CATA4 Leadership Style

CATA4 leadership style remains an uncertainty after a new steering committee established, which results in an ineffective internal and external communication within the organization. As a CATA4 program director, Chris Miller is a participative leader since he would prefer to discuss proposals and agree on the approach with other directors. Therefore, the most of Chris’s steering group fellow directors possess good entrepreneurship such as trust, respect, ambition, vision, good reputation and hard working. This transformational leadership style encourages subordinates to perform beyond an ordinary outcome, ensuring an effective project accomplishment deliverables. Nevertheless, limitations remain in current leadership. Accordingly, Blake and

CATA4 also attempts to promote communication by appointing communication consultants, drafting communication plan and increasing business presence on communication. Whereas thematic stakeholder mapping inspires me that the key step is neglected between stakeholder identification and relationship management, that is stakeholder register. One step further, stakeholder power-interest matrix technique can be utilized to prioritize stakeholder group regarding interest and power level. Eskerod and Jepsen (2013) outline action for planning paradigm based on stakeholder accountability. Within the CATA4 group, Sally, Lea and Neil are required to deliver communication plan and schedule review meeting weekly. In this way, the more persuasive stakeholder communication plan can be configured based on a plan for action. The power matrix and action plan are presented (Table 3.1&3.2). The two techniques approach to prioritize stakeholders and highlight different treatment regarding stakeholder segmentation during managing and controlling

In a macro viewpoint, top-down and bottom-up project governance are both required to project implementation, in other words, the success of project deliverables reply on positive executive board outcomes as well as subordinate body effectiveness. Therefore the scheduled staff training and reward system setting is necessary to arouse employee motivation. Moreover, the entire CATA4 acts focus on the way of changing business project, neglecting leadership and stakeholder relatively. This study attempts to analyze appropriate leadership style and stakeholder engagement, whereas the relationship between the leadership and organizational culture is undefined. Further, the managerial implication to CATA4 comes from SLM, which diagnoses leadership weaknesses within CATA4. Consequently, the entrepreneurship of inventing is the competitive advantage of sustainable development. The further recommendation is to appoint communication and training teams to conduct regular meetings then propose implementation plan, within the steering group, the HR director Neil Parks and sponsor Lea Chang are the accountable for reviewing progress. The pilot-test is also integral to measure effectiveness for in place changes, following modification would better collect from “voice of employee” where necessary, ultimately the