From a transformational perspective, Mr. B's leadership (or lack thereof) was extremely laissez-faire. As a leader, he was indirectly meeting the bare minimum of company goals. This is ineffective for any type of transformation within HTE. It appears as though his intentions were good initially, but according to the MLQ and chapter 9 in Northouse, he did virtually everything wrong; with the exception of a couple of things. He did possess a strong desire to improve the organizational structure within HTE, and he did create an effective vision and did seemingly have a genuine desire to influence others to share his vision. Finally, he did display the mission statement reflecting his ideals and vision. However, what he failed to do was to enforce his efforts appropriately and see them through. The sad part is that the employees wanted to support the mission statement but didn't know due to lack of structure and dominance.
"Transformational leadership is a process that changes and transforms individuals" (Northouse, p.169). Mr. B. did anything but this. He didn't recognize that to change the organization, you must begin with the people: help them want to change, then help them to do so. The organization's needs were not met because the needs of the people were not met, nor valued: not even acknowledged. This may not have been the case if he had taken a more active role in his subordinates as opposed to his "hands off" approach. On p.198 of Northouse, the last sentence in paragraph three tells us that the most important factors associated with transformational leadership are the very ones that Mr. B. is most deficit of: individualized consideration and inspirational motivation. We already know that he had little to no involvement with the company outside of customer relations and the board of directors,