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.
This assessment is best applied, as was the case in Liu's study, among Japanese leaders being assessed by their Chinese employees; the same finding cannot be applied when Chinese employees were asked to assess their Chinese leaders'/managers' effectiveness in terms of leadership. Correspondingly, Chinese leaders are considered effective if they maintain a "frequent, mutually beneficial interaction" with their Chinese employees."
This "discovery" on the unequal assessment of organizational members on leaders with different cultural backgrounds, demonstrates the complex nature of effective leadership in multicultural settings. Liu's conclusions include the insight that,
The synergistic rule suggests that both cultural groups must together overcome difficulties and strengthen their relationship. Unilateral effort is typically inadequate for developing strong intercultural bonds. Together they discuss the nature of effective leadership and publicly decide whether they want the teams to adopt cooperative goals as a common vision...The learning rule suggests that they reflect upon and...
Cultural knowledge cannot be applied mechanistically and is only a general guide for action (743).
The author's conclusions demonstrated a combination of both Dulewicz's and Hughes' generalizations on how an equilibrium between knowledge and expertise in the organization's operations and corresponding establishment of personal relationships with members create the "right" level of leadership that is considered effective in the organizational setting.
Bibliography
Corderman, D. (2006). "What is leadership?" FBI Law Enforcement Bulletin, Vol. 75, Issue 2.
Dulewicz, V. (2003). "Leadership at the top: the need for emotional intelligence in organizations." International Journal of Organizational Analysis, Vol. 11, Issue 3.
Hughes, R. (2005). "Five steps to leading strategically." T+D, Vol. 59, Issue 12.
Liu, C. (2004). "Effective Japanese leadership in China: co-operative goals and applying abilities for mutual benefit." International Journal of Human Resource Management, Vol. 15, Issue 4/5.
Bibliography
Corderman, D. (2006). "What is leadership?" FBI Law Enforcement Bulletin, Vol. 75, Issue 2.
Dulewicz, V. (2003). "Leadership at the top: the need for emotional intelligence in organizations." International Journal of Organizational Analysis, Vol. 11, Issue 3.
Hughes, R. (2005). "Five steps to leading strategically." T+D, Vol. 59, Issue 12.
Liu, C. (2004). "Effective Japanese leadership in China: co-operative goals and applying abilities for mutual benefit." International Journal of Human Resource Management, Vol. 15, Issue 4/5.
It has been suggested further that the transformational leadership is a special type of transactional leadership because both leaderships are goal oriented. The difference comes from the way methods used to motivate people and the goal sets (Hater & Bass, 1988). Thus, one model is based on the leader's power to inspire followers and the other is based on the leader's creativity regarding the reward system. The goals are
Leadership The balanced scorecard concept highlights a number of different measures that reflect on the success of a company. These measures include the normal financial measures that corporations use, but also measures relating to the customer, to the staff and to the environment/community. The leader must therefore take into account these different dimensions -- innovation, processes, financial outcomes and the customers -- in order to ensure that the company excels (Kaplan
Furthermore, there are a number of similarities and overlaps between such leadership theories that do not prevent their being characterized as transformational in nature. For example, "Most leaders behave in both transactional and transformational ways in different intensities and amounts; this is not an entirely either-or differentiation" (Miner, 2002 p. 743). One of the more interesting issues to emerge from the research is the need for transformational leaders to teach
Leadership Skills Impact International Education CHALLENGES OF INTERNATIONAL EDUCATION Practical Circumstances of International schools THE IMPORTANCE OF LEADERSHIP IN EDUCATION What is Effective Leadership for Today's Schools? Challenges of Intercultural Communication Challenges of Differing Cultural Values Importance of the Team Leadership Style LEADERSHIP THEORIES Current Leadership Research Transformational Leadership Skills-Authority Contingency Theories APPLYING LEADERSHIP IN AN INTERNATIONAL SETTING Wagner's "Buy-in" vs. Ownership Understanding the Urgent Need for Change Research confirms what teachers, students, parents and superintendents have long known: the individual school is the key unit
Introduction to Portfolio: Leadership Theory and DevelopmentThis portfolio showcases my development both as a leader and also someone learning about leadership. It contains documents such as my personal philosophy of leadership, my resume, and my personal development, spirituality, and growth as a leader. As well as discussing my personal concept of leadership, it also examines how organizational development, change theory, humor, and the importance of communication within organizations are linked
.....leadership outlines a number of different hypotheses regarding leadership style that have emerged over the years. At the intersection of traits and more progressive views of leadership style is the idea that emotional intelligence is a significant contributor to leadership success. Similarly, it has become leadership orthodoxy that transformational leaders are more successful than transactional ones. Given that transformational leadership requires the leader to inspire and motivate followers, and that