Leadership is an art, which is developed within a personality by virtue of some external or inhibited effects, which dictates the proceedings towards the same. Some of the leadership theory in this context is very important to judge the included characteristics in the two given case studies. Behavioural theory is very helpful in analyzing the leadership characteristics because it states that leaders can be categorized based on their characteristics. Some of the identified leadership characteristics are Autocratic, Supportive, Transactional and Transformational (Miles 2012). The main purpose of this assignment is to understand the different kinds of leadership styles through the examples of two case studies.
The Participative leadership styles are highly appreciated because of the fact that it is highly productive in both the business and the employee relation terms. Such kind of leaders make gutsy decisions when needed the most and never hesitate in coming closer to the employees as these leaders believe that motivated employees are a valuable asset for the organization. The leadership style this encourage its inhibitors for being self-motivated towards measurable risks for the betterment of organizational perspectives. Leaders of this kind do also believe in motivating employees also as they believe that employees are the biggest asset for an organization. Employees are even bigger and important the customers as satisfied employees would certainly make ways to the high quality customer service (Goetsch and Davis 2014).
Few of the cited examples do very well support the fact that Branson is participative kinds of leaders. In the given case study, Branson does show that the CEO has high compassion towards the employee. Branson does believe that employees are the biggest asset for an organization, which is because of the fact that Branson often shares some moments with employees. The CEO never hesitates in motivating employees. The CEO is unique in some ways such as the person never set any bar for taking holidays. According to Branson, employees should have all the liabilities to avail their holidays based on their own requirement. This according to him is perhaps the best way to derive the productivity out of employees. The CEO also believes that employees are more valuable than customers are, as their satisfaction level would certainly encourage them for making customers satisfied (Durepos and Mills 2012).
Terry Gou leadership style is more of “transactional” kinds, which only knows the production and nothing else apart from that. The leadership of such kinds never cares for any emotion whatsoever because productivity is the most important things for such leaders. The CEO of the Foxconn Company is very autocratic in leadership, which follows the making of strategies simply on its own credentials. It does not have any faiths on others. Such leaders do not care the emotional factors of employees. The CEO of the Company is completely opposite to that of Branson who believes motivating and satisfying the needs of employees. Terry does not care for any tolerance, which the employees are having. The CEO just cares for its style of leadership and the given deadline for the particular task (Turner 2014).
The characteristics of such leaders are often not acceptable in most parts of the world; however, it is happening in Foxconn, which is majorly because of the pressure it receives from the Apple Company. The pressure is to maintain a fast manufacturing of bulk orders. This because of the fact that the CEO does not allow any sighs of relief to its employees. Most heartening, sometimes employees do need to work for the entire day; which is painful from the perspective of other countries. However, the leadership style is little justified if the pressure from the Apple Company is considered. However, even in that case, these employees are doing wonders for the Company. Nevertheless, some of the employees have also committed suicides. However, the CEO did not show any sign of worries. The CEO is maintaining the same style, which is best suited to its personality (Northouse 2012).
Some of the examples do very well support the fact that Terry is transactional kinds of leader, which does not have any priorities for the values of employees. The CEO is very keen in instructing then high-end performance by giving their utmost dedication without caring for the personal needs. This is because of such reasons that few of the employees had even committed suicides because they were not able to tolerate the extra pressure. Instructing employees to work for 24 long hours is nothing but cruelty, which is testing the patience level of employees every time. The CEO is however bound to take such moves as it receives enormous pressures from the Apple Company for fast manufacturing of units. This is because of the fact that the CEO is offensive in nature and believes in taking every penny out of his employees. The cases of suicides had not made any affects whatsoever on its personality. Terry is entirely a different leader that Branson who respect his employees and believe in giving them utmost supports to motivate their proceedings (Goleman, Boyatzi and McKee 2013).
The path goal leadership theory doe support a leadership style, which is best suited the working environment or the employee’s requirement (Nahavandi 2016).
Directive, Supportive, Achievement-oriented and Participative are the four kinds of leadership traits, which the theory describes. Directive leadership style is more oriented to the set goal, which does not deter from his or her goal. It carries on moving with unique strategies to justify the set goals. Supportive kinds of leadership styles encourage its inhibitors for providing utmost support to the project as well as to the employees. Employees are important for them as well as the organizational goals. Achievement-oriented is a kind of leader, which knows nothing but the target. These kinds of leaders are often found strict in behaviour with their employees as they have higher values to the given task. Participative is the one kind, which is widely admired by employees and the experts. This is because of the fact that these leaders do believe in motivating employees. According to such leaders, employees are the biggest asset for an organization, which needs to be motivated in order to have the best results outcome from them (Hargreaves and Fink 2012).
