Solution
Sarabjeet answered on
Aug 23 2020
Leadership
Leadership
Leadership August 23 2018
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Table of Contents
Solution 1 3
Solution 1.2 4
Solution 1.3 5
Solution 1.4 6
References 7
Solution 1
Leadership varies according to national conditions. Managers are advised not to assume that leadership styles or characteristics that operate successfully in their home country will achieve the same successful leadership a
oad. When leaders do not adapt to local conditions, they will not be good in other cultural settings. One possible reason many managers fail in international assignments may be that they are unable to change their behaviour and adopt leadership styles to be consistent with the cultural environment. This difficulty of adaptation is more difficult than most people think. Without adequate cross-cultural training and awareness, many previously successful managers will continue to apply their national leadership practices in their organizations. In auniversal work environment, having a global team is turn into the norm. Whether the leader is “Oriental” or “Western” will affect how they work together with their workforces. These disparities can be sharp and sometimes i
itating. In some cultures, shame may be considered rude. For others, aggression may seem overwhelming, even though they come from the route they came from (Densten, 2015). The style of the leader includes their relationship with others inside and outside the organization, how they view themselves and their positions, and – to a large extent – whether they succeed as leaders. How do specific leaders get started when they need to complete a task? What should the leader do if there is an emergency? If the organization needs community support, how does the leader mobilize it? All of this depends on leadership style.
Solution 1.2
There is ample evidence that people prefer specificbehaviours and characteristics of leaders, reliant on their social background. Numerous cultures in a world have dissimilar images that show the difference between successful leaders. However, there is also evidence that the behaviour and characteristics of some leaders are culturally universal, which is almost endorsed or accepted by almost everyone. Dorfman believes that leadership evaluation is different from a society. With that said, an acceptable behaviour in one country may be unacceptable in another. The cultural and institutional environment provides a framework for people to explain the behaviour of leaders (Griffith, Connelly, Thiel& Johnson, 2014). The focus is on that how organizations, parastatals,institutions, industries as well as countries can achieve effectual leadership styles to attain their stated objectives. Whether in organization, religion, politics, education,business, sports and institutions, truly conscious leaders are vacuum. There is an urgent need for capable, principled, conscious, compassionate and sensitive leaders. In this regard, the research emphasis will be upon the requirement to understand what is the leader furthermore what makes followers. Distinguish the potentials of followers andleaders. A variety of leadership styles and how to set and achieve goals. People who are considered leaders in a society may have different characteristics than those who are considered to be leaders in diverse cultures, because every society has the ideal perception of a leader prototype. When we perceive certain characteristics of anindividual, we think that this individual is the leader. For instance, a charismatic, caring and confident person might be considered a leader as we believe that these qualities are co
elated to becoming a leader. These leadership models are socially driven and might have lots to do with the history of a country along with its heroes (Liu, 2017).
Solution 1.3
I believe that each cultural group has different types of transformation leaders. Transformational leaders are managers who exceed transactional leadership by describing their idea,
eaking status quo, giving plans andgoals, giving objectives or meaning to achieve objectives, motivating risks, establishing a foundation and high ethical and demonstrate ethical standards. Transformational leaders supersede because their juniors respond to them along with great levels of achievement, personal dedication, awe, enthusiasm about the ideas of leader and the readiness to sacrifice for welfaresof the company. Though, there are transformation leaders in entire nations, the similar leadership qualities and behaviors should not lead to the successful transformational leadership (Martinko, Harvey & Douglas, 2017). The charm must come into fundamental cultural values, in addition, attract national social myths and heroisms. The main assignment to leaders is the responsibility for job performance. When deciding how to respond to behavior of subordinate, the leader builds two vital distinctions, internal attribution and external attribution. The glamorous leadership style depends on the charisma and conviction of the leader. Enthusiastic leaders are propelled by their devotion and convictions to the matter.
Charismatic leaders are also called transformation leaders as they have various similarities. Their biggest variance lies in the audience and focus. Glamorous leaders frequently try to improve a status quo, whereas transformational leaders concentrate on the vision of transforming companies into leaders. The Charismatic leaders are generally identified during times of crisis,besidesexpress special dedication and proficiency in their field. They are generally people with the clear vision of politics or business and are capable to connect with the large audience (Schau
oeck& Shao, 2012). If you do not focus on the leader then the charismatic leadership definition is incomplete. Apart from other trendy leadership styles, the charismatic leadership relies on the character and conduct of a leader - not the structure orprocess.
Solution 1.4
Leadership attribution methods focus on how leaders determine the behaviour of subordinates. In particular, the method can be considered as a cognitive bias depending on the circumstances of the particular situation (Shapira, 2018). For example, when someone works with dark circles, everyone thinks that this person is almost normal in the battle. In fact, the condition of dark circles may be different, such as a car accident. Due to the same type of cognitive bias, basic attribution e
ors may surface. For example, if an employee does not complete the task in time, the manager can assume that the employee lacks a sense of urgency. When evaluating employees within an organization, leaders may underestimate the impact of external factors while overestimating internal factors. Due to behaviour, it leads to basic attribution e
ors. When this happens, the leader focuses on the internal factors of the employee, enabling them to work more efficiently within the organization. In addition, basic attribution e
ors cause managers to believe that employees perform better or worse because of their personal characteristics. Some of the impact of multinational company leadership on basic attributional e
ors can be explained by cultural differences. An example I can think of is based on my experience in Italy, where punctuality is not a major issue. In contrast, the United States attaches great importance to punctuality. If a multinational manager from the United States is not culturally aware of the Italian culture, when their subordinates work late, there may be a basic attribution e
or (Stojanovic-Aleksic, 2016).
References
Densten, I. (2015). The Relationship Between Visioning Behaviours of Leaders and Follower Burnout. British Journal Of Management, 16(2), 105-118.
Griffith, J., Connelly, S., Thiel, C., & Johnson, G. (2014). "How Outstanding Leaders Lead With Affect: Examining Charismatic, Ideological, And Pragmatic Leaders". Academy Of Management Proceedings, 2014(1), 11110.
Liu, Y. (2017). Unpacking the Relationship Between Value and Empowering Behaviours of Leaders. Psychology And Behavioral Sciences, 6(5), 79.
Martinko, M., Harvey, P., & Douglas, S. (2017). The role, function, and contribution of attribution theory to leadership: A review. The Leadership Quarterly, 18(6), 561-585.
Schau
oeck, J., & Shao, P. (2012). The role of attribution in how followers respond to the emotional expression of male and female leaders. The Leadership Quarterly, 23(1), 27-42.
Shapira, R. (2018). Moral Slumping of Ex-Trusting Transformational Leaders, Prolonged Dysfunction, and Camouflage by Charismatic Postures. SSRN Electronic Journal.
Stojanovic-Aleksic, V. (2016). Followers in the organizational leadership process: From attribution to shared leadership. EkonomskiHorizonti, 18(2), 139-151.
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