Ron Osborne has had a brilliant career, having headed different companies as the CEO. He had taken jobs and worked well in media and telecommunication industry and could spot a problem even where many people could not. For this reason, Ron Osborne could be hired for any job without considering his expertise in the field since he could manipulate things around and come out a victor. Due to this effect, he reaches the peak of his career and is hired by OPG a company dealing with production of electricity. He knew he had a problem since trained as an accountant, he had no knowledge in the electricity industry. He therefore depended on the knowledge of other people, most of whom did not understand the field properly due to the ineffective methods of hiring by the government. Though he had been successful in the latter years, Osborne observes as OPG collapse leading to him being a failure hence an ineffective leader.
Although Osborne uses active management by-exception in his previous jobs which is the leader manages errors and mistakes and try to fix them, at OPG he failed to do so. Here he had no knowledge on the subject of electricity production (Scott, 2004). He could therefore not instruct workers and majorly depended on delegation as his major approach of leadership. He trusts Preston and the dream team to conduct business and could not question anything due to lack of knowledge in the sector. This was contrary to transformational leadership where leaders are expected to assign tasks based on individual’s capacity (Colquitt, Wesson, LePine, & Gellatly, 2012). He assumes passive management by-exception where the leader sits around and does not question, but waits for errors and mistakes in order to solve them. This led to the collapse of the company due to lack of direct supervision by the person in charge due to lack of appropriate skills in the field. Osborne becomes an ineffective leader due to lack of knowledge in the electricity sector.
At the helm of the OPG company, Osborne lacked transformational leadership which entails motivation of employees by the way the boss performs. This is because he was a passive leader, which send a negative picture to the employees due to lack of leadership with examples. When he takes the leadership of the company, there are plans for the biggest nuclear renovation to have ever been heard in the history. Here, he depends on the newly employed Burpee to take over and to brief the board on the goings of the Pickering project. This was contractidictory to transformational leadership where leaders are expected to be innovative and adapting to changes while on the line of working (Colquitt, et al., 2012). Being an accountant and at the helm of leadership, Osborne ought to have noted on the excess use of money. He failed to adopt current technologies in accounting that would have helped him to curb the problem.
He lacks the main leadership behaviors associated with successful managers. The first one being telling where the leader’s goal and vision need to be spelt out to the workers (Colquitt, et al., 2012). Osborne ends up being told that was busy implementing policies that he did not know about. This explains why the AECL engineering designs presented their designs a year and a half late. The CANEC company also did not see to it that engineering designs were presented. This resulted in the cancellation of a third of the thousands projects of the company. He fails in the selling behavior where the workers learn to participate by supplementing his guidance by boosting employee’s level of confidence in the production process.
There is no role taking and role making in OPG Company. Role taking involves the leader explaining the expectations of the job to the employee who in return tries to fulfill them using their own expertise(Colquitt, et al., 2012). The boss does supply the ideas and facilities as the employee works hard for the final product. OPG under the leadership of Osborne provided the resources to the dream team and for the renovation. This however is not followed by Osborne’s expectations of the job, but the directive come from his juniors in the company. Judging Osborne from the unit performance, which include market share and profit margin, he is such a failure in management. Though one reactor resumes work and supply electricity in his reign, it uses $1.25-billion for it which was an inflated value considering $1.1 billion was the amount scheduled to renovate the four reactors of the Pickering project. This represents a high loss which amounts to 6,450 megawatts and the company could not supply electricity in Ontario (Scott, 2014).
Although Osborne oversaw the failure of a big company like the OPG, he is not solely to blame for all that happened. In the past he had been a successful manager at the helm of telecommunication companies but the government was to blame. Through the past experience, he was expected to build his leadership skills by being able to facilitate, simplify, and executes his task easily as highlighted in transformational leadership (Colquitt, et al., 2012). Mike Harris’s Tories won the Ontario election and appoint Bill Farlinger an accountant to head Ontario hydro. This was the first mistake, since he had no knowledge on electricity matters. This resulted into a decline in the operations of the company’s nuclear reactors leading to federal regulator putting them under leash. Being in charge and as a good manager, Osborne did not overlook the Pickering fix-up, but he visited the site and did grilling of the workers. This however could not solve anything since it did not reveal the problems the project was on. He continued to trust Andognini, and Preston who were in charge, although they did not have adequate skills for the job. He therefore possesses successful managerial traits, but they are overshadowed by the failures.
A great leader is supposed to use the available power and high influence bestowed upon them to bring about the intended achievement and goals. Osborne inherited a position that had been misused by the government through its incompetent hiring of unqualified managers. Farlinger who precedes him was an accountant who like Osborne did not have enough skills to manage a firm producing electricity. He was supposed to turn things around and transform the company to restore confidence in the people who depended on it. This is what he failed to do and led to his dismissal from the helm of the OPG. Compared to Steve Jobs, Osborne failed to be a man of enigma, demanding and aggressive nature. Job’s comments that he was rough on his employees for his job was not meant to be easy, but to try and make them better. This is in contrast to Osborne, who never followed AECL and CANEC companies on the tenders they had been given. He therefore is not an effective leader at OPG.
Colquitt, J., Wesson, M. J., LePine, J. A., & Gellatly, I. (2012). Organizational behavior: Improving performance and commitment in the workplace. New York: McGraw-Hill Higher Education.
Scott, S.(2004). Power failure.Canada: Informat publishers.