Wal-Mart ensures maximum workforce training and satisfaction by minimizing the communication gap between the higher management levels and lower staff. Organizational structure is well defined and leaders and managers direct the subordinates by themselves practically following and demonstrating what they expect from their subordinates to do. Wal-Mart is a major contributor in shaping American labor markets and employs more than 1.6 million people and is one of the major tax payers in the United States of America.

Nowadays, more and more companies tend to focus on creating an organizational culture that focuses more on ethical and moral values. Wal-Mart executives tend to create a culture that is based on respect and team work. They tend to create a culture that allows its customers to save money and have a better living (Murray, 1999). The founder of Wal-Mart quotes that the company believes in an open door policy, serving the customers and team work. Besides this he also says that at the core of the company's values is respect for customers, associates and suppliers.

Wal-Mart's management believes in minimizing the gap between the superior and the subordinates by encouraging communication. Moreover, in order to ensure maximum levels of job satisfaction the management it demonstrates what it expects from its subordinates. It is common for Wal-Mart managers to share their hotel room with their colleagues (Wentland, 2007).

Wal-Mart is worth billions of dollars of enterprise but its alignment with its strategy and congruent culture can be evidenced from the fact that each and every customer of Wal-Mart is greeted and assisted by the salesperson regarding any of their problems related to the organization .This creates a feeling of care in its customers which allows Wal-Mart in building good reputation of itself in the eyes of its customers. On the other hand, not much has been done by the organization in supporting its caring culture with respect to its employees as some analysts complain as mentioned before that many of Wal-Mart's employees with children live below the poverty line.

With the current top down bureaucratic management structure, Wal-Mart will never become a leading innovator. Wal-Mart is trying to compete in two very different markets - the European market and the American Market. Each market should have its own executive with his or her own marketing/R&D, Sourcing & Logistics, Finance, and Human Resources departments and representatives (Despres & Hiltrop, 1995).

The company should be more flexible with its bureaucracy. It should allow more decentralization as far as functional and regional departments are concerned (Ireland & Hitt, 2007). Employees will have a more comfortable work relationship with executives that share their own cultural or regional background. Secondly, employee management from the country of origin would mean that the decision maker will have a greater understanding of the market and the culture of the local area. Functional and regional decentralization and delegation of responsibility to lower management levels will bring in more innovation and ideas and that will contribute to a more positive growth and progression for the company Secondly, delegating responsibilities ahead to workers will motivate them, increase their job security and thus, will increase productivity.

The company employees best workforce, who support company strategy and have high satisfaction. However, there is some level of inconsistency. The company has a well defined organizational structure. Having said that, at times the decision making power is too much centralized within the hierarchy and the necessary power which is not delegated may delay decision making. This calls for some degree of regional and functional decentralization.

In the real world, the internal environment of any organization is highly influenced by the external influences (Kramer, 1992). As mentioned earlier the Retail industry is becoming very competitive with time and in order stay in the market with consistence it is important for the Retail organization to maintain their competitive advantage. Since most retail organizations in USA lack adherence to the contemporary management theory and have poor strategies for human resource management, the competitive advantage at this point for any retail organization would be to achieve managing economies by adapting more modern management practices and by ensuring higher workforce satisfaction. It has been observed that due to the lack of flexibility in management styles in the retail organizations, less and less number of people is willing to continue working in the same organization and job switching is very common. It is feared that if none of the retail organization will take an initiative to bring in flexibility in their management systems, then within a period of time the less people would prefer entering the Retail sector and as a result the country will face a shortage of retail chain stores. This in turn will result in increasing prices and decreasing quality of retail goods. Since competition is necessary in order to ensure industrial efficiency, it is essential that Retail organization become more flexible and start aligning their management practices to contemporary management concepts.

Cripps Harries Hall LLP. Cripps Harries Hall LLP is one of the big names in the British legal service sector. This company is among those law firms that realized the changing management patterns around the world and the need of adapting to change, and therefore brought substantial changes in its organization's structure and strategy. The firm had worked to a significant degree in order to ensure adherence to the principles of Strategic Human Resource Management, and had been greatly successful in addressing the core issues that were prevalent in the law firm. As a result, the productivity of individual employee increased and in turn the firm's profitability increased. The firm was able to expand its clientele base as more customers were now satisfied, which helped creating a goodwill for Cripps Harries Hall LLP.

