Reference no: EM133151578

Olivia DeHavilland was regularly recognised for her harsh and aggressive style within the DeHavilland fast-food empire. Undeniably strict in her management of the company, the ex-real estate broker directly controlled the chain of fast-food restaurants by the beginning of 1989. The fast-food chain's marketing campaigns even played on this image, depicting her as a commanding sovereign intent on only the best for her customers. This same mentality was evident in her daily management, including the severe and often insensitive way in which she treated those working within the chain. Although DeHavilland was often harsh and unsympathetic, her demanding style proved successful for the company. Any employees deemed to be carrying out a sub-standard job were reprimanded or instantly dismissed, creating a culture in which high standards of service were expected - and subsequently delivered - at all times.

Deepak Kanneth is CEO and chairman of the board at a mid-sized hospital in South Africa. He has a reputation for seeking input from others on key decisions. Kanneth has an inclusive style that reflects his commitment to diversity. He is as committed to improving managerial processes and manufacturing efficiencies as he is to teamwork. He worked his way up the corporate ladder, in part, by creating a culture of shared accountability within the hospital. As 5 CEO, Kanneth built collaborative management teams to prepare the clinical staff to work with caregivers and provide consistent quality patient care.

Using the Leadership Continuum from this course, contrast the two executives, Olivia DeHavilland and Deepak Kanneth, in terms of their behaviour approaches based on organizational circumstances. Identify the dominant leadership style of each executive.