Leadership Plan Invitation Incorporation

LeadershipPlan: Invitation Incorporation

LeadershipPlan: Invitation Incorporation

Thebusiness environment is an ever-changing phenomenon that requiresorganizations to keep pace with changes, failure to which they risklosing their competitiveness. A properly established leadership plancan help organizations enhance their short-term as long as long-termoperational efficiency (University of Kansas, 2014). The present casestudy presents a leadership plan for Invitation Incorporation, whicha family enterprise that has not experienced any change in the lastforty years since it was started. The leadership plan seeks toaddress the key issues affecting the firm, including lack of growthfor the last two years, the need to revamp the reputation of thebusiness, the plan to use modern marketing strategies, and the needto change production plan. Although Garret Salmon has failed toinitiate changes for the last forty years, retaining him in thebusiness will help the company maintain its short-term operationalefficiency while Joan introduces a long-term strategy for thebusiness.


Theneed for business leaders to balance different roles and address theneeds of multiple audiences (including customers and employees),while communicating a single vision is a challenge, but inevitable.There are three leadership roles that can help Joan transform thecompany and restore it into the growth track and secure its goingconcern. First, Joan should understand the environment in which thebusiness is operating. This will help her identify availableopportunities and sense threats long before they materialize (Gandz,2005). The identification of online marketing strategies and thedesire to use green production methods indicates that Joan hasalready started playing the role of analyzing and interpreting theenvironment of her father’s business.

Secondly,Joan should play the leadership role of formulate and execute winningstrategies. Winning strategies mean more than mere intentions (Gandz,2005). This means that Joan should go ahead and plan how and who willimplement the online marketing strategy, control the escalatingcosts, and implementing the green methods of production.

Third,Joan should play the role of inspiring, empowering, and energizingemployees. It is evident, from the case, that the existence of thefather in the company has demoralized employees by denying them theopportunity to make their contributions and autonomy to adoptinnovative ideas in the business. Joan can resolve this challenge bydemonstrating the willingness to discuss and address organizationalproblems with employees, communicate with them openly, delegateauthority to each of them accordingly, and inspire them to accomplishthe assigned tasks (Kotelnikov, 2011).

Leaderas individual

Thepersonality of an individual leader can influence relationships aswell as the interpersonal relationships within the organization(McCauley, Williams, Braganza &amp Ward, 2013). This means thatleaders have a duty to clarify their end and instrumental values andrecognize how their values guide behavior and thoughts in theorganization. In the case of the Invitation Incorporation, employeeswould expect Joan to possess four major characteristics (includingintegrity, trust, job knowledge, and people skills) to help her bringthe desired change. In addition, Joan should possess four dimensionsof personality to help her enhance cooperation, employeeparticipation, and achievement of the organizational goals. Thesedimensions include agreeableness (considerate, warm, and goodnatured), conscientiousness (dependable, responsible, and goaloriented), emotional stability (confident and stable), openness(curious, imaginative, and open to new ideas). These personalitydimensions will help Joan change the corporate culture of InvitationIncorporation.


Socialarchitect refers to a continuous design of the business environmentin a way that promotes some social behaviors that in turn lead to theachievement of any social goals (Gunter, 2009). It is the primaryrole of the business leader to shape the way people (includingemployees) perceive, think, feel, understand, and act. In the case ofthe Invitation Incorporation, the existence of Garret Salmon as theleader of the business for forty years have reduced the socialinteraction and employees who have been with him for 25 years statethat they have given up trying to think for themselves and have optedto stick to go with Garret’s flow. Joan should address thischallenge by changing organizational culture in order to create anenvironment that facilitates a dialogue of value and allow employeesto share resources and knowledge.

Joancan establish an effective social architect by taking three majoractions. First, Joan should create work teams and assign most of thetasks to those teams instead of individual employees. This willcreate a social space where employees will have to share ideas andlearn how to cooperate with each other. Secondly, Joan should givefair authority to teams to think and share ideas. This means thatJoan, as the leader, should ensure that authority is transferable andscalable. Third, Joan should foster transparency and openness inorder to help employees feel free to socialize and share their views.


Changeagent refers to a person, who has the capacity to transform theorganization by addressing the key aspects of management, includingimprovement, effectiveness, and development (Grimsley, 2003). In thecase of Invitation Incorporation, Joan is expected to assume theroles of a change agent and address five key issues affecting theprogress of the family enterprise. Some of the key issues that need’sdrastic change include lack of growth for the last two years, thefailure by Garret to allow employees to participate in theorganization decision, limited employee autonomy brought about byGarret being too controlling, the need to change production methods,and diversification of the marketing strategies. Joan should possessthree competencies to help her achieve these changes in anorganization that has not experienced any change in the last fortyyears since her father started it. First, Joan should have a broadknowledge, including the industry knowledge and multidisciplinaryknowledge (such as diagnostic, conceptual, evaluation, ethical,diagnostic knowledge, and the methodology of change).