Cripps Harries Hall LLP switched its management practices in 2005. In essence the company is currently running on the lines of Resource-Based View and the Best Practice approach. The company understands the fact that the organization's internal environment is interwoven with external landscape. It has also realized that in order to ensure organizational efficiency, the firm will need to ensure that its resources, both fixed and variable are utilized at its full potential. In order to ensure that Cripps Harries Hall LLP maintains its competitive advantage it has to ensure that its resources are not duplicated by the competitors. The company has ensured this by providing its employees a workplace environment that is practically not offered by any other competing firm. It has strengthened the communication channels in order to ensure an efficient flow of information between all hierarchal levels (Collins 1997). The organizational structure is redesigned into a flatter structure and employees throughout the organizational structure are given more participation in the organization's management. The organization has open doors for greater prospects for new comers. Continuous growth and grooming of employees is ensured by providing training and apprenticeship programs. Cripps Harries Hall LLP has introduced performance-based remuneration and appraisal system that help increasing employee productivity. The firm increased focus on working as service providers for clients rather than mentally enclosing the scope of organization within provision of legal services. This helped in further grooming and diversification of skills for the employees. The benefits of Information Technology were utilized by introducing an efficient intranet that strengthened communication and also assisted in ensuring efficient and effective flow of information. The fact that the firm adheres to a Strategic-Based View approach minimizes the risk of skilled and productive labor being lost to rival companies. Moreover, it will also make it easier for the law firm to recruit better quality of workers. This is because, as suggested by the human resource management theories, the more productive and better quality workers tend to be ambitious and look for freedom of experimentation and potential growth opportunities. This is something that is lacking in most law firms in Britain but lately, Cripps Harries Hall LLP has adapted to this kind of practice. The introduction of Elite's practice management system, effective use of intranet through which information is made readily available and an overall structural change in the organizations management has earned Cripps Harries Hall LLP a sustainable competitive advantage. It would certainly be difficult for the competing firms to implicate the firm's resources and provide a substitute to the service that the Cripps Harries Hall LLP is currently providing. This is because with a high level of satisfaction in employees and their mental grooming that is channelized to focus on offering their services to clients to their maximum satisfaction is something that is lacked in other rival firms. Since the level of motivation among law practitioners in competing firm is low and there is a low margin of experimentation and innovation about how to deal with different nature of clients, there will always be a stark difference between their qualities of service provided.

It may be argued that competing firms can imitate a management system over a period of time similar to that of the Cripps Harries Hall LLP. While it will be necessary for them to do so in order to stay into competition, this will of course take some time while Cripps Harries Hall LLP will already be settled and would be in the path towards growth. Bringing change is not easy, and as stated earlier, since the law firms are mostly controlled by people from an older generation, it is essential that the full workforce team from the topmost hierarchal level to the lowest one must be taken on board such that not only they accept the changes but align their work practices to the new systems and organizational strategy. The argument that adapting its practices and adhering them in line with resource-based view will earn Cripps Harries Hall LLP a sustainable competitive advantage, is based on the theory that although the resources that are owned by similar firms in competition might be of similar nature, however the way each of those companies control and manage its resources is unique in their own ways, and it is this difference method of controlling, managing and coordinating resources that results in different outcomes for different organizations (Foss 1997). It must be noted that Cripps Harries Hall LLP has put in a great deal of effort to minimize the generation gaps and had worked towards taking all the workforce from top to bottom in confidence that the proposed changes will be beneficial for them in the long run. As a result, despite of some initial reluctance, employees throughout the hierarchal structure expressed acceptance and adherence to the new system and today, they also believe that it was this change in management practices that contributed in triggering their performances.

Another approach that is evident in the new management practices of Cripps Harries Hall LLP is the Best Practice approach. Adherence to this management approach is reflected by the fact that Cripps Harries Hall LLP has brought significant changes in various aspects of organizational practice in order to trigger the performance of individual employees, and in turn the performance of organization as a whole. These significant changes included performance based appraisals, raining and apprenticeship opportunities, better and more efficient communication and engagement across the organizational structure, reduction in hierarchal differences, and uninterrupted and smooth flow of information and replacement of departments with teams. Cripps Harries Hall LLP developed performance based and merit based appraisal plans which meant that firstly remuneration of employees was directly dependent on their individual performances, and secondly, on the performance of the company as a whole. This meant that employees at their individual levels would invest their full energy in order achieve highest levels of outcome. It is argued that when individual aspects and components of an organization are pushed to align themselves with best practices such that increases an employee's commitment towards the organization, it results in the organization becoming more result oriented and helps the organization attaining a sustainable competitive advantage (Mess 2004). Mess (2004) had discussed the best practices that are to be implemented in various individual aspects of the organization such that they all lead to the organization's growth and success. The proposed best practices and their implementation by Cripps Harries Hall LLP is discussed as follows.

