Sample Paper on Leadership Plan of Dunn’s Ski Emporium

Leadership Plan


Without doubt, the success of every business or organization is dependent on how effective the leadership in place is. Good leadership means good performance whereas bad leadership negatively affects an organization. Effective leadership influences the culture and structure of an organization, and these result in the smooth running of the operations of any business or organization (Day, 2001). People should not be surprised by the fact that every business struggles to have competent, skillful, and knowledgeable leaders. Leadership is believed to be the ability that is possessed by a superior person that enables him or her to influence the subordinate’s behavioral perspectives and persuade them to abide by an organization’s rules (Adair, 2010). In situations where businesses or organizations experience ineffectiveness or inefficiency of their existing paradigms, the development of a leadership plan as seen in the case of Dunn’s Ski Emporium is essential.

Agreeably, with a leadership plan, organizational leaders have the capability of restoring effective leadership or incorporating new ideas and ventures while aiming at the achievement of organizational goals and objectives. With these perspectives in mind, the purpose of this leadership plan is to enable the expansion of Dunn’s Ski Emporium through the purchase of The Deli, which is a business owned by George Atkins, and could play a fundamental role in helping attract more customers to Dunn’s Ski Emporium. As it stands, The Deli is a huge competitor to Dunn’s Ski Emporium, and this can be attributed to the fact that it picks up a lot of the latter’s business. Several customers step in to the Deli to purchase goods such as gloves, goggles, and other merchandise, and thus, a merger of the two could be beneficial to the growth and development of both. Currently, Dunn’s Ski Emporium is way above its competitors in terms of the quality of services and products it offers, and this has to a large extent boosted its profitability. However, the incorporation of the Deli could further enhance the profitability of Dunn’s Ski Emporium. The purchase of the Deli will see the customers shift to Dunn’s Ski Emporium. Moreover, the Deli will benefit from the recognized brand name, and will also be in a position to boost its profitability. Despite the fact that this leadership plan aims at ensuring the success of both organizations in focus, its appropriateness to the role of its leader as a social architect of Dunn’s Ski Emporium cannot be overlooked. One fact is that the merger of the two businesses will play a fundamental role in the achievement of both long-term and short-term objectives of both businesses.

The purpose and goals of Dunn’s Ski Emporium

Dunn’s is one of the largest and recognized organizations in Vail, Colorado. It has been operational for twenty-five years, and it is popular for the provision of state of the art ski equipments and repairs. As compared to other businesses in the industry, Dunn’s attracts several customers because of the fact that it offers moderate prices to customers interested in purchasing ski equipment as well as repairing their ski equipment. Dunn has a sports store, which has a cozy ambiance, with a Western décor and a two story fireplace with large windows that overlook the Rocky Mountains, and this has attracted several customers in the recent years, giving Dunn a competitive advantage over its close competitors. The fact that Dunn has specialized in hourly turnaround times on repairs and one day pick up adjustments on new equipment, has also boosted its profitability and operations, and as mentioned earlier, this has made Dunn be recognized in the entire Colorado and in the US by both local customers and visitors. Dunn’s profitability has also been enhanced by the fact that its staff is friendly, knowledgeable, and resides locally, and this means that they understand the needs and wants of the local customers (Goyal et al, 2010). Dunn’s staff members also work year round, and this offers an opportunity of service provision to customers all year round (In Burns, 2014).

As seen above, Dunn’s primary purpose is to provide ski equipments and repair services to customers. In an effort to ensure the purpose is effectively achieved, various goals have been put I place. The success of every organization in any industry or market depends on the goals and objectives set by organizational stakeholders, and this includes employees or subordinates, organizational leaders, and customers (Schein, 2010). Thus, one of the goals of the organization is to enhance profitability and increase its competitiveness both in the local and global industry. The achievement of this goal is dependent on the quality of products and services offered to customers by Dunn’s employees. Another goal of the organization is to achieve the enhancement of collaboration among its stakeholders, and this means that the relationship between the organizational leaders, subordinates, and customers should be enhanced. The achievement or realization of this goal will see the organization increase its productivity and profitability allowing it to overcome the stiff competition it faces currently (Ballantyne et al, 2011). An enhanced collaboration of the stakeholders will also play a fundamental role in the reduction of conflicts or disagreements paving the way for cooperation (Hendry, 2012).

