...MEETING LEADERSHIP NEEDS IN AN INTERNATIONAL ENVIRONMENT Cindy Teed American InterContinental University, Online Team and Leadership: MGMT444 Unit 5 Individual Assignment Instructor: Eileen Wibbeke Abstract This paper will analyze and evaluate ten leadership theories, including Tuchman’s model for team development. We will also discuss internal environments which will affect a global firm, including differences in language, culture, politics, and technological ability. Finally we will examine how to meet the challenges of these internal environments using various sources of power. Meeting Leadership Needs in an International Environment Due to the globalized economies and international firms, leaders are needed to bring vastly diversified teams together. Understanding leadership theories will help a firm understand how to recruit or develop leaders that will meet their needs. However, there are about as many theories on leadership as there are individuals who study leadership. In our discussion, we will analyze and evaluate ten theories of leadership, and then we will focus on generally recognized commonalities of these theories in building a cohesive team. We also need to understand the difficulties introduces by diversified international teams. Some of these issues are introduced by internal environments including culture, language, politics, and technology. We also need to understand appropriate actions in meeting these challenges. Analysis and Evaluation of...
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...Why we need to create a Leadership Program for Chinese Foreign Student studying in United States International student in USA 2013 report By Institute of International Education http://www.iie.org/Research-and-Publications/Open-Doors/Data Economic impact Strength * US open visa to Chinese, more students are coming to US to study—number of student increase enormously in past 3 years * 29% of 230,000 student from China hitsNear 70,000 in studying business and management * 20% of Chinese students have intention to practice in real job for 3-5 years ( 14,000 student) * About 5% of them wants to settle down in US | Weakness * Lack of resource to find Intern/OPT sponsor * Lack of skills to participate in a real industry practice | Opportunity * Huge gap between high end text book theory and low end operation practice * Students thirst for intern/job opportunities and willing to pay for it. * We have just the right resource for them * Chinese students are more attractive to companies/association in which they desire to open their China branch or desire to expand their service | Threats * No Company is willing to do babysitting for intern students * Associations provides little practice for intern students * Mandatory payroll requirements from government labor law? And wage requirement to get H1-B visa | Our resources: * 2010-2013 2500 students have successfully enrolled in US colleges/universities. 1000 of them will enter US to...
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...Reilly, A.H. and Karounos, T.J. (2009), “Exploring the Link between Emotional Intelligence and Cross-Cultural Leadership Effectiveness”, Journal of International Business and Cultural Studies, Vol. 1, Feb. 2009, pp. 1 – 13. Introduction Along with the globalization of business, many corporations are facing the challenge of operating in a different culture. The writers made a connection between emotional intelligence and cross-cultural leadership effectiveness to deal with this situation, this article also presented some significant results and implications which were greatly helpful for our company. This report is aimed at review the article and pick out something useful to raise staff awareness of cross-cultural issues. In this paper, I will summarize the key point of the article and evaluate some correlative information which can be applied to our company, then there will be a conclusion at the end of the report and two related references will also be given as well. Summary Reilly and Karounos (2009) exhibited Goleman’s research to identify the connection between emotional intelligence and leadership ability. Goleman (1998) claimed that the importance of emotional intelligence on the overall leaderships in organization is twice greater than the other two personal capabilities, technical skills and cognitive skill. The article showed the five components of emotional intelligence and their respective characteristics listed by Goleman (1998), which are exhibited on a...
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...AUTHENTIC VERSUS TRANSFORMATIONAL LEADERSHIP: ASSESSING THEIR EFFECTIVENESS ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR OF FOLLOWERS Thomas H. Tonkin Regent University ABSTRACT With the corporate scandals of the 2000s, many employees in organizations are clamoring for authenticity in their leaders. Though authenticity appears to be a noble trait, how effective is this as a leadership approach, specifically in increasing altruistic employee organizational citizenship behaviors? Is authentic leadership more effective than other leadership approaches, such as transformational leadership? This study examined the extent to which authentic leadership is a stronger predictor of employee organizational citizenship behavior (OCBs) compared to transformational leadership. The analysis also investigated the extent to which overall job satisfaction mediated the relationship between authentic leadership and OCBs. The findings suggest that in fact three out of the fours sub scales in authentic leadership had a positive effect on both overall job satisfaction and the OCB of altruism. This study implies suggestions for practical interventions based on the associated theories found in this paper. Keywords: Authentic leadership, transformational leadership, job satisfaction OCBs INTRODUCTION Though there are many theories on leadership, one view is agreed by most scholars, leadership is a real phenomenon that is critical for the effectiveness of organizations (Bennis, 2003; Yukl...
