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Leadership is the Essence of Fostering Good Governance. Discuss.

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Leadership And Governance (MGMT 20125) Assignment 1 Leadership is the Essence of Fostering Good Governance. Discuss. Name: Chulliparambil Kumar Student Number: s0054795 Introduction Like love, death, money, politics, and war, the subject of leadership is one that is continuously under discussion. Yet, despite all the attention given to leadership and its recognized importance, leadership still remains pretty much of an unexplained and confusing concept. There are innumerable theories that explain various facets of the leadership phenomena but unfortunately there is no comprehensive and general theory of leadership, which can make our overall task of understanding leadership easy and simple. One of the best ways in which we can enhance our understanding of leadership is to see how various students of the subject have defined leadership (Dessler 2001). All enterprises and organizations, for profits and nonprofits, which conduct their business through genuine involvement and respect for those who work in them, achieve superior results. This is one of the critical aspects of management and leadership. Seeing that it happens is part of governance. The process of change constitutes organizational and personal development (Dessler 2001). In this essay we critically analyse whether leadership is the essence of fostering good governance and give theoretical proof whether it is true or not. Leadership and management literature is full of definitions of leadership as almost everyone who seems to have studied the subject has formulated his / her own definition. This thought has been expressed by Stodgill (1974) ...read more.


Good leaders should delegate and empower others liberally, and pay attention to details. When every one seems distracted which is natural to happen a leader should be vigilant . He should get the others attention to the work they are supposed to be doing. He should also try to get the others to work long with him. Further the leader is supposed to look after the welfare of the team members .He should look after his team members he should bring the problems his team is facing too the attention of his superiors and he should get the problems resolved with out any delay (Weidman 2003). It is the skill of the leader to look below the surface. As a leader you should be able look deeply and thoroughly and the leader should not avoid this simply because he might not like what he finds. A leader is always a good listener. The most valuable assets in an organisation are its people. Endeavours succeed or fail because of the people involved. The leader should be able to create an environment where the best, the competent and the most creative are attracted, retained and most impotently heard (Hill & Jones 2004). In order to be effective leader, the leader should be also a simplifier. The leader should keep things simple. He should be able to cut through doubt, debate and arguments to offer a solution that everybody can understand. He should be able to articulate vivid, important goals and values, which are used to drive daily behaviours and choices among competing alternatives. ...read more.


Entrepreneurial firms may present an additional context where leadership/performance relationships are most salient. In contrast to the perspective that leadership is necessarily constrained in organizational settings, there are several aspects of entrepreneurial firms that facilitate leaders' ability to affect change and performance. It has been observed, for example, that CEOs and directors are less constrained by organizational systems and structures in smaller firms (Meyer & Dean, 1990). The size of the firm is also a factor in managerial discretion; specifically, officers are more likely to be influential in smaller firms (Finkelstein & Hambrick, 1996). Also, the smaller firm may facilitate power and more narrowly focus firms' planning, core knowledge, and environmental scanning processes (Baysinger & Hoskisson, 1990). In the following sections, we provide overviews of the areas in which an examination of governance/strategic leadership in entrepreneurial firms may be productive. For instance, CEOs in these firms are often the individual who founded (or co-founded) the organization ( McConaughy et al.1998). We also include venture capitalists in our review. While many entrepreneurial firms will not have exposure to venture capitalists, for those that do, venture capitalists can significantly impact firm performance. Also, venture capitalists are a relevant stakeholder for the entrepreneurial firm as they often impose various forms of governance on firms in which they hold equity (e.g., Bruton et al. 1997). Consistent with the strategic leadership and governance literatures, then, we include overviews of CEOs/founders, CEO duality, TMT members, boards of directors, and venture capitalists. To conclude it is quite evident from the above discussion that leadership is the essence of fostering goog governance. ...read more.

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