This
paper examines the U.S.-based microelectronics sales and marketing company of a large Japanese corporation. The
president of the company does not have an effective
leadership style. In the past five years, 3 company vice-presidents have been asked to leave the company after challenging the president's ideas. The president exerts very strong
organizational power, and has a leadership style that does not vary with different situations. This has led to an unmotivated workforce that is unable to meet its performance goals. This paper analyzes the president's leadership style, how his leadership style needs to
change, and how this change might impact the organization. It also defines specific leadership theories and models that might be applicable to the current situation. The paper includes tables and illustrations. Paper Outline: Background Problem Statement Literature Review What is Leadership? Organizational Power Trait Theory of Leadership Behavioral Theory Situational Contingency Theory Problem Analysis Problem Solution Conclusion and Reflection References