A Review Of Leadership Management Essay

A Review Of draws concern testThe term attractionshiphip means diametrical things to different throng. Although no supreme definition of leading exists (Yukl, 2002), the majority of definitions of attractorship reflect some radical elements, including group captivate and goal (Bryman, 1992). leaders is unrivaled of the rargon and curious man gracious capitals. With prohibited leaders to guide and shape decisions society would become stagnant. inwardly the arna of leadership thither ar serious leaders, bad leaders, and utile leaders. on the whole three coexist simultaneously in a humanness of pursual.A good leader is somebody who target remind and wake people about a specific subject. They ar the angiotensin-converting enzyme who getes legion(predicate) qualities. First and virtually important a good leader is to possess the ability to recognize whats fair, good, and h atomic number 53st. A good leader ever sets a good example of integrity, mora ls, and will lead his followers in symmetry with these qualities. In addition to being just a good leader mustiness be a strong thinker. Good leader jeer workers into higher levels of team upwork, on that point ar certain things a leader must be, know, and, do. These do not come naturally, but be acquired through regular work and study. Good leaders argon continually working and perusing to improve their leadership skills.Bad leaders collapse a goal to turn a good organization around and burn it to the ground. They guess rash decisions without discussing it with the team, for one. They dont want to sh ar the glory with anyone at all. They want to do everything and take the credit all by themselves.This is probably one of the biggest reasons that leaders lose the respect of their team. In an organization and in a team, leader has to work or call for to communicate with the team.An Effective leader is someone who manages to get people to do what they want. It could be def ined as one who exerts influence to get early(a)s to strike the leaders objectives. An useful leader is a person with a passion for a rush that is larger than they be. The pre infallible demand for the effective leaders ar good communication, knowledge and understanding, team work, recognition and encouragement, vision, risk and innovation, ethics, flexibility with leadership way of lifes and commitment.2. Theories behind leadership leadership theories in management need evolved everyplace time into various(a) types, with their witness lines of thought. Each conjecture provides a model of effectively steering an organization. Adding to Kurt Lewins (1945) bill that there is nothing so practical as a good supposition, Whetten (2002) suggests that sole(prenominal) a good speculation is practical. Hence, we have two attendant goals(1) we should understand the components that comprise theory and(2) we should in incarnate this knowledge into the theory of leadership. in that location isnt one right definition of leadership. There are various leadership theories out there, and when you limit leadership to one definition, you also limit the value of true leadership. leadership can be something very diffi hysteria to follow or explain. It is abstract. There isnt a certain shape that it takes, or there isnt one specific direction.Depending on the leadership theory that you are talking about, one person could be considered victorious and the early(a) a failure. Leadership theories are founded on a persons opinion.Many theorists have put onwards their protest views and formulated their own theories regarding leaders and leadership. The author will look for some of the theories on the subject of leadership.2.1 peachy Man possibilityThe Great Man Theory is associated most often with 19th-century commentator and historian doubting Thomas Carlyle. This theory assumes that leaders are born and not made. Leaders unremarkably were members from the ar istocracy since they only got a chance to lead hence, it was considered that good elevation contributed in making great leaders. The concept of a Great womanhood was not explored and andocentric bias was never realized. In addition, the theory also states that when there is a great need, therefore a great leader arises, desire Buddha, Jesus, Churchill and Eisenhower.2.2 The Trait TheoryThis theory assumes that human beings are born with patrimonial propertys and the right combination of traits brightens them a leader. Hence, leadership was a matter of traits whether genic or acquired oppositewise. Stogdill (1974) identify certain traits ilk adaptability, socially aware, achievement oriented, decisive, dominant, energetic, cooperative, assertive, self-confident, persistent, responsible, and talent to tolerate dialect. McCall and Lombardo (1983) identified four basic traits, videlicet, emotional composure and stability, clever breadth, highly bankrupted interpersonal sk ills, and the capacity to admit errors.Although leadership trait theories are popular, it is viewed by many as very simplistic. There are those that argue that trait theories attribute the success of leadership solely to his or her personality and physical traits or characteristics without regard to the situational context. The trait greet is considered oerly simplistic as an explanation of the complex leadership phenomenon.2.3 Participative Leadership TheoryThis theory assumes that the conclusion of many minds makes a better decision than the intellect of a single mind. Hence, the leader invites contributionicipation from the persons responsible for carrying out the work, since it makes them slight competitive and to a greater extent collaborative, thereby increasing their level of commitment. Participants whitethorn be subordinates, peers, superiors, or stakeholders. The extent of participation may take leave. The leader may schema the objectives or goals and allow the team to decide how it can be achieved or the leader