Describe the leadership style or styles (transformational, …

Describe the leadership style or styles (transformational, transactional, visionary, servant, etc.) communicated by the manager in the United Healthcare Group. Discuss how that style of leadership would lend itself to change in organizational development. Provide supporting references for your rationale. PLEASE ADD IN-TETX CITATION AND REFERENCE Purchase the answer to view it



Leadership Styles in the United Healthcare Group

Leadership styles play a crucial role in guiding an organization through change and development. The United Healthcare Group is a prominent healthcare organization that requires effective leadership to navigate the complexities of the industry. This paper will analyze the leadership style communicated by the manager in the United Healthcare Group and discuss how that style lends itself to change in organizational development.

In the United Healthcare Group, the manager exhibits a transformational leadership style. Transformational leadership is characterized by inspiring and motivating employees to achieve their full potential, fostering innovation, and initiating change. The manager in this organization communicates a vision for the future and encourages employees to actively contribute their ideas and skills towards accomplishing that vision.

This leadership style is well-suited for change in organizational development because it enables a shift in the culture and mindset of employees. Transformational leaders inspire followers by encouraging them to challenge traditional ways of thinking and embrace change. Through their vision and charisma, leaders can cultivate an environment where employees are more willing to adapt to change and seek out opportunities for improvement.

1. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Psychology Press.
2. Jung, D. I., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly, 14(4-5), 525-544.

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