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Essay / Research Paper Abstract
This 7 page paper compares and contrasts the leadership styles that are seen at two major firms; RyanAir and McDonalds. Both firms have faced challenges and leadership was a key element in successfully facing those challenges. Each firm is considered individually and then compared. The bibliography cites 11 sources.
Page Count:
7 pages (~225 words per page)
File: TS65_TEryanmcdled.doc
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Unformatted sample text from the term paper:
leadership styles at differing stages in their lifecycle conjunction with the need to adapt to environmental influences. Two firms that have both faced challenges and a need to change are
RyanAir and McDonalds; their leadership styles may be compared and contrasted to assess the way on which leadership manifested and evolved impacting on the organizations strategies and performance. Michael OLeary
is the controversial leader of RyanAir, Uzoechi (2011) argues that OLeary has adopted a transformational style of leadership with the ability to see a contingency style of leadership in that
transformation. However, looking at the style adopted it may be argued that there are soma apparent discrepancies and that the style has evolved. OLeary joined RyanAir when Tony Ryan
was the CEO, this was in 1994 prior to Ryanairs adoption of the low cost model. The airline had been started as a full service airline, competing on a like
for like basis on the UK to Ireland routes with the monopoly carrier Aer Lingus. However, despite the potential for a challenger, RyanAir failed to compete effectively, and needed to
change. It was in this environment that OLeary was brought in, as Tony Ryans enforcer (Uzoechi, 2011). With the airline facing difficulties and OLeary with a practical ole of making
changes it is unsurprising he was unpopular and adopted an autocratic style of leadership. The autocratic is a dominant leader, dominating the team or organisation within which they are
placed. The main mode of operation is that of unilateralism with a task based orientation, usually looking at singular goal, not on the individual employees undertaking that job (Huczyniski and
Buchanan, 2010). This leadership style is one often characterised by low trust with a high level of control exercised by those in authority to ensure that the rules were
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