Analysis Of Engineering Leaders

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Analysis Of Engineering Leaders

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Analysis Of Engineering Leaders

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Discuss about the Analysis of Engineering Leaders.

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Introduction
Different engineering innovative leaders show different traits that drive their organizations towards innovative and business excellence. Some show the leadership trait of acceptance of risks and failures, coupled with an urge to make their staff learn and project that go awry while some others show talent for building and steering winning teams and knack for attracting and retaining innovators. Again some other leaders have a high degree of passion for their mission and for innovation, as well as an ardor for sharing their passion with their staff.
In this report, these traits have been analyzed in addition to the analysis of the business case study for the preparation of suitable communication plan.
Case Study Analysis: Engineering Leaders
Leadership Trait 1 – An acceptance of risks and failures, coupled with an urge to make their staff learn and project that go awry
This is a particular leadership trait that is not very common among most of the innovative leaders as most of them run behind success and high margin of profit, thus reducing the margin of errors and failures. However, there are some standout innovation leaders that clearly have these traits as they always emphasize on learning for mistakes and using them as basis for further research and innovation. One such leader is Elon Musk, the CEO of Tesla Motors. Tesla Motors deal with the design and development of advanced and innovative vehicles that have ultra-modern designs, highly efficient and also eco-friendly in nature (Body and Ceri 2016). However, Tesla Motors have faced a lot of failures and risks before becoming one of the leading innovative companies in the world. The risks and failures included branding as the company with unrealistic vehicle designs, extremely expensive vehicles and too far ahead of time. Another such innovative leader was the late Steve Jobs, the then co-founder and CEO of Apple. In spite of facing massive failures in the initial days of business, Steve Jobs embraced risks and failures and also encouraged the employees at Apple to learn from the mistakes and develop more innovative designs of the electronic devices (mobile, laptop, mp3 player) in order to get hold of the market (Martinez 2016). Apple is now one of the leading companies in the world in terms of business as well as innovation.

Leadership Trait 2 – A talent for building and steering winning teams and knack for attracting and retaining innovators
This is another leadership trait that is noticed in many leaders of innovation worldwide. There are some innovative leaders that have the knack and talent for building winning teams even within limited monetary and human resources. One leader that distinctly shows this trait is Jeff Bezos, CEO of Amazon. When Jeff Bezos first set up e-commerce business under the brand name Amazon, there were limitations of budget and human resources (Johnston and Marshall 2016). Moreover, since e-commerce was a relatively new concept during that time, there was risk of low publicity and response from the customers. However, Jeff used his leadership trait by building different teams for different departments of the company using his limited manpower. These teams were small but highly skilled and efficient. As a result, in a few years, Amazon developed a huge customer base and grew to become the largest international e-commerce company in the world. Another such leader is Arne M. Sorensen, CEO of Marriott International, a leading lodging and hotel chain business brand in the world. Marriott International was initially set up as a regional hotel chain with the aim to develop a strong customer base by providing the best place for lodging and eating with the best possible food, environment and services (Paul and Cowe Falls 2015). Under Sorensen’s leadership, Marriott International spread worldwide and one of the highest earning hotel chains in the world.

Leadership Trait 3 – A high degree of passion for their mission and for innovation, as well as an ardor for sharing their passion with their staff
This is a leadership trait that is widely preferred by organizational employees worldwide but more or less uncommon in the current innovative leaders. However, there are some innovative leaders that emphasize on the policy of sharing the organizational passion with the staffs and employees (Nagamachi 2016). One such leader was Ratan Tata, the former CEO of the Tata Group. He was one of the leaders who always emphasized on sharing the organizational passion with all the employees. He also showed significant passion towards innovation and organizational mission. Similar leadership trait can be found in Mark Zuckerberg, founder of Facebook (Donate and de Pablo 2015). Initially, he along with a friend founded the social networking website but with strong passion for mission and innovation as well as sharing the same with the employees, he has developed his website into the largest social networking site in the world.

