Navigating Leadership Challenges in the Globalized Workplace

Introduction

Leadership refers to an individual's ability in the organisation in order to influence, motivate and enable others to contribute toward organizational success. Management focuses on planning, organizing, staffing, directing and controlling in order to follow the leaders choice of actions in the workplace to achieve the organisational goal (Beauchamp et al., 2021). In the recent era of globalisation, the leaders and managers face several challenges in the workplace which are necessary to be discussed and evaluated for mitigating the existing problems through create decision making practice. The presentation is about evaluating major leadership challenge in the workplace, in order to analyse its impacts and develop alternative leadership and managerial style for leading the employee towards achieving the organisational success. For students seeking management dissertation help, understanding these dynamics is crucial for their academic and professional growth.

Problems in change management

The managers face challenges in change management in the workplace, where the employees are not cooperative and they do not accept changes in the organisational operational activities. The organisational managers fail to discuss with the employees and communicate the organisational vision and strategic aim. There is lack of communication and cooperation during the change management practice, for which the managers face problems in leading the employees through change. The company tries to close their physical shop across the UK in such recent pandemic era, and they try to provide remote working facilities to the employees in order to handle their e-commerce operations, however, the employees are not ready to accept the opportunity and they fail to understand the organisational choice of actions and managerial point of view with such drastic change in organisational operations (BBC News, 2018). The managers also fail to empower the employees in the changed process of which the staff members are not willing to work in a new operational system with more technical innovation.

Lack of initiatives in employee wellbeing management

Lack of employee wellbeing management is another critical challenge in leadership and management, where the managers fail to maintain employees work life balance. The employees are not getting adequate incentives and performance related payment for their hard work. The managers also face the changes in motivating the employees and developing trust among them. The employees are not feeling valued in the workplace and there is high rate of employee turnover rate (Little, 2020). The managers are not able to create goo corporate governance with effective employment rule, and thus they fail to manage the monetary and non-monetary incentives for the staff retention practice (BBC News, 2018).

Leadership and managerial challenges in the workplace

There are critical challenges in Sainsbury’s related to leadership and management, where the management team faces issues in leading the employees and other staff members towards achieving the organisational vision. Sainsbury’s is the second largest retail supermarket chain in the UK providing the best quality products and services to all the customers across the UK. The company has strong employee base with more than 111,900 employees in the previous year 2020 and the company was successful to generate revenue about £28.993 billion (Sainsbury’s, 2021). The major two challenges that the company is facing in the recent years are such as,

Problems in change management

Lack of initiatives in employee wellbeing management

Causes of such challenges

The causes of such existing leadership and managerial issues in Sainsbury’s are such as,

Lack of management in the workplace for which the managers cannot plan, organise and control the internal activities (Asghar and Oino, 2017)

Lack of communication in the workplace leads to mistrust and misunderstanding among the employees during change management and negotiations

The situational leadership style is not adopted which leads to lack of support and guidance for the employees, and this raise the issue of lack of employee engagement

The managers are notable to develop monetary and non-monetary incentives of employee motivation (Bush, Bell and Middlewood, 2019)

There is lack of employees empowerment in the organisational decisions making practice which raise the problems in staff management

Case study analysis

The leadership challenges must be evaluated effectively to identify alternative solutions for achieving the organisational success. The major two challenges faced by the leader and managers of Sainsbury’s are lack of employee wellbeing and poor change management process. It hampers the organisational performance and productivity, where the leaders fail to create vales for the staff and it has serious impacts such as employee turnover, labour retrenchment, lack of organisational creativity and innovation. It would be beneficial for the organisation to adopt new organisational practice to mitigate such challenges and secure future sustainable development.

The leader and managers develop good corporate governance by managing freedom to work and harmony, developing employees work life balance, encouraging employee’s creativity and ensuring employee empowerment in order to mitigate the challenges and leading the employees towards achieving the company’s goal. The leader also adopts situational leadership style for providing continuous support and guidance to all the staff members. Continuous motivation through providing structured salary and performance related pay is effective to create values of the staff and mitigate the challenge of lack of employee wellbeing.

Impacts of the challenges

There are serious impacts of such existing leadership and management issues in the workplace of Sainsbury’s, which are,

There is lack of employee engagement which raises the difficulties for the manager to retain the experienced staff members in the workplace (Ul-Hameed et al., 2019).

The remote working practice cannot be managed well in such a recent COVID 19 era, where the managers fail to communicate with the staff and convince them to accept the innovative changes in the organisation.

There is lack of communication and cooperation, where the leaders fail to manage the staff and develop the corporate relationship.

The organisational performance is being hampered due to lack of staff retention, labour retrenchment due to recent organisational operational changes and lack of partnership working practice.

The employee morale is also being affected negatively where the staff members are not feeling valued in the workplace to contribute with their capabilities for achieving the organisational vision (Hammad and Hallinger, 2017).

The leadership challenges may lead the organisation towards lack of revenue generation and profit maximising practices the managers would not be effective to create strong tea in order to run the retail operations efficiently.

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Reference List

Asghar, S. and Oino, D., 2017. Leadership styles and job satisfaction. Asghar, S., & Oino, I.(2018). Leadership Styles and Job Satisfaction, Market Forces, 13(1), pp.1-13.

Beauchamp, G., Hulme, M., Clarke, L., Hamilton, L. and Harvey, J.A., 2021. ‘People miss people’: A study of school leadership and management in the four nations of the United Kingdom in the early stage of the COVID-19 pandemic. Educational Management Administration & Leadership, 49(3), pp.375-392.

Bush, T., Bell, L. and Middlewood, D. eds., 2019. Principles of educational leadership & management. Sage.

Hammad, W. and Hallinger, P., 2017. A systematic review of conceptual models and methods used in research on educational leadership and management in Arab societies. School Leadership & Management, 37(5), pp.434-456.

Ul-Hameed, W., Mohammad, H., Shahar, H., Aljumah, A. and Azizan, S., 2019. The effect of integration between audit and leadership on supply chain performance: Evidence from UK based supply chain companies. Uncertain Supply Chain Management, 7(2), pp.311-328.