The first best practice approach deal with ensuring job security across the workforce. Employees might have job insecurities for various reasons which may include autocratic management styles, complex appraisal and numeration plans, unfair redundancies and biased dismissals and recruitment. Once an employee becomes insecure about his job, it has a direct impact on his/her work efficiency and in turn affects the productivity of the employee. A declining productivity of individual worker would mean that the productivity of the organization as a whole falls as well. For this reason, it would be best that organizations ensure that workers are not only having maximum job satisfaction but are also not insecure about their jobs. In order to address this issue the biggest step that Cripps Harries Hall LLP has taken is to convert the organization to the LLP status. Since all employees at assistant level have a chance to reach the highest post of that of a partnership. A non-limited liability partnership would mean that employees would be reluctant to become partners in the firm as it might go against their financial interest in case an organization dissolves. A Limited Liability Partnership gives financial assurance to partners and therefore will create room for attracting better management team. Apart from that Cripps Harries Hall LLP has replaced the previous complex bonus plans with the new merit based and performance-based remuneration plans which would result in triggering the individual performance of employees and will encourage them to work in organization's best interest. Emphasizing importance of non-billable hours will further motivate the employees and make them feel more secured and cared about. Formal documentation of all employment benefit plans also makes them feel secure about their job prospects.

Another best practice approach that management theorists have outlines is to adhere to the selective hiring practices. The idea behind this approach is to ensure that the organizations recruit the most suitable candidate for a vacant position (Mess 2004). Since recruitment also incurs a cost, the organizations must ensure that the employee they are hiring is competent enough for the required tasks and job description. In context of Cripps Harries Hall LLP, there is no evidence in the article that indicates that the Cripps Harries Hall LLP pursues selective hiring practices. Although at various instances it is indicated that the organization has strived a great deal to groom the skills of their employees and to catalyze their work efficiency but there is little indication towards the fact that selective hiring at lower levels is practiced. However, the article does indicate that internal recruitment practices for managing partners and the managing board is done on merit basis which is in line with the selective hiring practices to a certain extent.

The third best practice approach that is proposed emphasized on working in team. Team work not only addresses the social needs of employees, but also brings together individual qualities and potential of employees and are combined together to contribute towards positive outcomes. Moreover, teamwork also generates internal competition among employees which further ensures greater efficiency. Cripps Harries Hall LLP incorporated this approach of best practice by replacing the departments with teams of lawyers. The article claims that Cripps Harries Hall LLP has banned the use of the word 'departments' and have redesigned the organizational system and have grouped the employees into teams of lawyers that deal with providing legal services to clients in fields they specialize in.

The next best practice approach calls for compensating employees in a manner that increase their commitment towards organization. This compensation may not necessarily always be a financial compensation but should also have some non-monetary benefits. Cripps Harries Hall LLP has brought in a merit-based compensation and bonus plain where an employee's compensation is directly dependent on his individual performance and the performance of the organization as a whole. The article claims that this practice has contributed to a significant extent in increasing commitment of employees towards the organization.

The next area of best practice approach calls for firms to evaluate individual performance appraisals in order to determine rewards for deserving employees. Again, there is no clear indication in the article that proves the use of performance appraisal and at Cripps Harries Hall LLP. Although it is mentioned that a system of feedbacks is in place within the organization, but it does not clarify as to what extent these feedbacks are used to evaluate employee performances. This is an important area to focus on as rewards are necessary to keep employees motivated as they need appreciation for their achievement. However, in order to determine fair rewards, proper systems for evaluation of performance appraisals are necessary to be in place.

Another area of best practice approach emphasizes on the need of providing training and opportunities of skill development to employees. This not only improves the work efficiency of the employees but also creates higher level of job security (Gann 1998). Cripps Harries Hall LLP has incorporated a practice of provision of continued training and skill development to its employees. It also provides opportunities for management training. As a result the scope of skills that an employee has increases and he can have better job prospects in future. This is because expertise in management is essential in all organizations therefore the job prospects of an employee will no more be restricted solely to legal service sector. This again motivates the employees and increases its efficiency. Moreover, the organization also has a better equipped workforce.

