Denver International Airport
In looking at the Denver Airport Project and the many setbacks that they encountered, I would have to propose leadership styles that are consistent with that of a transformational, task-oriented, and Charismatic leader. This project required a project management team (PMT) to be responsible for the design of over 100 contracts, 160 contractors, and over 2000 subcontractors in order to complete this job. There were also many unforeseen issues that caused serious delays in the completion of the airport project. These ranged from massive scope changes, accelerated costs in the range of $30-$40 million dollars.
Transformational leadership is developmental and usually begins with a transactional approach. As the city of Denver began its negotiation process, the vision would be articulated and explained thoroughly to the team by the transformational leader and helping them to see the vision as well. At a basic level, leaders and their teams are in an exchange relationship that involves negotiation to establish outcomes and rewards. (Hollander, 1986) With a project of this magnitude, the transformational leader would be instrumental in helping to relay the overall vision from the City of Denver to the various team members who were ultimately responsible for getting the job done. This type of project requires someone who can help in communicating the vision to those followers in order to keep them motivated along the way.
Under the most strenuous circumstances, the transformational leader has to motivate their team to go beyond the call of duty at times in order to complete the necessary tasks. Transformational leaders rely on three behaviors—charisma, intellectual stimulation, and individualized consideration—to produce change. ( Bass, Leadership and performance, p. 297. The transformational leader serves as a role model for followers. Because followers trust and respect the leader, they emulate this individual and internalize his or her ideals.
Transformational leadership is developmental and usually begins with a transactional approach. As the city of Denver began its negotiation process, the vision would be articulated and explained thoroughly to the team by the transformational leader and helping them to see the vision as well. At a basic level, leaders and their teams are in an exchange relationship that involves negotiation to establish outcomes and rewards. (Hollander, 1986) With a project of this magnitude, the transformational leader would be instrumental in helping to relay the overall vision from the City of Denver to the various team members who were ultimately responsible for getting the job done. This type of project requires someone who can help in communicating the vision to those followers in order to keep them motivated along the way.
Under the most strenuous circumstances, the transformational leader has to motivate their team to go beyond the call of duty at times in order to complete the necessary tasks. Transformational leaders rely on three behaviors—charisma, intellectual stimulation, and individualized consideration—to produce change. ( Bass, Leadership and performance, p. 297. The transformational leader serves as a role model for followers. Because followers trust and respect the leader, they emulate this individual and internalize his or her ideals.