It should be understood that the purchase of the Deli will play an integral role and will boost the achievement or accomplishment of Dunn’s set goals. To be successful in the purchase of the Deli, there are critical elements that must be put in place. First, there should be a significant expansion of the organization, and this should involve the establishment of several stores that will accommodate the employees as well as products of the Deli. Moreover, an effective organizational structure that will see the incorporation of George Atkins and other employees of the Deli is essential (Senske, 2003). Most importantly, Dunn’s economic power and dominance could play a crucial role in the purchase of the Deli. Thus, it is vital that Dunn’s stakeholders avail sufficient funds to facilitate the purchase of the Deli together with its owner and other employees. An amicable agreement between the two businesses will be influential in the process, and with these perspectives in place, the success of the new venture will not be compromised (Hernez-Broome & Hughes, 2004).

Moreover, Dunn’s goal is to achieve is the enhancement of collaboration among the stakeholders in the organization. An enhanced collaboration among organizational stakeholders would probably lead to increased productivity and profitability. Most importantly, the enhanced collaboration would help solve or address possible issues or challenges such as the threat of competition that the organization locally and internationally (Zaccaro & Klimoski, 2001). Already one of the competitors is the Deli, hence, the plan for its purchase. The organization expects that the relationship between the leaders and subordinates will be enhanced particularly through the expansion, which will occur after the purchase of the Deli. Besides, it is anticipated the purchase will make the organization’s leaders better partners, who understand the goals and needs of their subordinates, and who work together with their subordinates with the aim of helping achieve the organization’s objectives of profitability, productivity, and competitiveness. All these aspects put together will the accomplishment of Dunn’s set goals and objectives (Nohria et al, 2010).


Dunn’s mission and vision

As an organization looking forward to expansion and development, Dunn’s has various missions. First, one of the missions of the organization is the creation of a good working environment for its leaders, and every other organizational stakeholder. The organization’s anticipation is that with a good working environment, communication, cooperation, coexistence, and togetherness of the staff members will be enhanced (Northouse, 2010). The mentioned perspectives in the long run, will aid the organization in making several strides and steps towards the achievement of key objectives and goals such as productivity, profitability, competitiveness, and long-term success in the local and global market. It should be noted that in the entrepreneurial world, good working environments play an integral role in the retention of old and existing employees as well as the recruitment of new employees. Thus, Dunn’s mission of creating a good working environment, particularly after its purchase of the Deli, will see an improved organizational performance.

Another mission of Dunn’s is to enhance the leadership skills of the organization’s leaders. It cannot be ruled out that every leader in the organization dreams of advancing and becoming better in terms of leadership in the coming years. As demanded by the organization’s leadership policies, the purchase of the Deli will play a crucial role in the enhancement of leadership skills such as ambition, cooperation, decisiveness, dependability, dominance, persistence, perseverance, self-confidence, tolerance, creativeness, effective communication and others. Presumably, the enhancement of the leadership skills and traits mentioned above will be in line with the organization’s commitment to appoint individuals to various leadership positions in an effective and appropriate manner. It is anticipated that the organization, through its mission of enhancing the leadership skills, will step up in its efforts and struggles towards the achievement of success and prosperity. With the organizational leaders exhibiting enhanced leadership skills, there is no doubt that they will be motivated to cooperate and work together. The enhancement of the organizational leadership skills will also pave the way for profitability, productivity, competence, as well as make the organization overcome the stiff competition it currently faces in the local and global industry (Barling, 2014).

Another mission of the organization is to change the customers’ attitudes, thoughts, and feelings towards the leadership of the organization, particularly after the purchase of the Deli. In the past, there have been complaints and concerns by customers regarding the organization’s poor leadership, which has led to the key issue of poor human resource management. Unless the attitudes, thoughts, and feelings of customers towards the organization’s leadership are addressed, the solution and address of the existing poor human resource management will be impracticable. This organization also has a feeling that customers should be given an opportunity of giving their views and opinions on the organization’s leadership. It also feels that customers should be involved in the appointment process of the organization’s leaders. Through this, the confidence of the customers regarding the organizational leadership will be restored. On the same note, the appointment process will be transparent, and this will pave the way for the appointment of competent and qualified leaders who will be focused on the achievement of the Dunn’s objectives and goals as well as counteracting the stiff competition it faces from close rivals both locally and internationally.

It should also be noted that the vision of Dunn’s is to be one of the leading organizations providing state of the art ski equipment and repairs both locally and internationally. Every stakeholder of the organization is committed to realizing this vision, and it is through this that the stiff competition that Dunn’s faces currently can be overcome.