The next approach of best practice is to reduce 'status differences' within various levels of organizations. It is argued that removal or reduction in status differences makes way for giving more sense of responsibility to the employee. Cripps Harries Hall LLP has shown adherence to this approach by bringing structural changes in the organization. Cripps Harries Hall LLP has replaced the old, traditional organizational structure with a flatter organizational structure. As a result, there is more communication and engagement among various positions. Apart from that, this kind of an organizational setting also creates greater room for job enrichment, job enlargement and job rotation. Employees feel more responsible and accountable and feel that the organization own them, and therefore they show a sense of ownership to the organization. This will increase their commitment towards their organization.

Research Findings

The case makes it evident that the management practice in British law firms is weak and they call for immediate reforms in the management practices. It is also evident that this weakness is primarily arising from the generation gap. The ones holding the top positions and are responsible for making strategic decisions belong to an older period of time when the importance of motivating the human resource of the organization was not considered of prime importance and it was a general belief that financial benefits are enough in order to ensure an employee's continued commitment towards the organization. Since the market for provision of legal services is becoming more and more competitive each day as newer firms are entering the market, older organizations will have to bring considerable changes in their management practices. They will have to align their organizations with the modern concepts of organizational management. This is something the older generation does not seem willing to do as their perspectives of organizational management are way different from what the perceptions in the contemporary era are (Gummison 1994).

As for the Cripps Harries Hall LLP, the case indicates that the organization has successfully adapted to modern practices of organization practices. The firm has brought in a decentralized organizational structure that gives employees a more sense of responsibility as well as room for innovation and experimentation. Smooth flow of information through efficient channels of communication would mean that employees have a clear sense of direction. The fact that the firm has achieved a Limited Liability partnership would mean that employees who have reached the status of a partner will feel more financially secured. Moreover there are opportunities that the future board of management will comprise of individuals that are highly competent and are committed to their organization (Reid & Adams 2001).

The fact that Cripps Harries Hall LLP has brought in structural changes in the organization and has moved towards a flatter organizational structure shows that the organization understand and is keen to adapt itself to modern management practices. It indicates that the organization truly believes in the ideology of putting people first and is ready to let the decision making authority travel down to the lower hierarchal levels. The new organizational practices create room to place greater value on quality of life. The case indicates that the firm has worked has been careful about taking employees into confidence with respect to the changes they brought in the organization. While people from the newer generation would be welcoming the change, as indicated in the case, people who are used to older, traditional styles of management were apprehensive and therefore it was important that they were made to feel secure about the new management practices. Introducing induction and training especially that pertaining to management skills was a good idea.

Overall, Cripps Harries Hall LLP shows adherence to the Strategic Human Resource Management practices. Overall, the firms seems to be following the lines of Resource-Based View and the Best Practice approach, however, there is still a room for environment as there are a lot of aspect of the two approaches that the organization had failed to apply or possible have overlooked those areas.

Quantitative Research

The primary research involved analysing the leadership styles of two different leaders. They were made to take different set of IQ tests and EQ tests and their personality profiles and motive profiles were analyzed to be implicated on their leadership styles.

Leader A. Leader A aspires to lay the foundation of one of most valued companies to consumers, investors, employees and the community and the society at large. He believes in adherence to ethical business practices, highest professional standards and total quality management which ensures continued growth and innovation.

His special focus will be on ensuring research and development, innovation and quality management.. Over the years, he would want to keep his company up-to-date with the changing needs and evolutions in the corporate management.

He demands of his company and others the highest ethical standards, and our products and processes will be of the highest quality. Innovation is the key to improving and sustaining the venture's growth and profitability.

Nowadays, more and more multinational companies are beginning to localize their employees in the labor market. Therefore, He also depends on local employees to overcome cultural barriers when dealing with the market.

As a leader, He follows a Normative and Academic culture. He ensures adherence to highest levels of business ethics. He also ensures that it employees are highly skilled and trained to suit the requirement of the job. State-of -- the art Research and Development operations are in place that ensures constant development, innovation and progression.

The company's culture will be building momentum as a congruent culture. Its aspiration to achieve continuous growth in the field of research will ensure the sustainability and viability of its products in the market. Moreover, it will ensure highest standards of corporate compliance from the highest C-level management to the employees at lowest level.

