The modern business environment has sparked a new generation of approaches to leadership which is fundamental to the success of any modern organization. Leadership revolves around the art of inspiring and bringing about change in the organization by attaining efficiency while showing concern for others welfare. This means that effective leaders should be responsive to change and concerned about what motivates their employees to attain their highest potential. Leaders in today’s business environment are compelled to abandon the traditional command line of leadership approaches in favor of modern collaborative approaches that allow them to influence and attain cooperation from their subordinates. They must sustain awareness of change by maintaining active bonds with those they work with to inspire vision and eliminate sloppiness (Todnem 2005. The co-founder of the Eden Project and executive vice chair of a company by the same name Tim Smit has wholly demonstrated this art of modern leadership by influencing and inspiring subordinates toward a delineated direction that benefits the growth and success of his organization. This paper explores his leadership styles and use of collaborative approach in managing teams and groups. He demonstrates that it is essential for an effective leader to ensure a collaborative climate, focus on the goal, build confidence, set priorities, demonstrate sufficient know-how, and manage performance.
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The first idea of the Eden Project originated from Tim Smit who one time had a fantasy of this plan and chose to display it to others. Born in Holland on 25 September 1954, he studied archeology and anthropology at Durham University. Tim worked for ten old ages in the music business as author/maker in both stone music and musical drama. He has undergone a truly troublesome endeavor of managing The Eden Project in a productive way, which implies that he needs to suit a useful course way. Hersey and Blanchard in 1977 recognized four distinctive driving behaviors and harmonizing to their findings, Tim’s category would be a “selling” behavio (Irgens,1995). This implies Tim is endeavoring to elevate individuals from staff to buy into his idea and the endeavors that should be performed at Eden. He puts a highlight on the relationship inside the organization and endeavors to keep up it positive. The marketing attack to bearing is to be utilized when individuals are spurred and willing to work and this is the occurrence with Eden as individuals worked there in light of the fact that they have confidence in what they do. Tim’s way is truly much about team work and having faith in the service they offer, thus Eden’s mental contract depends on team connections where both the organization and the representatives require each other (Mullins 2007). Representatives are profitable and they are altogether treated with respect. Eden has various segments; they are alluded to as “groups” keeping in mind the end goal to do them all appear to be all of significance.
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Tim is truly originative and he puts a bunch of endeavor into the delight in Eden. He organizes grouped occasions keeping in mind the end goal to determine customers amid off-top circumstances. He is somewhat eccentric, which on the one hand is truly moving and originative doing it a mainstream area for all age visitants. Despite the fact that on the other hand it causes arranged battles inside the organization. A few teams, for example, the Green Team of agricultural conservators, don’t concur with Smit’s tenet on doing Eden energizing and engaging and they feel that by the different occasions the works are continuing and Eden is losing its unique esteem. This style of leadership is built on the premise that each person approaches leadership in a unique way (Gold at al., 2010). As Smit demonstrates, the eccentric leader is candid, smart, and driven. They challenge the status-quo, break boundaries, passionate and innovative. Risk-seeking and boldness are also hallmarks. Smit’s style of leadership as far as the eccentric trait is concerned has led to undeniable success. Nevertheless, these traits also come with numerous challenges which can partially lead to frustration, misrepresentation, and swaying results. As leaders like smit strive to be understood, grow the organization and drive cultural compliance, the inherent challenge is to get every follower on the same page. Tim proclaims that he is not into horticulture yet his occupation is to encourage individuals to get involved in the venture. This strategy can be unsafe for the organization as it conceivably amends the resolve of staff and could even lead to work stoppages or dissents.
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Perhaps the most manifest element of Smit’s leadership in the conception and success of the Eden Project is the element of change management. He has successfully overseen the transformation of an exhausted clay pit that had initially been in use for 160 years into a micro-ecosystem that attracts millions of tourists from all over the world and conditioned members of the organization to adopt a new way of thinking. To achieve this feat, Smit utilizes a blend of creativity, innovation, and knowledge from a team of knowledgeable individuals and applies a systematic approach to drive change (Proctor 2014. According to him, one must define and adopt a set of unique corporate strategies, procedures, structures, and technologies in order to accomplish change. When Smit collaborated with John Willis and John Nelson to conceive the Eden project, his main goal was to rebuild Cornwall’s reputation and to make it a highly regarded tourist attraction in addition to restoring the long-derelict gardens surrounding the stately home and seat of the Tremayne family at Heligan. To accomplish this immense change, Smit was aware he had to develop inimitable strategies and make use of matchless expertise. One key distinctive feature he adopted in the project was an exceptional design strategy. The architect of the project, Nicholas Grimshaw, developed a distinctive, bubble-like geodesic structure labelled “hex-tri-hex,” which was an unparalleled design feat. The final structure would take the look of a half-a-sphere and make use of straight planes with straight edges. The outer shell would then incorporate primary hexagonal pieces attached to an inner network of triangles, providing enough stability to eliminate the need of any internal supports even in a 240m span of the biggest biome. In addition, the core was entirely based on nature’s architecture or biomimicry, which includes a central trunk and a canopy roof that shades the inner ground and harvests the sun. The most noticeable and striking feature is the roof; it’s created from a complex of curved timber beams based on Fibonacci spiral patterns found in a majority of natural forms such as those of pine cones and sunflower heads. All these aspects of the design strategy and structure showcase the project’s blend of creativity and innovation.
