Joseph Dunn Case

Introduction Leaders are critical elements in an organization. They are social architects of an organization. They are tasked with creating a flow in decision-making and the environment from which the goal, objectives, values, and culture of an organization are set. They are responsible for creating a vision, direction, and institute change whenever necessary. The focus of this paper is to demonstrate knowledge of leadership by delving into details of a case study where a leader wants to purchase another business.

Evaluation of Business Purpose Status and Goals The new venture that Joseph Dunn intends to purchase a retail store with its presence felt all over the United States. It also has an online segment where people may purchase items
The first step to achieving this is making wholeness visible (Maak and Pless, 2006). The undertaking implies that for Dunn to be successful in aligning the business and the people, he must make situations seem impossible to deal with possible. The step is achieved through the creation and sticking to a goal. It also requires putting adequate resources into it (Maak and Pless, 2006). Another step involves leading from behind. The concept is closely related to participative leadership where done may accept input on how to run the business from his juniors. Also, the alignment of people and the business can be achieved through the setting of a common goal and objective. The goal must be achievable (Maak and Pless,
These changes must be measurable with convincing statistics, visible for change must be observed, relevant to the business and relevant to the situation at hand. The steps that can be taken for long term change include creating need or urgency for the change, convince affected persons that the change is essential, create a vision for the change, eliminate obstacles and finally anchor the change to corporate culture (Leung et al., 2005). The culture supports change since part of it is focused on innovation. Innovation at times requires a change of regular practices and norms. Therefore, the organization may be able to achieve this result if the culture. The structure of the business similarly supports change. Only two people head the venture thereby a cause for change might not receive resistance (Leung et al.,