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...Developing an international manager Written and researched by Milan Manasievski Class: Concepts and principles of international management Lecturer: Bruce Gahir Introduction: In the paper that you are about to read I will describe in depth the differences between the eastern and the western style of management and processes that take place when adopting and using different management styles. In order to narrow it down and to make it a bit easier and more understanding for the reader I specifically chose two different countries to compare. The countries are different in almost every way regardless how you look at it. Different cultures, different values, different politics, people etc. The countries that I have chosen are China and USA. In this paper I will use a case study where a Chinese manager is sent to USA to manage a cross cultural team or professionals in order to meet the project requirements and deliver the work on time and 100% completed. Country profile: China Many of us were witnessing the economic growth and development of China and few other countries in Asia in the last few decades and this is one of the most important events in the history. This growth continues today and there is no actual reason why it shouldn’t continue indefinitely unless the highly unlikely event of international conflicts and war. China at present is the world’s leading economy. It has attracted about $450 billion of direct foreign investments from which 90% percent...
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...International Journal of Cross Cultural Management http://ccm.sagepub.com A Cross Cultural Perspective on Perceived Leadership Effectiveness Jun Yan and James G. Jerry Hunt International Journal of Cross Cultural Management 2005; 5; 49 DOI: 10.1177/1470595805050824 The online version of this article can be found at: http://ccm.sagepub.com/cgi/content/abstract/5/1/49 Published by: http://www.sagepublications.com Additional services and information for International Journal of Cross Cultural Management can be found at: Email Alerts: http://ccm.sagepub.com/cgi/alerts Subscriptions: http://ccm.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations (this article cites 6 articles hosted on the SAGE Journals Online and HighWire Press platforms): http://ccm.sagepub.com/cgi/content/abstract/5/1/49#BIBL Downloaded from http://ccm.sagepub.com at N E Wales Inst of H E on February 28, 2007 © 2005 SAGE Publications. All rights reserved. Not for commercial use or unauthorized distribution. CCM International Journal of 2005 Vol 5(1): 49–66 Cross Cultural Management A Cross Cultural Perspective on Perceived Leadership Effectiveness Jun Yan California State University, USA James G. (Jerry) Hunt Institute for Leadership Research, Texas Tech University, USA ABSTRACT We propose a theoretical model to explain how societal/cultural settings may influence the leadership perception processes of followers...
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...International Journal of Business and Management; Vol. 8, No. 24; 2013 ISSN 1833-3850 E-ISSN 1833-8119 Published by Canadian Center of Science and Education Transactional and Transformational Leadership: A Comparative Study of the Difference between Tony Fernandes (Airasia) and Idris Jala (Malaysia Airlines) Leadership Styles from 2005-2009 Arif Kamisan, P1 & Brian E. M. King1 1 School of Hotel and Tourism Management, The Hong Kong Polytechnic University, Hong Kong, China Correspondence: Arif Kamisan, P, School of Hotel and Tourism Management, The Hong Kong Polytechnic University, 17, Science Museum Road, East Tsim Sha Tsui, Kowloon, Hong Kong. Tel: 852-3400-2645. E-mail: 11555000G@connect.polyu.hk Received: May 27, 2013 doi:10.5539/ijbm.v8n24p107 Abstract Leadership plays an essential role in the success of managing organisation. The purpose of this paper is to examine the leadership styles of two leaders in managing the two biggest airline companies in Malaysia namely, Malaysia Airlines and AirAsia. The results showed that the strong leadership style and approach by the two have contributed to the success of the mentioned airlines. The transactional and transformational approaches have significantly given impact in managing the organisation in the current competitive business environment. Other leadership constructs such as entrepreneurial, ethical, innovative and creative have emerged from the two key leaders in this study and require further discussion in the future. Furthermore...