Organizational Structure

As mentioned above, the purchase of the Deli will enable Dunn’s expand, and this means that several employees will be needed to ensure the operations of both organizations proceed smoothly. One of the critical changes that should be embraced by the new venture is a change of the organizational structure (Baligh, 2006). Arguably, the Deli business should be one of the key departments of Dunn’s. It should be noted that George Aitkin will remain the leader of the Deli, which will be a key department of the Dunn’s. George will be given the power and authority to make key decisions regarding the operations of the Deli. Apparently, as the head of the department, George will be in a good position to relate well with his customers, and this will be a big boost to Dunn’s. It is anticipated that the new organizational structure enhance the profitability of the Deli as a department of Dunn’s, as well as the overall profitability, competitiveness, and productivity of Dunn’s. Moreover, the new organizational structure will see an increase in the number of employees of the organization, and this will play a fundamental role in activities and operations of the organization.

Organizational Culture

The purchase of the Deli will also see Dunn’s embrace a new organizational culture. Arguably, organizational culture influences the performance, profitability, as well as the productivity of organizations (Aquinas, 2010). One of the organizational cultures that will be embraced by the new venture will be effective communication. That is to say, employees will be mandated to give feedback regarding the activities and operations carried out in various departments to the relevant departmental heads. The employees working in the Deli department will be mandated to report to George Aitkin’s, who will be the head of the department. The departmental heads will be in direct communication with the overall head of the organization. Through this, it is expected that communication will be enhanced and possible conflicts and miscommunications will be eradicated, and this will help the organization achieve its set goals and objectives. For the new venture, communication must be effective to ensure that the stakeholders are made aware of the new policies adopted by the institution (Northouse, 2010). Besides, the significance of communication is that it prevents possible disagreements and conflicts, which would end up interfering with the institution’s efforts to achieve profitability.

Another organizational culture that will be embraced by the new venture is the provision of communal and free services to customers on specific days. Through this, it is expected that Dunn’s will be in a position to attract more customers, as well as motivate its existing customers (Parker, 2000). With this culture, it is expected that the number of customers will triple, and this will be one of the major steps towards the realization of Dunn’s vision of being one of the leading organizations that provide state of the art ski equipment and repairs both locally and globally (Frost, 1985).




Environment for change in your plan

It is anticipated the purchase of the Deli will be successful, and this is because Dunn’s need to embrace effective leadership strategies as well as change its leadership, as well as enhance its profitability, productivity, and competitiveness in the local and global market (Fairholm, 2009). The leadership plan if successfully implemented could see the accomplishment of several goals and outcomes. For instance, the successful implementation of the leadership plan in the organization could ensure that those in positions of leadership in the organization exhibit more and desirable leadership traits and skills. As a result, Dunn’s efforts to ensure that its set objectives and goals are achieved will be boosted.  It is also expected that the successful implementation of the leadership plan would ensure that the Dunn’s and Deli’s employees get a handle on specific areas and avenues that are insignificant and help them shift focus to activities adding value to both organizations. Probably, this would help the both organizations step up their efforts to ensure the day-to-day operations and activities are enhanced or boosted (Austin, 2012).

In conclusion, with this leadership plan, the leadership and management skills that will be exhibited by stakeholders after the merger of both businesses will be enhanced. With the plan, it is expected that professionalism in organizations will be enhanced, and this will enable the achievement of organizational objectives, such as profitability, productivity, and competitiveness in various industries and markets (Malunga, 2009). On a personal perspective, the leadership plan if implemented could enhance leadership skills and traits of leaders of the businesses that are scheduled to form a merger. For instance, the leadership plan could play an integral role in the enhancement of personal leadership skills, such as competence, self-confidence, tolerance, effective communication, competence, commitment, and others. Arguably, the significance of the leadership plan cannot be overlooked, as it is very essential for an organization. It will be realized that apart from enhancing and changing the leadership of the organizations, the plan makes recommendations on the strategies and ways of accomplishing and achieving set organizational goals and objectives. For instance, the leadership plan to some extent recommends that organizational leaders of the two organizations need to embrace effective communication to achieve or attain organizational success. Effective communication involves transparency in communicating information to other members. Besides, the leadership plan highlights various ways that the leaders of both businesses should use in addressing potential challenges or threats that could jeopardize operations. Probably, organizational leaders, customers, and other stakeholders could attain knowledge and vital information on how to ensure effective leadership in organizations, particularly after the merger of the two businesses.



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