The low employee turnover of the company is the evidence of its congruent culture, low employee turnover is very good sign for any company especially for who puts lot of investment on R&D. Therefore, consistency in R&D Employees is very important. A low employment turnover would mean that he would lose less of its skilled workforce to the competitors. It further implies that employees at his company enjoy job satisfaction, which in turn is an evidence of their motivation and work efficiency.

Motive Profile

Leader A is a person who likes to be independent in like and has a strong sense of achievement. He likes his achievements to be talked about and appreciated by other people. Like most people, monetary benefits do motivate him. Having said that, He needs something much beyond conventional monetary motivation. The kind of environment that He works in plays a great role in motivating me. He likes to work in a peaceful, hassle free environment where He does not have to face interference in his work. He is responsible and self accountable, though He does not like too much accountability. He likes the fact that his superiors place their trust in his wok style and output.

He is ambitious and he prefers working under situations and organizations, which provide a high margin of progression and promotion. He likes to keep himself with changing methods of business practices therefore, organizations that offer training and skill development opportunities also motivate me.

He is a person that respects rules and regulations. However, when rules are too strict and inflexible to the extent that it hinders his innovation, it becomes more demotivating. He likes to be a part of organizations that are disciplined and have strong systems and procedures in place and which are more decentralized when it comes to decision making and delegation of authority. As a person, He likes to be a part of situations that is filled with challenges and competition. He strongly believes that competition leads to efficiency. A work environment, where competition is tough provides me with an inclination to work harder. His ability to observe, think and analyze things in detail makes me a good strategist.

He is a person who believes in give and take of mutual respect. Although He is not very social as a person, it is demotivating for him to be in a situation which puts him in alienation and/or isolation. He likes to be a part of an organization where people show respect to me and his opinions.

Leader B

Leader B. On the other hand is more autocratic. He does not believe in allowing decision making rights to subordinates and prefers keeping control to himself. However, the employees are very well paid as compared to rival firms. The organization enjoys some of the best workforce in the industry. Employees are also provided with training and apprenticeship programs from time to time and promotions are based on merit basis.

As a person, he loves taking control of the things and prefer not to be controlled or directed. he likes to work autonomously and like people putting their trust in my work. I am a perfectionist and I believe in best quality outputs. For this reason he personally gets involved with every team member when I am working as a team head (Levine, 1999). He is an ambitious person and prefers autonomy. He likes working in an environment where I have to face little interference in my work. He is responsible but I do not like too much accountability. He is not very social and I find it very difficult to get along with new people and make good friends. He cannot get frank, open up, and express or communicate my inner feelings and innovations very easily. He plans a lot; however, he does not have the tendency to make contingency plans for emergencies. Under such circumstances, he usually takes spontaneous decisions. He is usually an impulsive decision maker who tends to ignore details. On the other hand, when he is not working he thinks a lot about various things in minute details,

He is a very creative and imaginative person. He can easily visualize things in real scenarios. He is a self-motivated person who likes to be appreciated for his achievements. his tendency to think a lot at times results in me getting double minded about what decisions to follow and what to forgo. Making choices is sometimes very difficult for him.

On the emotional side, he is very emotional and sensitive person who tends to take things too seriously. This sometimes results in stress and depression, and in turn affects his productivity. It becomes difficult for me to work when he is thinking too much and at times too much thinking makes my mind paranoid. It is not very easy for him to relax. He is a person of a curious nature who likes finding about mysterious and unknown things.

Research Findings

Both leaders have their pros and cons but leader B. is much more autocratic which is not feasible in contemporary corporate world as it results in lack of innovation. Leader B. should therefore consider allowing more innovation and for that more flexible in the strict bureaucracy that he adheres to. He should learn to control his emotions and must be open to constructive criticisms and should learn to accommodate them where necessary. Failure to do so will demotivate his team and might result in high employee turnover.

Recommendations

Focusing on Walmart's case, the effective use of intranet through which information is made readily available and an overall structural change in the organizations management will earn Wal Mart a sustainable competitive advantage. It would certainly be difficult for the competing organizationa to implicate the organization's resources and provide a substitute to the service that the Wal Mart is currently providing. This is because with a high level of satisfaction in employees and their mental grooming that is channelized to focus on offering their services to clients to their maximum satisfaction is something that is lacked in other rival organization. Since the level of motivation among retail chain stores in competing organization is low and there is a low margin of experimentation and innovation about how to deal with different nature of clients, there will always be a stark difference between their qualities of service provided.