may allow a joint decision to be taken with respect to objectives and its method of achievement or the team may propose but the final decision is always of the leader. Many varieties exist, bay window consultation, elective leadership, Management By Objectives (MBO), power-sharing, empowerment, and joint decision-making. The negative side of this theory is that when a leader asks for opinions and does not find them suitable, then it leads to cynicism, feelings of betrayal, reduced motif and decreased level of commitment.2.4 Lewins TheoriesKurt Lewin along with others conducted experiments in 1939 and came up with three styles of participative leaderships, namely ascendant, democratic, and Laissez-faire. In the autocratic style, the leader took the decisions without consulting others. In the democratic style, the leader took the decisions after consulting others or let the majority decide on what is to be done. In the Laissez-faire style, the leader lets others decide on the decisions to be taken. Lewin et al. discovered that the autocratic style led to revolution, the Laissez-faire style lacked excitement and coordination, magical spell the democratic style proved to be the most effective. Since these experiments were done on children, they excuse required further study and research.2.5 Likerts TheoriesRensis Likert (1967) theorized four styles, namely, exploitive authoritative, benevolent authoritative, consultative, and participative. In the exploitive authoritative style, the leader uses methods as threats, coercion, and other fear-establish methods to enforce conformance. It is always a top-down approach and the views, feelings, of others are given no value. In the benevolent authoritative style, the leader becomes a benevolent dictator and uses requites to motivate execution of instrument. The leader listens to rose-tinted views from the subordinates as they tell only what the leader likes to hear in the hope of gaining rewards. Trivial delegation of decision is done, however important decisions are always made centrally. In the consultative style, the leader seeks consultations, however, most upwards flow of information is still rose-tinted and the decision is almost taken centrally. In the participative style, the leader invites participation a miscegenation all levels, including the shop floor worker, and attempts to make the employees psychologically closer are made. Dissensions, arguments, feelings of betrayal all take bit in this style. The leader becomes a father figure and a cult sharpen, whose saying ultimately becomes the final decision.2.6 The Charismatic Leader TheoryThis theory assumes that leaders gather followers simply by their charm, grace, and personality. If a leader is not a natural charismatic leader then that undivided takes a lot of trouble in maintaining the image and maturation requisite skills. They are commonly very persuasive and use their bo dy voice communication very effectively. In a theatrical sense, charisma is played out as exhibited by politicians, religious and cult leaders. Conger Kanungo (1998) have elucidated five dollar bill characteristics of charismatic leaders, namely, clear vision and its lucid articulation, sensitivity to the environment, sensitivity to the needs of the members, ability to take personal risks to support their viewpoints, and ability to perform illegitimate behavior. Musser (1987) noted that charismatic leaders wanted their followers to commit to supreme devotion to themselves. The charismatic leader may not want to kind anything or transform anything unlike the transformational leader. If the charismatic leader is well-intentioned then they can contribute remarkablely to the growth of the intact group, however, if they are Machiavellian and selfish, then by the creation of cults, they can effectively rape the minds and bodies of their followers. Their own self-belief can lead th em into psychotic narcissism and their self-absorption is so high, that their irreplaceability, intentional or otherwise, can guarantee no successors and thus they make a everlasting mark in history.2.7 The Transformational Leader TheoryThe concept of transformational leadership was initially introduced by leadership expert and presidential biographer James MacGregor Burns.1 According to Burns, transformational leadership can be seen when leaders and followers make each other to advance to a higher level of moral and motivation. Through the military capability of their vision and personality, transformational leaders are able to inspire followers to variety expectations, perceptions and motivations to work towards common goals.Later, researcher Bernard M. Bass expanded upon Burns cowcatcher ideas to develop what is today referred to as Bass Transformational Leadership Theory.2 According to Bass, transformational leadership can be defined based on the partake that it has on fol lowers. Transformational leaders, Bass suggested, garner trust, respect and admiration from their followers.This theory assumes that a leader with vision and passion can achieve great things by inspiring, injecting enthusiasm and naught, and thereby transform the respective(prenominal)ist or the group towards the attainment of unmarried or group goals. Transformational leadership is concerned with the performance of followers and developing them to their fullest potential.Tesco is considered as the most successful retail partnership in the coupled Kingdom. The success of Tesco was heralded by the appointment of Terry Leahy as the headman Executive Officer. Leahy is considered as a visionary and transformational leader who led the club into a series of organizational changes that aimed for the caller-out to become more(prenominal) customer-focused and to develop the play alongs workforce. Terry Leahy is revered as an excellent leader. Leahy was reported to say that he beli eves that the success of a leader depends upon maintaining a happy workforce. According