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Besides creativity and innovation, Smit employed supreme problem-solving skills at the projects inception. ‘During the first two months of work, it rained almost continuously which resulted in 43 million gallons of water draining into the clay-lined pit. Smit viewed this as both a problem and an opportunity. The problem involved the design of unique drainage system that would prevent the site turning soggy during the average English summer. Given the ill-defined nature of problems, the route of finding a solution to this problem was not obvious and required a creative approach to be taken. Smit knew that clarification of how to solve the problem would involve gaining insight. Working with his team, he saw the opportunity to demonstrate the principles of sustainability and use run-off from the site. ‘The system designed to meet this purpose collects, on average, 22 liters a second, and almost half the water needed to run the project.’ Smit recognized the task environment, transformed the task into his problem space, and processed the data to move toward the goal. His problem-solving skills goes to reinforce the team’s optimism, organizational awareness, and his own credibility and strength. The leader of team such as that of the Eden Project needs problems solving skills to catalyze change and energize and motivate the members in accordance with the vision.
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In order to get the workforce to work in unison and in line with his creative and innovative strategies, Smit picks individuals he prefers and gets on great with them in order to be a part of his team. Smit comprehends the Social Identity Approach and sees everybody as being equivalent in the team. In this, he is achieving the concept of self-classification. What is more, he observes everybody’s single achievements and using the Belbin Team Role Inventory he makes up a viable team. Tim’s Secret, if there is one, is by all accounts that he can pass on individuals of truly unique subjects and achievements together get them to conceptualize and unite and concoct the incomprehensible. Despite the fact that there are a few dangers related with trusting everybody who works for you there are other than many advantages. Tim Smit is taking a positive authoritative conduct strategy. He comprehends that working inside an organization in which he has a decent reverberation with his colleague’s prompts high job fulfillment and high confidence for everybody in the team. Having high sense of job satisfaction and good offices, he knows that the team will work harder and will be more originative and fiery ‘ they also work outside opening hours, often at night, to carry outcertain potentially hazardous activities, such as loppingunstable branches from trees in the rainforest.’. Another advantage to this plan is that ‘Groups have a tendency to be a perfect representation of their pioneers. Tim Smit trusts that the workplace ought to be brimming with individuals he gets on well with. Co-operation is basic for a team to attain success at work. The representatives will see this and respond Tim’s capacity to cooperate and co-work with each other. In light of Tim’s favor for his work collaborators, it might take him to be susceptible when conceiving assurance. In twist, this will block the progression of the team. Tim should be candidly versatile. This demonstrates a portion of the truly human employments related with such an undertaking including battles of inclusion between expectations from the leader and a portion of the expert groups.
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In choice it is sensible to express that Tim Smit’ strategies are profitable and strong. The achievement of his management requires both engaged and conclusive direction, in addition to intense collaboration. Tim Smit is an enthusiastic and adequate pioneer. Tim sees his leadership style not as bossy however as being ‘practically equivalent to the music executive of a symphony’. Tim’s Style can be viewed as bossy to a degree yet you cannot express that it is. He needs individuals to work together with him and the team yet he does not want individuals to see him as a non-valuable plus. Tim’s type of leadership behavior, in theory, is a value oriented leadership. He really pushes individuals to achieve the inconceivable and sets disputing ends for the team. ‘He can bring people of very different disciplines and skills together, get them to brainstorm and collaborate, and come up with the extraordinary.’
Smit also utilizes transformational leadership. This is evident all through his meetings and activities. He propels his squad to win and influences them to see his vision of which he is so energetic about my role isn’t horticulture. My job is to fizz people into getting excited about horticulture, which is a very, very different activity’. Tim’s achievements are not to make with gardening. Tim has a solitary capacity to gain individuals to achieve achievements they thought was out of their range. That is his main achievement, gaining the best out of individuals. In twist Smit can be viewed as a breezy pioneer. ‘The expansive word now connected with leadership is vision – the capacity to see the greater picture to take the long haul position’. In spite of the fact that he is not a horticulturalist and we see a few battles of association due to this as with the ice arena and the unmistakable radiations barricading the plantsman work. ‘Two executives of the biomes significantly loathed the irritation and damage done to their works by squads of lineman’s. ‘Crack between individuals from the green squad and Smit since many felt their qualities were being bargained’. It is sensible to state from sketched out over that Smit’s lack of involvement in cultivating does not block his leadership achievements.