AusElec Case Study
Communication Plan
Analyzing the case, it can be said that there is a need for a different communication plan for AusElec as it is an international company and team members of the project are located at different time zones in the world. As a result, regular communication plans will not work and regular face to face communication will also not be possible (Lipman and Ashlock 2015). Moreover, different team members will also work at different times and hence, instantaneous communication will also not be possible. Hence, there should a specific communication plan in which all team members can take part in the team meetings at the same time. For regular communication, there should be an online portal where the team members will have to be online simultaneously (similar to social media sites like Facebook). In this portal, team members will be able to chat with each other for communication (Seeger, Sellnow and Petrun 2016). However, as there are time zone differences, if one member is unable to be online at the same time with others, other members should just send him or her a message that he or she will read when online and revert back. Although this will be a bit more time consuming (as an extra day will taken for follow-up by the offline employee), this will be much more efficient than sending reports, documents and other traditional project management communication methods (Fabien Gagnon et al. 2016). Another communication mode that can be suggested is online polling or survey system. When the management has proposed a particular change of policy, it will be published in the online portal and the team members will have 2 or 3 days to evaluate the policy and forward their feedbacks and opinions regarding the same. This will replace the requirement for face to face meetings and will also solve the problem of different time zones as ample time will be given to the team members to provide their feedbacks and opinions. This communication plan is different from traditional project management communication plan in the sense it does not involve daily or weekly face to face meetings or submission of documented reports.
Benefits of Face-To-Face Communication for Project Hytrans
The main benefit of face-to-face communication for Project Hytrans lies in the fact that all the team members are spread out across different time zones and hence, there will be little or less team coordination. Hence, face-to-face communication is essential in order to ensure the activities of each of the team members are going according to plan and are connected with each other (Ameen et al. 2015). Moreover, progress of the project also needs to be monitored as daily monitoring of the project from the head office will not be possible. Another benefit for face-to-face communication in this project is to solve the problems faced by a team member together. One team member may face some technical or other difficulty during the project and is unable to solve it due to several factors and constraints (Macleod, Wylie and Black 2014). In face-to-face communication, the team members will be able discuss the same with each other and may find a suitable solution for it.
If meeting in person with a team member is not possible at a certain time, technology can be utilized. Video calling using Skype or similar other softwares can be utilized to bring the member in the meeting room virtually. Due to the ease of use and no hassle of transport and other factors, Skype is now a common choice for video conference in a meeting (Jones et al. 2016). Teleconference is another option but it is now somewhat obsolete as the video conferences are become popular. Hence, video conference using Skype is suggested.

Conclusion
In this report, different leadership traits of innovative engineering leaders have been analyzed with suitable real world examples. These leadership traits are the driving forces behind the business and innovation excellence of different organizations. On the other hand, communication plans are needed in organization in order to maintain team coordination and monitoring in the project. Hence, a suitable communication is necessary for any project. In the given case study, regular communication plans will not work and regular face to face communication will also not be possible. Moreover, different team members will also work at different times and hence, instantaneous communication will also not be possible. Hence, there should a specific communication plan in which all team members can take part in the team meetings at the same time.

References
Ameen, M., Brokaw, E., Jensen, K., Koroulis, C. and Ross, A., 2015. Strategic Communication Plan for Rocky Mountain National Park.
Body, J. and Ceri, S., 2016. Innovation leadership in action–Today and in the future. In Creating Innovation Leaders (pp. 125-141). Springer International Publishing.
Donate, M.J. and de Pablo, J.D.S., 2015. The role of knowledge-oriented leadership in knowledge management practices and innovation. Journal of Business Research, 68(2), pp.360-370.
Fabien Gagnon, M.D., Dessau, J.C., Abab, A., Arsenault, P., El-Turaby, F., Lachance-Paquette, G. and Vézina, F.A., 2016. Implementation of a radon measurement protocol and its communication plan by child care centre managers in Québec. Canadian Journal of Public Health, 107(3), p.319.
Johnston, M.W. and Marshall, G.W., 2016. Sales force management: Leadership, innovation, technology. Routledge.
Jones, K., Hollands, G.J., Shemilt, I., Doyle, J. and Armstrong, R., 2016. Planning and implementing a targeted and strategic dissemination plan for a Cochrane review: a case study. Journal of Public Health, 38(3), pp.630-632.
Lipman, B. and Ashlock, M.Z., 2015. Engineering and Implementing an Executive-Level Communication Plan in a Global Professional Environment: A Case Study. Journal of Media Critiques [JMC], 1(2).
Macleod, H., Wylie, R. and Black, R., 2014. Conservation communication camp: come with ideas, leave with a plan.
Martinez, S., 2016, March. Invent to learn: Making, tinkering and engineering in the classroom. In 2016 EDI.
Nagamachi, M. ed., 2016. Kansei/affective engineering. CRC Press.
Paul, R. and Cowe Falls, L., 2015. Engineering leadership education: A review of best practices.
Seeger, M., Sellnow, T. and Petrun, E.L., 2016. Creating a Food Defense and Response Plan in Complex Food Production Systems. Food Protection and Security: Preventing and Mitigating Contamination during Food Processing and Production, p.61.

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