to him, there are four things that a leader must provide to his workers and followers to satisfy and motivate them. These areA job that is interesting to doA chance to get on in lifeTo be treated with respectA boss who is some help and not their biggest problem2.8 The Transactional Leadership TheoryThis theory states that people work for reward and punishment. A clear chain of command with loyalty as the primary(a) focus works best in social systems. The subordinate should only do what the leader tells to do without trying to find out the defense for it. The leader creates clear structures and the subordinates are required to follow. For successful completion of the work, they are rewarded whereas for unsuccessful completion, they are punished. The leader uses management by exception, that is, once the function has defined performance expectations then it does not need much attention. majesti c expectations gets praise whereas not fulfilling expectations gets corrective actions. The limitation of this approach is that it is assumed that the individual is a rational man (a person who is largely motivated by money and hence whose behavior is predictable), which he may not be imputable to emotional and social factors. In much(prenominal) a situation, other approaches may prove to be more effective.2.9 The Situational Leadership TheoryThis theory assumes that the action of a leader depends on a number of situational factors, like motivation and capability of followers, relationship between the leader and the followers, stress, mood, etc. Yukl (1989) has identified six situational factors namely, subordinate effort, subordinate ability and role clarity, organization of the work, cooperation and cohesiveness, resources and support, and external coordination.3. Cross Culture Differences in Global OrganisationLeadership style is a part of heathenish distinctiveness. The inter national dividing line faces different challenges and obstacles in geographical, financial, legal, governmental and heathenish environments. Culture presents challenges that make human interactions difficult. heathen differences are found in areas such as language, values, and behaviors. The heathenish environment in which an international fear concern operates in has an enormous impact on the organization. Cultural differences according to Graham (2001) are often not obvious and associated problems are neither easily diagnosed nor corrected. Cultural differences have a ample impact on the efficiency of the international enterprise, and peculiarly on the management of people. either surface area has a different goal that sets it apart from the rest. Every country has a different history, government and laws. The more countries with which a firm interacts, the more complex and difficult conducting business becomes. According to Briscoe et al (2004) the primary cause of thi s complexity and high level of difficulty has to do with the importance and searing nature of the differences between various countries cultures.Dutch business professor Geert Hofstede (2005) has set forth culture as a pattern of thoughts, feelings and actions that every individual carries at heart them, a pattern which is developed and learned through out ones lifetime. He also conducted what is considered as the most influential work on business cultures. Hofstede identified five cultural dimensions that move international businesses. These dimensions are mightiness Distance, Uncertainty Avoidance, Individualism vs. Collectivism, Masculinity vs. Femininity and Short-term vs. Long-term Orientation.4. The advert of Culture on Human Resource ManagementPerhaps one of the area in the international business that is most affected by culture is Human Resource Management (HRM). According to Sims (2002) culture is subjective to International Human Resource Management. The research co nducted by Hofstede (1980) revealed that culture has huge implications for Multinational quite a littles. According to Hofstede differences in culture may significantly affect HRM practices. Organizations that plan to establish businesses outside their home countries must realize that employing people with different culture and orientations might cause difficulties and collision between the organizations business practices and the culture of the host country.In principle, it is believed that a large contradiction between the international companys HRM practices and the host countrys culture is a main ingredient in failure. Wide-ranging cultural differences from country to country require corresponding differences in HRM practices among a companys foreign subsidiaries. The mix of cultures in the subsidiaries of a multinational company and the level of cultural differences among the subsidiaries will restrict the IHRM approach taken by an organization (Sims 2002). International Huma n Resource Management is the process of procuring, allocating and affectively utilizing human resources in a multinational corporation. HMM managers in multinational corporations need to achieve two somewhat conflicting goals. First, they must integrate HRM policies and practices a bollocks up a number of subsidiaries in different countries so that overall corporate objectives can be achieved. At the same time, the approach to HRM must be sufficiently flexible to allow for significant differences in the types of HRM policies and practices that are most effective in different business and cultural settings (Sims 2002).5. draw near UK and approach India cross culture caseThe existence or presence of the cling to Corporation in different countries around the humanity provides realization of the incidence of cross-cultures and cultural diversity in a particular business. The prevalence and practice of a specific culture in a specific company provides significant changes and differen ces in its approach in footing of production, operations, sales and market share. Thus, in this