Organizational leadership

Junior (College 3rd year) ・Management ・APA ・3 Sources

The ability of an organization's leadership to address issues is essential. This essay will discuss the obstacles that Barclays Corporation is facing as well as the role that leaders play in meeting those challenges facets of the challenges that will need to be overcome. Barclays has had numerous difficulties over the past two years, some of which have resulted in the closure of some of its branches around the world. Poor employee relations and a decline in the financial performance of certain of the bank's segments are two aspects of the organizational issues that will be addressed. A poor working relationship has played a significant role in lowering the productivity of the some of the employees in the company, and this will serve as a driving force in dealing with the challenge. As for the decline in financial performance, all the factors contributing to the challenge will have to be addressed. Existing relationships between a drop in the productivity of the bank and rise in the number of its branches closed in Africa will also be assessed (Davies, 2017). Addressing the challenges faced by the bank will play a role in enhancing its sustainability in the market. 

Role of the leadership in resolving the Difficulties

Barclay’s transformational leadership style can be vital in dealing with the challenges that it currently experiences. In the quest of dealing with the poor workplace relationship, departmental managers need to come up with an interactive program where employees can freely raise their grievances and complaint as well as suggestions that they believe will be of help to the company (Bass & Riggio, 2014). Such a platform can be vital in bolstering relationship among the employees. Additionally, departmental managers need to be good problem solvers, and this can be vital in thwarting any form of conflicts among employees. 

The financial performance an organization is partly dependent on the productivity of the workers. Apparently, this implies that Barclays’ leadership needs to come up with strategies that boost the productivity of its staff. Introduction of an efficient employee-recognition system can be vital in boosting motivation at the workplace. Promotions and pay rise, for instance, have to be primarily based on performance and skills and not favoritism. With such a strategy, workplace productivity may be boosting leading to a rise in the company’s financial performance. The non-performing segments of the bank have to be eliminated to help in reducing the rise in the costs of production that have in the past two years negatively impacted its profitability levels. Instead, the organizational leaders can advocate for services and products that will meet consumer needs and at the same time increase its market share. 

Recommended actions for the leaders

First and foremost, the Human Resource department has to ensure that one of the qualifications of managers is excellent conflict resolution skills. Departmental managers that are good problem solvers will always find it easier to deal with issues of poor workplace relationships among the employees (Dubrin, Dalglish & Miller, 2012). Identification of the factors contributing to the friction among the workers can also be a vital step in coming up with solutions to the issue. Enhancement of a firm’s communication channels by the leaders can also be integral in promoting a peaceful workplace environment. Secondly, the leaders can implement strategies such as cost-reduction and diversification in the company’s production process. The move will mainly aim at boosting the firm’s financial performance and its competitiveness.


Barclay’s transformational leadership is vital in dealing with the difficulties that it currently faces. Enhanced communication channels and an introduction of platforms where employees freely express their grievances can be vital in dealing with the issue of poor workplace relationships. The leaders can also come up with sustainable strategies aimed at bolstering the organization’s financial performance.


Bass, B. M., & Riggio, R. E. (2014). Transformational leadership. New York.: Routledge.

Davies, A. (2017). Barclays plans to close around 54 branches by the end of 2017. The Independent. Retrieved 16 September 2017, from

Dubrin, A. J., Dalglish, C., & Miller, P. (2012). Leadership. South Melbourne, Vic.: Cengage Learning Australia.

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