Secondly,Joan should possess relational and operational knowledge, which helpleaders trust, listen form relationships, and acquire flexibilitythat assist leaders handle different types of behavior (Grimsley,2003). This will help Joan reinstate rapport among employees and thetop management, which will in turn enhance efficiency and growthwithin the organization.

Third,Joan should be authentic, which means that she has to adhere to thevalues that she seeks to promote in the firm. For example, since lackof employee participation is a major drawback that has affected thegrowth of the company, Joan should allow the participation ofemployees while implementing all other types of change. This can beachieved by inviting employees’ contribution on how and by whom allaspects of change should be implemented.

Fatheras a manager with short-term goal orientation

Itis evident from the case that Garret Salmon has operated the companyfor forty years without long-term development strategy. The casestates that the father has changed nothing since he started thebusiness, but he has managed his way to success. This suggests that,although the father operated without the strategic plan, he hasspecial leadership abilities that have allowed him operate to fortyyears. This means that the success achieved by InvitationIncorporation is an accumulation of achievements accomplished usingshort-term goals. Consequently, retaining the father in the companyinstead of retiring him will help the company pursue its short-termgoals effectively since Garret has a forty years experience in doingthat. However, it will be necessary for Joan to discuss with thefather about the importance of giving other employees some autonomyand allowing them to participate in the decision making and strategicplanning.

Daughter(Joan) as a leader with long-term goal orientation

Joanhas demonstrated her long-term goal orientation in three ways,including the need to enhance the future growth of the firm throughonline marketing, revamping the image of the company, and adoptingnew methods of production that are compatible with the contemporarybusiness operations. This means that her taking over the leadershipof Invitation Incorporation is instrumental because she will be ableto establish a strategic plan that the company should pursue in thelong-run. Combining the father’s short-term managerial skills andJoan’s long-term goal orientation will give InvitationIncorporation a new look, facilitate its growth, and secure its goingconcern.


Effectiveleaders appreciate the need for building interpersonal relationshipsin their organizations. These leaders spend most of their timeestablishing connections with people (including employees) they lead(Hopkin, 2011). In addition, leaders should embark on buildingrelationships with other stakeholders (including suppliers,customers, and partners) who have the capacity to influence theoperation as well as the going concern of the company. Joan, as thenew CEO of the company, can use three major tools to buildrelationships with the stakeholders. First, she should use listeningas a tool to help her pay attention to what other stakeholders aresaying and give them some room to express their ideas on mattersaffecting them and the business. Secondly, Joan should useunderstanding as a tool to help her appreciate the contributions ofother people, thus enhancing the relationship between her office andother stakeholders. Third, Joan should acknowledge and give creditfor the success of other people as a way of motivating and makingthem feel part of the company. In essence, the three relationshipbuilding tools will help Joan in creating a rapport with otherstakeholders.

Themoral compass

Moralcompass refers to some natural feelings that help people determinewhat is wrong and what is right (Chahal, 2013). Moral compass helpsin the implementation of a vision and sustainability of the companyin three ways. First, moral compass help people keep their promises,which helps people demonstrate trustworthiness. When applied tobusiness people who keep their promises are more likely pursue thevision and goals of the organization compared to those who are nottrue to their word (Chahal, 2013). Secondly, moral compass helppeople become generous. An organization leader who is generous isable to reward employee and work teams, thus increasing their moraleto pursue the organizational goals and the vision. Third, a positivemoral compass facilitates sharing of dreams, which in turn allowleaders to keep their subordinates be informed about the directionthat the organization is taking. This ensures that the organizationaloperations are aligned with its vision, which in turn enhances thesustainability of the company in the long run.


Leadershipplan is an important tool that helps organizational leaders addresschallenges emerging in the business environment. In the case of theInvitation Incorporation, a management plan is necessary because itwill help the company address the pressing challenges. Some of thekey challenges requiring drastic measures include the lack of growth,poor interpersonal relationship, and lack of employee autonomy andparticipation. In addition, the leadership plan should help theorganization pursue its long-term strategies, including the change ofmethods of production, revamping its reputation, and use modernmarketing strategies, such as online marketing. Joan, who is a newCEO of the company, has a role to play in building relationships,managing change, establishing some social space within the firm, anda long-term development strategy.


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Gunter,A. (2009). Whatis a social architect?New York, NY: New York Times Incorporation.

Hopkin,M. (2011). Leadership is a relationship. Leadon Purpose.Retrieved October 9, 2014, fromhttp://leadonpurposeblog.com/2011/11/26/leadership-is-a-relationship/

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Universityof Kansas (2014). Developinga plan for building leadership.Lawrence, KS: University of Kansas.