Coleman’s Vision:

1. Coleman’s Vision:

     Frank Coleman – an enthusiastic, energetic and visionary man when joined a 50 years old family owned company Hi-Tech Aerostructures, created rock star like image in the company. An enthusiastic Coleman hired directly as a President of Hi-Tech Aerostructures, he obviously   became more excited and had dreams of transforming the company.

     No doubt that Coleman had ideas to transform the company beyond imaginations of anyone. He had magnetic speech and attracting power to convince someone too, but all in his own ways!

     Coleman had always presented his own ideas to the vice presidents and the team who working for transformation project. He never accepted any kind of suggestions or ideas from Deacon or any other employees. So the force of transformation project was in unidirectional. The transformation project was taking place and the feed backs were positive too.

     But the negative effect of one side effort was reflected when Coleman felt that they were in wrong direction and the entire project need a little shift or needed a different approach. Deacon and his colleagues always followed Coleman’s “broad” vision which finally came in dilemma when Coleman asked them to acquire a different approach.

     According to me, Coleman could be considered as a visionary leader but not an efficient and effective leader. He had a vision to transform the company but he didn’t know what approach he should adopt to fulfill the vision. Furthermore he failed to establish a communication network with Deacon and team members ever. His autocratic ideas lead transformation project in wrong direction and he screamed that he may not achieved his transformation project without adopting a different approach.  

     Hence by viewing overall scenario, I can say Coleman seems to be a dreamer rather than a visionary leader.

2. The Dreamer’s Paradise

     Frank Coleman, a visionary leader seems to be a dreamer when he gave fruitful ideas to the team of transformation project but failed to understand employees’ perspectives. So according to the chart (p. 410), I place Coleman as a “Dreamer” rather than a visionary leader - dreamer with bright ideas but weak in taking actions.

     According to me, Deacon could be identified as a follower rather than a leader. Deacon chosen to be the head of the transformation project and he was also serving as a vice president of the company. Initially Deacon presented his and his colleagues’ ideas to Coleman but were rejected. Hence initially he seems to be an independent critical thinker but his thinking suppressed under Coleman’s autocratic behavior. Furthermore sometimes he acted as conformist when he carried Coleman’s ideas to team members and asked to follow them without thinking. Throughout the transformation project, Deacon acted as an effective follower with passive mind where he never analyzed Coleman’s ideas but always showed enthusiasm and eagerness to do whatever best for the company.

     Even when Coleman asked him to take a different approach, he asked Coleman to help whatever he needed to do to save the transformation project; hence for the transformation project he was more hopeful and optimist rather than Coleman.

     Coleman acted as a dreamer with broad but blurry vision of transformation project and Deacon acted blindly to follow Coleman’s ideas hence he proved to be like a follower rather than a leader.

3. Deacon’s Actions

     Deacon – the vice president of Hi-Tech Aerostructures was pointed head as the transformation project by the new resident – Coleman. Deacon followed blindly to Coleman which lead the project in wrong direction.

     If I were be on Deacon’s place, I try to establish two way open communication channel with president and team members. Since Deacon’s position was also strong in the company – many important decisions could have been taken. If I were the head of the project, I would not follow one’s ideas blindly but analyzes with group members and can discuss with them to make it more fruitful. Furthermore it’s necessary that all members agreed upon the ideas or vision that takes place. I would like to provide everyone to present their own critical thinking and encourage them to do problem solving and critical thinking. Instead of becomes a rubber stamp follower, I would like to act as an effective follower and an effective team leader who can nurture the future vision to his colleagues.

     I think Deacon’s role in transformation project is more challenging than Coleman’s because Deacon is the only one who act as “bridge” between Coleman and team members. Deacon is the key person for communication within the company who has power to reshape transformation project. If I would placed in Deacon’s position, I really like to participate actively and like to lead my team with clear vision with high efficiency.

Reference

Draft R., L.(2009). The Visionary Leader: Creating Vision and Strategic Direction: The Leadership Experience 4e. (pp. 416-417). South-Western, OH, USA.