Paper Example on Saudi Aramco Collaborative Leadership Style for Sustainability

Introduction

Saudi Aramco is one of the companies that in its history it has been confronted by environmental change problems. As a way of seeking a relative solution, Saudi Aramco changed its leadership style in 2015 to embrace collaborative leadership approach to strengthen its strategy for an effective climate change. Hopwood, Day, and, Edward (2016) suggest that the theory of collaborative leadership urges in the face of environmental, social, and political problems, there is a need for an administration that can be adaptive, be able to transcend perceived limitation, relational and bring people together to find the solutions around complex matters.

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The partnership aimed to strength their actions, investments, and, to play a role in reducing the greenhouse gas intensity of the energy sector. To meet the goal of the collaborative leadership the company changed its operational principles to be in line with the mission and the vision of leadership. The policies were modified to adapt to the concept of advancing suitability and driving high impact solutions. This created a suitable environment to foster partnership and to ensure continuous growth of the business. Thus, the company advanced it technology as one of the approaches to meet the requirement of the leadership. Anderson and Sun (2017) claim that one of the conditions necessary for a successful partnership is a solid foundation. Therefore, partners need to share a purpose, a vision, or a set of goals for a successful partnership

Impact of the Collaborative Leadership on Saudi Aramco

The change of the leadership style affected strategic portfolio of the business making it expand widely, its technology is currently more advanced, and as a result, consumer satisfaction increased due to the high quality of good the company produce. One of the benefits of the collaborative partnership is that blur the experience gaps (Choi, Kim and Kang, 2017) orienting the members toward the future. The companies' processes were maximized to increase its productivity when it entered the partnership elevating its speed of delivering services and production. Besides, optimization of the process made the business to be no flexible to the demands of the consumers and the prevailing conditions. According to Jones, Aggarwal, and, Edwards (2015), collaborative leadership entails engagement with collective intelligence to deliver results across the company's limitations when the common mechanism of control is absent.

Hence, collaborative leadership made Saudi Aramco Company more competent and creative in addressing multi-faceted problems that it was facing, for instance, the company design was modified in modified in a manner that its technology is energy efficient to create a wide variety of alternative energy to curb the environmental changes challenges.

References

Anderson, M. H., & Sun, P. Y. (2017). Reviewing leadership styles: Overlaps and the need for a new 'fullrange'theory. International Journal of Management Reviews, 19(1), 76-96.

Choi, S. B., Kim, K., & Kang, S. W. (2017). Effects of transformational and shared leadership styles on employees' perception of team effectiveness. Social Behavior and Personality: an international journal, 45(3), 377-386.

Hopwood, N., Day, C., & Edwards, A. (2016). Partnership practice as collaborative knowledge work: overcoming common dilemmas through an augmented view of professional expertise. Journal of Children's Services, 11(2), 111-123.

Jones, S., Aggarwal, A., & Edwards, H. (2015). Creating Futures through Research-Meeting Challenges, Embracing Opportunities & Delivering Impact. Inaugural Collaborative Research Conference, INtel Institute of Higher Education, Nairobi.