Victorian Desalination Plant, Wonthaggi

2 Analysis of a Real Life Project: Victorian Desalination Plant, Wonthaggi Introduction The Victorian Desalination Project (VDP) is one of the largest projects invested in Australian water infrastructure. This project was established in order to provide better services through the extended water infrastructure. The other benefit of this project is to protect the uses of the marine environment as well as optimize energy efficiency. When completed, this project would be able to deal with water security, through the Transfer Pipeline. This report seeks to analyse the Victorian Desalination Plant by examining aspects of leadership theory, ethics, the place of diversity and individual differences, as well as idea of matching people to roles. The place of groups and teams, conflict management and negotiation, motivation and importance of strategy are also analyzed. In addition, the analysis looks into managing change in VDP as well as the place of work and employee well-being. A number of recommendations have been given based on identified issues.

Leadership Theory Leadership can be described as an interpersonal process whereby people are involved in attaining a specific goal or motive. There are various types of theories that leaders can choose in order to lead effectively. However, all these theories have their pros and cons. It is therefore important for leaders to observe closely which type of theory best fits their organization (Turner, 2012). Examples of these leadership theories include trait theories, behavioral theories, contingency theory, charismatic leadership, transformational leadership, authentic leadership, as well as attribution theory.

Personal traits can be used to predict the leadership style used by leaders. For instance, leaders who use excessive extraversion portray ineffective leadership. Leaders can be selected to lead a team based on such traits (Andersen & Hansson, 2011).

Nevertheless, leaders can as well be selected according to their behaviors. This means that anyone can be trained to possess leadership skills. Effective leaders are able to set standards, as well as develop procedures (Fisher, 2011). They must also be friendly, supportive, and able to show trust as well as confidence in the team (Turner, 2012). As demonstrated by (Thomas & Robinson, 2010), this would not have happened if the leaders were in a position to uphold privacy. If leaders are able to portray good behavior, then workers would be more satisfied as well as motivated to perform their duties.

Authentic leadership shows that leaders are able to establish their stand. They know what they want and believe in certain values that bring prosperity to the organization (Turner, 2012).

Effective leaders must be intelligent, outgoing and also possess strong verbal skills. All these features are portrayed in the attribution theory of leadership (Anantatmula & Shrivastav, 2012).

Ethics Leaders can be effective in assisting a group of workers in a way that organization’s goals can be met, thereby performing successfully. Effective leaders do not use coercion in order to gain compliance from prospective groups. They must ensure that the group involved is willing and ready to work towards achieving organizational goal (use of force and or threats is not necessary). As demonstrated in the leadership pyramid, leaders must be in apposition to build vision, nurture collaboration, promote performance, cultivate learning, as well as ensure results.