Name of Student
Institution Affiliation
 
Leadership Decision
Introduction
Leadership is important for the growth and development of the organization because it involves selecting the right management strategies, which are helpful in realizing the set goals. It is important for the leaders in the organization to communicate organizational plans and policies to all stakeholders so as to ensure that organizational goals are realized (Satel, 2014). Additionally, it is important to promote leaders’ commitment and enthusiasm so as to motivate and inspire employees and members of the staffs to work toward accomplishing success in the organization (Van Dierendonck et al., 2014).
Global Delivery Direct (GDD), which is a medium-sized worldwide delivery company located in Norfolk, England, is seeking to attain a competitive advantage in the North American market and all its branches. To realize this goal, a proposal was adopted that aimed at creating several mobile packing stores, which would introduce customer service to businesses (Ehrhart, 2015). To effectively operate the growing business, which had about 45 employees working in the day and evening shifts, one of the co-owners decided to hire a new manager who would oversee the operation of the new service products to be offered by the company. The paper presents a report of the candidates and their leadership capacity, about 21st-century model that GDD is promoting in its leaders.
GDD’s Results

 
GDD’s Prevalent Leadership Theory Relational
GDD’s Prevalent Leadership Approach Transformational
GDD’s Preferred Leadership Style Visionary/Innovative

The main reason for choosing relational leadership theory relate to the fact that GDD focuses on promoting a relationship between the top leaders and juniors with the aim of improving the performance of the organization. The top leaders, who are the co-owners of the company, understand the importance of all the stakeholders in the organization. As a result, they ensure that all the subordinates are treated equally. The subordinates in the organization have also developed the culture of treating all employees, and members of staff, equally (Ubben, Hughes & Norris, 2015). The leaders in the organization understand that individual differences can be useful in promoting the growth of the organization (Ambler, 2016). The leadership of GDD understands that every individual in the organization can make a difference about ways in which the organization operates.
The reason for choosing Transformational Leadership Approach as the prevalent leadership employed by GDD relates to the fact that the organization is focused on causing changes by involving individuals. The leadership approach employed by GDD focuses on enhancing morale, motivation, and performance of the employees and members of the staff (Latham, 2014). The leaders act as the role models and challenges the juniors develop ownership of their work. This is aimed at optimizing their performance, and in turns realizes the required change in the organization.
The reason for choosing the Visionary/Innovative style as the GDD’s preferred leadership style relate to the fact that the organization focuses on leading other individuals in the organization toward realizing the set goals (Lussier & Achua, 2015). The leaders in GDD focus on the future of the organization. For instance, the leaders in GDD have proposed employment of several mobile packing stores, which would help in bringing customer service to businesses. This proposal is aimed to help the organization realize the competitive edge in North America market.
Candidate’s Results Great Man

  Candidate’s Prevalent Leadership Theory Candidate’s Leadership Approach Candidate’s Preferred Leadership Style
Henrietta Raynard Great Man Adaptive Authoritarian
Orson Hernandez Contingency theory Transformational Laisse-Faire
Jonathan Livingston Relationship theory Dynamical Laisse-Faire
Adrianna Coyote Relationship Transformational Servant

The reason for choosing Great Man leadership Henrietta Raynard relates to the fact that the candidate replied with Great Man once asked about the leadership theory that would most likely work in the 21st century. The candidate’s leadership approach is adaptive because of his understanding of the importance of sustainability in business (Maxwell, 2007). The leadership style of Henrietta Raynard is authoritarian due to candidate’s behaviors relating to lack of tolerance to nonsense from people, only entertain brief talks from people, and hates surprises.
The choice of Orson Hernandez’s leadership theory relates to the answer provided during the interview when asked about the favorite leadership theory. The candidate’s leadership approach is transformational because Hernandez focuses on store’s image, culture, and mission (Komives & Wagner, 2016). The candidate also focuses on ensuring customer’s satisfaction. The choice of Hernandez’s leadership style relate to the answer offered when asked about his leadership style.
The choice of Livingston’s leadership theory is based on the answer provided by the candidate when asked about the theory that made the most sense for the 21st century (Long et al., 2014). The choice of candidate’s leadership approach relates to the fact that Livingston is focused on the future of the organization. The choice of the leadership style relates to the behavior of Livingston of maintaining good leaderships with followers.
The choice of Coyote’s leadership theory is based on the answer offered, during the interview, by the candidate when asked about favorite leadership theory. The candidate’s leadership approach is based on the fact that Coyote focuses on encouraging others so as to improve the performance of the company. The candidate maintained that his leadership style is the servant.
GDD/ Candidates Comparison

