Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
HRM
Leadership Issues at LG Displays
LG Display appear to have some issues leadership issues, with the way managers are interacting with the employees, with employs having a lack of trust and faith in the managers. The managers appear to assume that they the power to act in an arbitrary fashion, which is perceived as being unfair and detached by the employees, using their power in more of a coercive manner, rather than being seen as legitimate power, as it is only those who drink and smoke with the managers that good the good annual assessments. Coercive power is seen where an individual has the ability to use their power to punish others, this along with the lack of respect which undermines the potential for referent power which benefits leaders when it is present (Northouse, 2009).
The employees feedback also indicate a lack of communication and detachment, managers appear to have little knowledge of their employees jobs and roles, and the work they do, sometimes not knowing what responsibilities existed and other times failing to acknowledge hard or good performance while blaming employee for bad performance. Overall, the management style is one that is based on an assumption that employees should do as they are told, and that the position of manager automatically comes with certain powers which do not include considerate...
This approach may be characterized as autocratic or command style of leadership; where managers expect to be obeyed without questions and are task rather then people focused (Buchanan and Huczynski, 2011; Northouse, 2009).
Recommendations
To rectify the situation a number of measures may be considered, these deal the processes and the leadership styles. There are a number of models which look at leadership and assess the way in which leadership is, or is not, effective. An effective model to use is that of Goleman (2000), who postulates there are six potential leadership styles, and that a leader will be able to adapt to meet the needs of different situations. The six styles are coercive, authoritative, affilitive, democratic, pacesetting and lastly a coaching style (Goleman, 2000). Their needs to be a culture change that will allow the managers to develop their skills and knowledge of leadership in order to provide the leadership style that is most needed at any point in time. The current command or autocratic style may be good in emergency situation, but it is not associated with motivation and trust in the long-term (Buchanan and Huczynski, 2011; Northouse, 2009). The ability to adopt more democratic and coaching styles would be beneficial. This is likely to include more training…
References
Adams, J.S. (1965). "Inequity in social exchanges," in Berkowitz L. (ed.), Advances in experimental social psychology Vol. 2, pp. 267-299, New York: Academic Press.
Buchanan, D; Huczynski, A, (2010) Organisational Behaviour, Harlow, FT/Prentice Hall
Goleman, D, (2000, March - April) Leadership that gets results, Harvard Business Review, p 78-90
Northouse, PG, (2012), Leadership: Theory and Practice, Sage Publications, Inc.
Leadership Theory in a Changing and Globalizing Marketplace Modern business practice is permeated by the complexities of a changing world. The impact of globalization on the cultural makeup of companies, the effects of the global recession on the conventions of daily business and the evolutionary shifts brought on by emergent technology all call for an orientation toward simultaneous stability and adaptability. Only under the stewardship of a qualified, communicative, flexible and
Leadership Theories The role of leadership in business organizations Many leadership theories have been applied, in different organizations, to help in attainment of the objectives of the organization. Leadership theories are many, but the most common include the trait theory, which assumes that different people inherit the qualities and also traits of leadership and later suit for the position of leadership. The characteristics related to the trait theory are behavioral and personality
Leadership Theories and Approaches Leadership According to Kurt Lewin, all leaders fall into three basic categories: autocratic, participative, and democratic. I would describe my current supervisor as basically autocratic in her demeanor, although in a moderately benevolent way. I work as a respiratory therapist in a hospital. My supervisor must ensure that patients are seen in a timely fashion, and that all medical personnel comply with basic safety regulations. She oversees scheduling
The four Blanchard leadership styles include: 1) directive; 2) managing; 3) coaching; and 4) delegating. (Clawson, 1989) 2) House's Path Goal Theory of Leadership - the motivational function of the leader consists of increasing personal payoffs to subordinates for work-goal attainment and making the path to these payoffs easier to travel by clarifying it, reducing roadblocks and pitfalls, and increasing the opportunities for personal satisfaction en route. (Clawson,1989) V. CHARISMATIC THEORY Charismatic leadership is measured
The benefits of high-quality relationships come from relational resources (Wright, et al. 2005) they create. Such resources include durable obligations (e.g., arising from feelings of gratitude, respect, and friendship), network contacts and connections (including privileged access to information and opportunities, social status, and reputation of influential others), and the ability to have open information exchanges with those around them (Valle & Halling, 1989). Relationships that do not develop so well are
Organizational transformation, once seldom required, is now required frequently in many organizations. This places increased emphasis on the importance of leaders with transformational skills. The other way in which globalization has impacted leadership is the increased need for "soft" skills. The human element of leadership was virtually irrelevant during the early 20th century, as labor was viewed as little more than a commodity. However -- and in particular in