• good as buying team dont necessarily have the wholesale expertise but Charismatic leaders should be able to motivate the Vectra staff and reduce the amount leaving

Democratic

• some democratic techniques may be needed so Vectra employees feel their voice is heard despite the takeover and staff turnover

Avoid Transformational

• given staff turnover is high, Ressett managers coming in and changing a lot may cause further disruption and the remaining senior mgmt to leave.

Lean on the expertise and knowledge the remaining 3 vectra senior managers have of current operations.

Considering several current staff have offered redundancies/called in sick, I would recommend taking on the knowledge from current senior leaders within Vectra and applying a transformational leadership approach to be quite proactive with remaining staff to show interest for future operations and support engagement.

transactional / autocratic - set clear roles with structured tasks, performance based incentives to bring back to targets, moving into a demoncratic style to involve the various teams and encourage collaboration - idea sharing, boost motivation etc. but it does slow down decision making which is why initially a transactional approach could work to sort immediate issues

• Empowerment - the buying department don't have experience of this type of wholesale business; they should appropriately engage and empower existing managers / staff with requisite knowledge to benefit from their expertise and avoid morale dropping further from imposing solutions without consultation. That said, we do need to be aware that strong leaders have left (and those remaining may not have been seen as desirable in the new company)

• Charismatic - there's a big gap at the top and rank and file staff will be looking for someone to get a grip. A charismatic leader who can give a convincing vision might plug the gap of people leaving / going off sick.

Keeping those in lieu of notice will be a major challenge as they have decided to move onto different jobs.

Offering more intrinsic rewards such as strong references could keep motivation in remaining months for these employees.

"Sick" employees offer a different problem, more so in terms of mentally switching off, rather than deciding to leave.

These employees could be offered more extrinsic rewards such as retention payments/bonuses for either remaining in the company for a set period, or more proactively meeting current KPI's for which the performance has dropped in recent months.

Authoritarian - would help to move things quickly, need to cover in light of degrading performance, may help to instill group goals so subsidiary is clear. However, given the staff leaving remaining staff need to feel motivated or will follow, need to be sold organically on the big picture

Participative - end of the day they have been bought based at least partially on staff experience and knowledge, with our own managers lacking the skill, we need to involve in the management process and allow them to aid our understanding and direction. 

Laissez Faire - this would allow the current staff full freedom, but may result in diversion of goals that are not in line with the overall group, and will be slower at causing the change of direction needed in light of performance. 

In general leaders will need to be transformational rather than transactional to have these new management buy in, allowing them to leverage their own expertise, while curating the direction to be parallel with current strategy, and overall be efficient and high performing.

Free Reign: we will be distant, not understanding the business or the reasons people leave

Democratic: listen current managers, to understand the reasons and get the know how

Therefore, democratic, promoting listening skills will help to clarify the reasons people are leaving and get the know how of Vectra by

our managers