A critical aspect of Smit’s visionary and innovative leadership is his ability to balance his leadership and membership while ensuring that the goal is clear. In the Eden Project, he emerges both as a team leader and member of the team by enhancing social relations in teambuilding. In organizational management, socialization plays an important role in ensuring that collaboration is achieved. Existing teams are normally governed by moderately stable set of norms, shared systems of knowledge and role expectations such as mental models and group climate. Smit exploits these informal structures through work-based and social interactions between him and employees in the Eden project. However, he exhibits flexibility as far as socialization is concerned. He considers it essential to like every member of his team. By integrating himself in a team, he is able to achieve better outcomes, higher efficiency, better ideas, and a greater sense of accomplishment. Teamwork leads to better business outcomes owing to the fact that a team brings more resources to bear against challenges (Deneckere et al., 2012). Moreover, a team provides more oversight and thus a reduction of the risk of poor contributions. Teams can also apply different skills to a problem and come up with more effective solutions than one person in addition to having an effective effect on performance. Goal setting and clarification are especially beneficial to affective, cognitive and process outcomes, which implies that team building can help teams build trust and co-operation. Smit exploits these benefits and further pushes the concept of mutual support by motivating and providing support to his subordinates. Nevertheless, by having such a sanguine view of the people he works with, smit also risks limiting creativity, inheriting conflict, using more time in problem-solving processes, and tolerating unequal participation. Some workers may not work as well as other members and there can be a tendency of some members to repose. Smit’s team approach to leadership gives him an edge over through his acquired ability to instill a strong belief in the organization’s service. He ignites enthusiasm for what he does, thus inspiring his followers and creating a more effective work environment.
Smit trusts that his bearing strategy can be applied both to private profit making organizations and public organizations. ‘Eden trusts the way it runs the site ought to be a motivation and representation to both business and open bodies. Altogether, for any organization to work you require three cardinal aspects: Leadership, experienced staff, and great conveying’. Smit picks individuals he has a decent reverberation with to work in his organization. His driving achievements as a result of his enthusiasm for the endeavor are huge. His staff respond well to his pushed accomplishment of Eden and in the end they have top of-the-line imparting achievements as they are all part of a team and have their conclusion voiced. Eden is an endeavor that is in the general population yet it generates revenue ‘I guess it shows you can hold and manage organization that is to a great degree solid monetarily, naturally and socially’. Smit’s capacity to follow up on individuals and secure them to co-work solidly as a team is a fascinating point for both non-profit and for-profit organization. The Eden undertaking is the acknowledgment of one man’s unprecedented vision through intense team work and organizational co-operation. Smit’s bearing strategy is ideal for both for-profit and public organizations. Above all, smit demonstrates that when a leader pushes individuals to achieve beyond their capacity, the unthinkable will happen.
In conclusion, the Eden project describes Tim Smit as a team-oriented leader who is concerned with the utilization of available resources to make life bearable for everyone. The institutions focus of updating the skills of workers and driving them to work in harmony reveals Smit’s concern for maximization of production. While appreciating the diversity of employees and networks between teams, smit encourages others to inject new ideas to strengthen the organization’s vision. He values team work by running the Eden Project as a social enterprise from which he facilitates fundraising programs in the sustainability of wide objectives, while upholding future citizenship values. His leadership style has not signs of reticence and this serves to boost and inspire the fruits and contributions of the team. Above all, he adopts a structured approach to transitioning individuals and teams from a traditional state of mind to adaptable and more accommodating attitudes through three major streams of thought. First, he establishes change management as a systematic and formal process for organizational change by applying knowledge and utilizing a systematic approach. His leadership displays the aspect of change management as a means of defining and adopting new corporate structures, strategies, techniques, and knowhow to cope with change stemming from both internal and external conditions. Second, he views change as a means of leading, managing, and enabling people to approve new processes, technologies, systems, and values, and structures. Third, he uses change to align the organization with the marketplace. Smit’s leadership tasks re defined by the requirements of the modern globalized and quickly transforming world. He shows that leadership should be change-oriented and dynamic to meet the demands of societies and markets. It should also be team-oriented and horizontal to facilitate bridge-building across different cultures and sectors of the society. Moreover, it should broadly applicable and holistic to as many people and diverse circumstances as possible. Thus, smit shows that leadership should not be exclusive but rather inclusive. Most importantly, Smit displays that leaders should be more articulate on virtues and ethics with higher levels of liberty assuming higher thresholds of accountability through engagement as a way of addressing global challenges of the modern times.