  Candidate’s Prevalent Leadership Theory Candidate’s Leadership Approach Candidate’s Preferred Leadership Style
Henrietta Raynard Great Man Adaptive Authoritarian
Orson Hernandez Contingency Transformational Laisse-Faire
Jonathan Livingston Relationship Dynamical Laisse-Faire
Adrianna Coyote Relationship Transformational Servant

From the data in Table 1 and 2, only two candidates, only Orson Hernandez and Adrianna Coyote had similar leadership approach with GDD, which is transformational leadership approach. There is no single candidate who has a similar leadership theory and leadership style with GDD.
In the scale of scale of 1 to 5, Henrietta Raynard is Bad Fit because of the choice of leadership theory. The theory is not applicable in the 21st-century organization because it is too old. Additionally, the preferred leadership style is not suitable for GDD. Orson Hernandez would score Good Fit because the candidate leadership theory is inappropriate for the organization. However, the leadership approach and style would fit the organization in realizing its organizational goals. In the scale of scale of 1 to 5, Jonathan Livingston would score Good Fit because the relational theory, transformational leadership approach and leadership style would help the candidate in making a great impact on the growth of the company. Adrianna Coyote would score Best Fit, in the score of 1 to 5 because of choosing a relational theory, transformational approach, and servant leadership style. This would be applicable to the help GDD motivate the employees toward realizing the goal of realizing competitive edge.
Recommendation
Jonathan Livingston is the candidate who fits the GDD leadership model because the candidate focuses on relationship theory, which is GDD’s prevalent leadership theory. Additionally, the candidate has understood the desire of GDD is searching for market share. Livingston is more experienced than other candidates having worked in IT department at UPS, and has served in the military.
 
References
Ambler, G. (2016, Nov 16). Leadership is Not Title or Position. Retrieved from http://www.georgeambler.com/leadership-is-not-title-or-position/
Ehrhart, M. G. (2015). Self-concept, implicit leadership theories, and follower preferences for leadership. Zeitschrift für Psychologie.
Komives, S. R., & Wagner, W. (Eds.). (2016). Leadership for a better world: Understanding the social change model of leadership development. John Wiley & Sons.
Latham, J. R. (2014). Leadership for quality and innovation: Challenges, theories, and a framework for future research. Quality Management Journal, 21 (1), 5.
Long, C. S., Yusof, W. M. M., Kowang, T. O., & Heng, L. H. (2014). The impact of transformational leadership style on job satisfaction. World Applied Sciences Journal, 29(1), 117-124.
Lussier, R. N., & Achua, C. F. (2015). Leadership: Theory, application, & skill development. Nelson Education.
Maxwell, J. C. (2007, July 13). Position Leaders: Destined to Disappoint. Retrieved from https://www.bloomberg.com/news/articles/2007-07-12/position-leaders-destined-to-disappointbusinessweek-business-news-stock-market-and-financial-advice
Satel, G. (2014, June 1). To Create Real Change, Leadership Is More Important Than Authority. Reviewed from https://hbr.org/2014/04/to-create-change-leadership-is-more-important-than-authority
Ubben, G. C., Hughes, L. W., & Norris, C. J. (2015). The principal: Creative leadership for excellence in schools. Pearson.
Van Dierendonck, D., Stam, D., Boersma, P., De Windt, N., & Alkema, J. (2014). Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes. The Leadership Quarterly, 25(3), 544-562.