Reference no: EM133041722

You are the consultant assigned to assist a promising start-up company to build up their people management capability. The CEO and founder, Alan, is one of the youngest self-made millionaires in Singapore. You now have the chance to meet up with Alan in person. The first thing he tells you is, "Nobody around here has any respect for me. The only reason they listen to me is because I am the boss and this is my company." You also find that Alan is assertive, outgoing, persistent, and achievement-oriented. Several current employees you talk to say that Alan is a highly-controlling individual who does not let anyone do anything for themselves. He is only interested in the bottom line. One ex-employee even described Alan as a "dictator". She said while Alan clarifies staff roles and task requirements, he constantly yells at his staff, throws objects, demands unreasonable overtime work, and threatens them with the possibility of termination if they do not meet his expectations.

(i) Distinguish transactional and transformational leadership styles. Which leadership style is Alan practising? Support your rationale with THREE (3) examples from the case scenario.

(ii) You suspect the current employer-employee relationship in the start-up might have been influenced by Alan's personality. Examine which TWO (2) Big Five dimensions provide the "best" explanation.

(iii) You believe Alan should attempt to adopt the Theory Y philosophy to improve his leadership style. What assumptions of employee characteristics must Alan adopt in order to practise Theory Y successfully?