regard, organizational culture serves to be one of the major factors that affect the performance and communication in the entire organization, most especially in terms of operating and maintaining an international organization, such as draw close.Henri draw close founded the company in 1867 in Switzerland, as a lyingr of infant cereals. Nestle corporate culture is extended to all branches and locations of the company around the world. One of the most successful branches of Nestle Company in Asia is Nestle India Limited. The mother company set up its operations in India in 1912 as a trading company, and began as a manufacturing company in 1961 at the Moga factory. All manufacturing and marketing plants in India are in charge of the different brands produced in India, namely, milk and infant dietetics, culinary products, cereals, beverages and instant drinks, chocolate products and con fectioneries, and chilled dairy products (2004). It employs over 3000 employees, and is regarded as one of the Most Respected Companies and amongst the Top Wealth Creators of India (2004).On the other hand is Nestle UK, which started as a sales state of affairs in London in 1868. By 1901, Nestle opened its send-off factory in the linked Kingdom, and by 1905 it merged with Anglo-Swiss Condensed Milk Company. Currently, it produces and manufactures brands such as Nescafe, Kit Kat, Polo, Smarties, Aero, and Black Magic (2007). From this information, the different cultures that exist in both organizations and branches of the Nestle Corporation can be assumed.It has been reported that Nestle India has been strictly adhering to the business objectives of its mother company. The business objective of the company is to manufacture and market products that would sustain and create value for the consumers, stockholders, employees, business partners, and the economy of India over a long and significant period of time. In this regard, Nestle India is aware of the fact that its success is the reflection of the professionalism, conduct and ethical values of the entire management and employees of the company. As such, the company aims to make sure that the companys operations and processes would be characterized with the highest standards of ethical and responsible conduct. In addition, the significant and distinct characteristic of Nestle India can be observed through its Corporate Business Principles and Management and Leadership Principles (2007). Based on Nestle Indias Business Principles, it can be perceived that the business practices of the company, particularly in terms of their respective decisions are characterized by typical Asian traditions, beliefs, and practices. It has been reported that one of the most successful departments or divisions of Nestle India is its chocolate and candy store division. Being typically Asian, Indian workers in the company work al together and collectively. Indians, like the rest of the other Asian nations tend to increase their interactions with one another, as with any other Asians, collectivism and group participation is an important aspect of work and interaction.On the other hand, being Western, the culture in the chocolate division of Nestle UK may not be as mistakable as the culture of Nestle India. This is because British employees, in general, are individualistic, independent, frank, and very open-minded individuals. contrasted the Indian employees, British employees may be somewhat more individual and more independent, thus, require less interaction from co-workers and other colleagues. British employees are performance-driven and goal-oriented, thus, chatting during working hours are not their required form of interaction in the working environment. This is further strengthened by the fact that Nestle UK is one of the dominating chocolate manufacturers in the united Kingdom, being part of the 3. 6 cardinal Euros revenue of the UK chocolate market in 2004 (2005).Another distinct information or characteristics that can be differentiated between the two branches of Nestle are the differences between their languages, religions, cultural beliefs, economy, politics, and social status. The major language of India is Hindi, while the major language spoken by the British citizens is English. The major religion of India is Hindu, while majority of the British citizens are Christians. In terms of cultural beliefs, Indian beliefs are rooted from their religion, Hindu, thus, their practices and values as well. This is also similar with the British, whos beliefs and cultural practices stem from Celtic and Christian beliefs. In terms of social, economic, and political status, India is considered a developing country, given its population and way of life, while the get together Kingdom is regarded as one of the most powerful developed countries in the world. As such, in incidence of cr oss-cultural communication, discrimination, conflict, misunderstanding, and cultural ethnocentrism may exist.In the event that a British national works in the Nestle India manufacturing plant, and vice versa, it can be assumed that problems and issues can be encountered, due to differences of approaches, culture, and language involved. In this regard, it can be assumed that changes in cross cultures may entirely affect business practices of an organization, even despite the influence and guidance of its mother company. This is because the approach of each Nestle company is customer-oriented, and based on the needs, preferences, and tastes of its consumers. In this regard, the sweetness, packaging, and taste of a particular chocolate confectionery in India, may be significantly different from the products in the United Kingdom. In addition, some products in the United Kingdom may not be present or available in India.6. International LeadershipLeadership style is a part of cultural di stinctiveness. Among the western nations, American leadership style has been developed in the United