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...Leadership Defination of Leadership: Leadership has been described as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task".[1] For example, some understand a leader simply as somebody whom people follow, or as somebody who guides or directs others,[citation needed] while others define leadership as "organizing a group of people to achieve a common goal".[citation needed] different types of leadership: * Ambidextrous leadership * Democratic Leadership * Innovation leadership * Transactional leadership * Transformational leadership Innovation leadership involves synthesizing different leadership styles in organizations to influence employees to produce creative ideas, products, services and solutions. The key role in the practice of innovation leadership is the innovation leader.[1] Dr. David Gliddon (2006) developed the competency model of innovation leaders and established the concept of innovation leadership at Penn State University. As an approach to organization development, innovation leadership can be used to support the achievement of the mission or vision of an organization or group. In a world that is ever changing with new technologies and processes, it is becoming necessary for organizations to think innovatively in order to ensure their continued success and stay competitive.[2][3][4][5][6] In order to adapt to new changes, “the need for innovation in organizations...
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...30 countries, the Virgin Group has now expanded into leisure, travel, tourism, mobile, broadband, TV, radio, music festivals, finance and health and through Virgin Green Fund. (Finkle, 2011) For the purposes of this discussion I have been tasked with answering the following questions related to leadership in a question and answer format. With the first question I am to describe Branson’s leadership style in terms of the leadership models addressed in Chapters 10 and 11 of the text and evaluate the likely effectiveness of that style in the U.S. today. Afterwards I am to, recommend a different leadership style (or combination of styles) that would make Branson an even more effective leader. Along with, determining how Branson would develop and lead a global team working on a major project (e.g., space tourism). Followed by the last question where I am to discuss how you can incorporate some of Branson’s leadership qualities into you role at work or school. Describe Branson’s leadership style in terms of the leadership models addressed in Chapters 10 and 11 and evaluate the likely effectiveness of that style in the U.S. today. Sir Richard Branson’s leadership style is more focused on the end user experience doing publicity and promoting his...
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...Leadership and Teamwork: The Effects of Leadership and Job Satisfaction on Team Citizenship Seokhwa Yun1 Seoul National University Jonathan Cox Houston, TX Henry P. Sims, Jr. Sabrina Salam University of Maryland This study examined how leadership related to citizenship behavior within teams. Leadership was hypothesized to influence team organizational citizenship behavior (TOCB) either directly or indirectly through job satisfaction. Longitudinal data were collected in three waves. Leader behaviors were measured at time 1, follower job satisfaction at time 2, and TOCB at time 3. Results indicate that both empowering and transformational leadership related positively to TOCB through job satisfaction. Aversive leadership was related negatively to TOCB. Also, leadership was mediated by job satisfaction in negatively relating to team anticitizenship behavior. The implications and directions for future research are discussed. In what many call the postindustrial age, more and more organizations face high velocity environments which are characterized as dramatically changing, uncertain, and high-risk (Bourgeois & Eisenhardt, 1988; Riolli-Saltzman & Luthans, 2001). In such a dynamic environment, many organizations find the use of teams efficient and productive (LePine, Erez, & Johnson, 2002). For example, a recent survey found that most Fortune 1,000 firms use teams with at least some employees and that teams are one of the fastest growing forms of employee ...
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...of leadership. Discuss this statement and include in your discussion the factors behind this leadership deficit. 1.0 Introduction These decades, there are many challenges facing by Malaysia that need to be handle effectively in order for Malaysia to achieve its vision on 2020. Recently, the latest issue in Malaysia that got concern not only by Malaysian but also international community are ‘I want to touch a dog’ programme, Selangor MB crisis, changing Malaysian education system, GST (good and service tax) implement on 2015, lost of MH370, MH 17 incident and many more. These showed that Malaysia has lack of leadership in term of emotion awareness, lack of communication skill, information and knowledge and much more. Lack of leadership is one of the major challenges for Malaysia because an effective leadership are needed to handle these entire problems effectively. However, Malaysia undergo leadership deficit. Maintaining the political peaceful, economic growth, multi-ethnic citizen and develop higher education are examples of another challenges for Malaysia to manage nowadays. The concept of leadership is quite unclear and it is different from concept of management but both are important. According to Jackson (1993), leadership can be define as thought of as belonging to the individual rather than given by virtue of his or her position in organisational which can be seen as an ability to motivate others and to influence them. Meanwhile, Jacobs (1989) see leadership as skill...