For Richard Branson, Participative, Achievement-oriented and Supportive kinds of leadership styles are well justified. This is because of the fact that Branson strongly believes in making its employees motivated. This is one thing, which compels him for allowing the decision making on taking holidays to its employees. According to him, this is best for the high-end productivity. This explains the supportive kinds of leadership styles in Branson. The CEO is often known to take risks that are still calculated. The signing of an unknown progressive rock musician does simply reveals the decision-making skills in him. The decision eventually ended up fetching the highest number of selling in the history of music with the album Tubular Bells. This is one of his moves, which clearly indicates towards a fact that the leadership style of Branson does also inhibit the qualities of Achievement-oriented and Supportive. The CEO is supportive to the organization with its gutsy decision-making skills (Chhokar, Brodbeck and House 2013).
Terry’s leadership styles are the composition of both the Directive and the Achievement-oriented skills. This is very much evident in its style of leadership, which only knows the completion of the given project within the set deadlines. The cases of suicides do very well illustrate the fact that Terry was more targets oriented. The CEO has no compassion for the employees, which is a matter of sadness majorly (Chemers 2014).
The leadership style of Branson is highly acknowledgeable from the perspectives organizational betterment. This is because of the fact that Branson has high values to its employees, which is very important to have production from them. A self-motivated employee can do wonder for the organization. This is perhaps the best way to take best out of employees. The leadership style of Branson can very well enhance the motivational level in employees. This can well be understood from the Motivation theory of expectancy, which supports a fact that employees are needed to be motivated in order to attain a highly incremented output from them. This is like motivating employees and expecting the desired outcomes. The leadership style has enabled the oddest things into maximum success. One of the examples of the success can be understood from the stupendous success of Tubular Bells. It was indeed a gutsy move from the CEO of the Company (Ciulla 2014).
The leadership style of Terry finds fewer acknowledgements in some other parts of world. This is because of the fact that the leadership style of Terry is more a target oriented, which does not have any cares for employees pain and requirement. This is because of such reasons that some of the employees of the Company had also committed suicides. The leadership style of Terry is less motivating highly discouraging for the fighting spirit in employees. The motivation theory of expectancy does very well support the fact that leadership style of Terry is less acceptable across the globe. The theory of expectancy does encourage for motivating employees; however, Terry believes in making decisions and instructing strict orders for the employees. The given case study does indicate towards few of suicidal cases happened because of the strict leadership style of Terry (Hackman and Johnson 2013).
The leadership style at Foxconn can well be improved to a fewer degree if it adopts the rewarding system and the highly incremented promotions of employees. This is because of the fact that the monetary benefits do excite the perspiration of high number of employees. If employees are getting high amount of salaries and along with that, they are also getting huge incentives and other extrinsic rewards, employees then well be guided towards a directional move. It is not only sufficient as the leaders himself is required to stepped down at the workplace sometimes for encouraging its employees and promising the highly incremented benefits. It is helpful in attaining the dedicational works from employees. Nevertheless, the nature should be polite and approachable; however, it should also focus highly on the set work targets (Northouse 2012).
The approach is quite possible for some other parts of world; however, the Chinese are not very fascinated towards the mentioned changes. This is because of the fact that they believe in doing extensive hard works. They have examples of motivational kinds of leadership in front of them but still, they are more close to the directive and achievement-oriented kinds of leaderships. The work payment is high in China; however, they are not comfortable in taking some time out to motivate its employees. The autocratic leadership style is well prevalent in China, which encourages its leaders for strict works and hard rules for employees. They better knows their works only (Nahavandi 2016).
The leadership style of Branson is supportive to the organizational betterment and for the betterment of employees. The leadership style of Branson is very productive for the organizational purposes. The leadership style of Terry is also available in some parts of world. They are also producing results but they are not ideal leaders. Employees work under such leaders because of only the monetary benefits and because of a fear to lose the job. Job switching is never possible at frequent rate.
Chemers, M., 2014. An integrative theory of leadership. Psychology Press.
Chhokar, J.S., Brodbeck, F.C. and House, R.J. eds., 2013. Culture and leadership across the world: The GLOBE book of in-depth studies of 25 societies. Routledge.
Ciulla, J.B. ed., 2014. Ethics, the heart of leadership. ABC-CLIO.
Durepos, G. and Mills, A.J., 2012. ANTi-History: Theorizing the past, history, and historiography in Management and organization studies. IAP.
Goetsch, D.L. and Davis, S.B., 2014. Quality Management for organizational excellence. Upper Saddle River, NJ: pearson.
Goleman, D., Boyatzis, R. and McKee, A., 2013. Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press.
Hackman, M.Z. and Johnson, C.E., 2013. Leadership: A communication perspective. Waveland Press.
Hargreaves, A. and Fink, D., 2012. Sustainable leadership (Vol. 6). John Wiley & Sons.
Miles, J.A., 2012. Management and organization theory: A Jossey-Bass reader (Vol. 9). John Wiley & Sons.
Nahavandi, A., 2016. The Art and Science of Leadership -Global Edition. Pearson.
Northouse, P.G., 2012. Leadership: Theory and practice. Sage.
Turner, J.R., 2014. The handbook of project-based management (Vol. 92). New York, NY: McGraw-hill.
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