From a transformational perspective, Mr. B's leadership (or lack thereof) was extremely laissez-faire. As a leader, he was indirectly meeting the bare minimum of company goals. This is ineffective for any type of transformation within HTE. It appears as though his intentions were good initially, but according to the MLQ and chapter 9 in Northouse, he did virtually everything wrong; with the exception of a couple of things. He did possess a strong desire to improve …showed first 75 words of 554 total…

…showed last 75 words of 554 total…his employees as his second family, and valued each and every one of them individually as people. After all, there were only 250 of them. If he had have done this, he would have had a better idea which ones needed a nondirective style and which ones needed more structure. At the very least, hecould have given them the psychodynamic approach questionnaire and familiarized himself with the results that way first. Transformational leadership? I think not.