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...Teaching Leadership; can it be done? David Ward Everglades University MAN 2435 Thesis When managing a complex entity in any industry, developing strong leaders is one of the most important assets to the longevity and success of that entity. Can this highly complex experience based social skill be passed down to younger generations through education? Developing strong leadership is a common focus in all industries, the argument that teaching the basics of leadership is merely a single step in developing the strong moral and ethical character defined in a good leader. Currently there are many programs in place with the sole intention of training new leaders and improving current leadership skills. However the debate remains, Is leadership a skill, or a trait? Whereas most management educators agree that is both a skill and a behavior, This mutual agreement has only widened the gap in defining whether or not leadership is something that can be taught. Is leadership based upon character, or is it something that can be developed like a skill? Leadership is deeply rooted in management research and development. Many top business schools are reported as such based upon by their publication of leadership coursework. Leading us to the presumption that leadership is widely viewed as an important skill set and our business education institutions are giving the education needed to develop competent leaders. Asking whether or not leadership can be learned is another way of approaching...
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...Improving Leadership Performance at GE Financial interview with dr. linda sharkey by richard sharp Dr. Sharkey is currently Executive Director of Executive Networks, Inc. and author of Optimizing Talent: What Every Leader and Manager Needs to Know to Sustain the Ultimate Workforce Linda Sharkey understands leadership. As Executive Director of Executive Networks, Inc.—an organization that connects key HR heads from the largest corporations in the world—she provides members with new ideas, advice, practical materials and “early warnings” on key trends and innovations. She is also Strategic Partner with the Vaya Group (formerly Corporate Insights), where she plays an integral role in their talent practice, and a founding member of the Marshall Goldsmith Group. Her past includes serving as V.P. of People Development at Hewlett-Packard, where she was responsible for establishing and driving the company’s talent management initiative, including a groundbreaking assessment process, which enabled the company to see the behaviors it most valued and culture it supported. But what Sharkey is best known for is the work she did with leaders at GE—championing a process that was described by CEO and business icon Jack Welch as a “best practice in leadership development.” At the core of that work are the surveys and inventories that Sharkey used while doing research for her dissertation—specifically, the statistically normed and validated tools created by Human Synergistics International (HSI)...
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...DEVELOPMENTAL LEADERSHIP PROGRAM Research Paper 11 An analysis of Leadership Development Programmes working in the context of development Heather Lyne de Ver & Fraser Kennedy February 2011 www.dlprog.org DLP Policy and Practice for Developmental Leaders, Elites and Coalitions DEVELOPMENTAL LEADERSHIP PROGRAM The Developmental Leadership Program (DLP) is an international policy initiative informed by targeted research and directed by an independent steering committee. DLP is supported by a global network of partners and currently receives its core funding from the Australian aid program. The views expressed in this publication are those of the author(s) and do not necessarily represent those of the Australian Government or any of DLP’s other partner organisations. i Contents Page Acronyms ii Abstract iii Executive Summary iv Introduction 01 1.0 An Overview of the Programmes Reviewed 03 2.0 An Overview of the Criteria for Selecting Leadership Development Programmes 05 2.1 Does the programme articulate its understanding of leadership? 05 2.2 Does the programme have a theory of change? 11 2.3 Who is the programme aimed at? 13 2.4 What are the programme’s methods and content? 21 2.5 Impact assessment and evaluations 32 3.0 Our Opinion 38 3.1. The Developmental Leadership Program’s View of Leadership ...
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...EFFECTIVE TRANSFORMATIONAL LEADERSHIP ACROSS CULTURES: THE ROLE OF CROSS-CULTURAL COMMUNICATION COMPETENCE Dr. Alexi Matveev College of Staten Island New York, NY, USA Dr. Elena Lvina Concordia University Montreal, Quebec, Canada Abstract New theoretical frameworks are needed to better understand effective transformational leadership in different cultural contexts. In this article we illustrate the relationship between transformational leadership and the cross-cultural communication competence frame. We show how national culture orientations and cross-cultural communication competence affect the full range leadership framework and transformational leadership dimensions. Attributes of effective leadership and the choice of communication strategies vary for different cultural contexts; however, the charismatic or value-based leadership dimension contributes the most to universally perceived effective leadership styles. We draw attention to the importance of transformational leadership research utilizing the cross-cultural communication competence construct. Introduction Transformational leaders rely heavily on their rhetorical skills in order to articulate a vision and create meaning for their followers. While the leader's message is important, the process by which it is communicated appears to be just as significant. The communication style is a critical distinguishing factor in whether the leader’s message will be remembered and endorsed. Flauto...
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