States and the German leadership style embraced in Germany. France has it independent style. Likewise, in Asia a variety is present, and, japan has promoted its independent distinctive style.Corporate leadership continues to be a quintessence of every nations old cultural legacy. UK follows a practical style of leadership. British leaders customarily stress upon social skills and practicality. Their courtesy, bareness, self-discipline, and willpower are cultural assets. This guides them to be involved with interpersonal proficiency and advice. British leaders are more characteristic compared to their Portuguese or Spanish equivalents.Leaders are quite job-oriented and, reticent and courteous, thereby creating impersonal and proper settings for business dealings. In addition, British leaders possess a shorter-term viewpoint for their business increment compared to the Swiss, Japanes e and Germans. The leadership style of Italy, in contrast, has increased levels of autocracy with stress on the hierarchical pattern. Decision competencies are more focused on the top leadership, who is concerned with every facets of the business.7. Case study of McDonalds operation in EuropeThe McDonalds Corporation is the largest food service operation in the world in terms of system-wide sales. At the beginning of 2000, it was operating more than 25,000 restaurants in 116 countries. A modest estimate of its current worldwide workforce would be around 1.5 million people, and 10 million people are estimated to have worked for the corporation since it was formed. More than one in ten Americans are considered to have got their first job at McDonalds, and it has now taken over from the US Army as having Americas largest job-training programme (Vidal, 1997 cited in Royle 2000, p. 16). It is an incredibly successful multinational and is expanding at a breath-taking rate. It plans to ope n between 2,500 and 3,200.In order to deal with different environmental factors in different countries, McDonalds has established a head post in every country where it operates. The head office in the United States still plays an important part in the decision-making. The U. S. head office regularly monitors the activities of its overseas operations. It has an international division, and its US consultants sometimes take part in European meetings. Meetings frequently take place between various European heads to discuss matters of cross-national importance (Royle, 2000).The structure of restaurant operation and establishment in each country tends to follow similar pattern, but in some countries it appears to be more complicated than others. In some countries, some restaurants are operated as joint ventures or through holding companies. In most of the larger countries such as Germany and the UK, operations are usually split into several regions and are administered through regional o ffices in the major cities Royle, 2000). The heads of departments for each functional area are usually situated in the head offices (for example London and Munich), these functional areas being the executive, marketing, finance, personnel, purchasing, real estate, practiced appliances and administration. Although there is a high level of central control, operations are normally administered directly from the regional offices. McDonalds system is very flexible in overcoming cultural, political and economic differences and obstacles in different societies (Royle, 2000). Franchise restaurants are topical anesthetic in the sense that they understand local issues, local culture and the kind of obstacles likely to confront the McDonalds system. Industrial relations, and specifically the relationship between the worker, the union, and the employer, vary dramatically from country to country. In Germany, for instance, codetermination is the rule. Here, employees have the legal right to a v oice in setting company policies (Sims, 2002). The ability of trade unions to constitute and gain recognition for collective bargaining at McDonalds varies considerably in different European countries.In the case we see that culture has a tremendous impact on the operation of a multinational company McDonalds. The company operates worldwide. Although decision-making is still influenced by the head quarter in the United States, every country has a head office that deals with different issues particularly in the area of culture. We also see that the employees from different countries exhibit different values, attitudes and behaviours. These are derived from their culture. We see that McDonalds has become successful by implementing a place strategy. The culture of the host country is taken into consideration.8. ConclusionTo conclude this leaders generally do not follow a single approach and they mix and match as per their needs and requirements. In critical situations, they are more dictatorial in nature as they face the opinion of failure. Leaders generally exhibit integrity, dedication (spending whatever time and energy that is required to get the job done, rather than giving it the available time), humility, openness (ability to understand new thoughts and ideas), and creativity .In order for business to be conducted smoothly, leaders need to aware of international cross cultural and need to adapt flexibly. Successful business leaders must shape their organizations to be more nimble and flexible, less hierarchical, and more networked. The fate of future business rests, in part, on how well business leaders can assure change, demonstrate authentic leadership, maximize the power of their talent, and embrace social responsibility.Todays leaders are already facing challenges and changes that are rapidly transforming where, how, and with whom they do business. Leaders who are adapting their strategies are merely keeping pace with change. A more strategic view o f agility is about leaders anticipating trends and proactively defining advance(a) strategies.