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International Leadership & HRM The effective leadership model

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Introduction

´╗┐University of UlsterStudent ID: B00630018 MSc International Business International Leadership & HRM The effective leadership model Student ID: B00630018 Contents 1.Introduction ??????????????????????????????????3 2. The Leadership Style ?????????????????????????????4 2.1 Charismatic leadership ??????????????????????????4 2.2 Transformational Leadership ??????????????????????..5 2.2.1 Idealized influence 2.2.2 Inspirational motivation 2.2.3 Intellectual stimulation 2.2.4 Individualized consideration 2.3 Transactional Leadership ?????????????????????????6 2.4 Patriarchal Leadership ??????????????????????????..7 2.5 Participative leadership ??????????????????????????7 2.6 Servant-Leadership ????????????????????????????.8 3.Conclusion ???????????????????????????????????.9 4. References ??????????????????????????????????.10 1. Introduction With the development of globalization, the effectiveness of the enterprise management and leadership has become an important part of company operation. Managers in the enterprise play an important role is to lead. Effective leadership is the key factor for enterprise survival and development; it has been proved by the fact that many successful businesses. Muenjohn (2007) point out that sensitivity to the needs of others, understanding to the work, dealing with problems stead fast, confident, eager to take responsibility and control power, is an important leadership traits. Focuses on the leadership skills of leadership effectiveness (Madzar, 2005), such as business leaders need technical skills, interpersonal skills, and conceptual skills. From the perspective of the leadership behavior, focus on the leadership needs to produce what kind of leadership behavior, can significantly affect the effectiveness of the organization. Early studies of leadership behavior are divided into two main parts: interpersonal leadership behavior and task-oriented leadership behavior (Mastrangelo, Eddy and Lorenzet, 2004). And focus on these two aspects of leadership behavior with the "organizational performance", "employee satisfaction", "employee turnover" and "employee absenteeism?, and the relationship between those parts in order to understand what kind of leadership behavior is more effective. ...read more.

Middle

2.2.2 Inspirational motivation Leaders will show their high expectations to employee, which inspire them to join the team and be the one part of the team. Leaders often use the team spirit and emotional appeals to achieve team goals. So that the performance obtained during the struggle for self interest, which is higher than staff performance. 2.2.3 Intellectual stimulation The key point of intellectual stimulation refers to encourage innovation and challenge employee. Leaders inspire by intelligence excitation can make subordinate in consciousness, which can make change for formation of beliefs and values. 2.2.4 Individualized consideration Personalized care refers to care about each subordinate, attaches great importance to the individual needs, abilities and desires, patience careful listening, and according to the different situation of each subordinate and need to train and guide the distinguishing of each subordinate. Transformational leader same as consultant, which can help staff to cope with challenges in the process of growth. 2.3 Transactional Leadership There is unlike between transformational leadership, transactional leadership is based on the point of social transaction, the relationship between leader and subordinate contract behavior is a kind of reality (Schafer, 2009). Garcia (2006) said transactional leadership is a process of leaders and subordinates to achieve mutual benefit through negotiations, the leader and subordinates under the principle of minimum and maximum benefit, to achieve common goals. The behavior of the transactional leadership style mainly includes two aspects, which is contingency reward and exception management (Mastrangelo, Eddy and Lorenzet, 2004). ...read more.

Conclusion

* Leaders go beyond self-interest to serve others, regardless of personal interests and willing to help and guide the subordinates. Servant leadership as servant of all, in the group and inconspicuous, unknown to provide resources and support to other members of the group, but not for others to recognize or acknowledge. Cohen (2010) point out that, through uninterrupted service behavior, servant leadership eventually becomes a key figure can determine group survival, and take on leadership positions. 3. Conclusion Those six kinds of leadership styles have similarities, but also very different in each parts. Their main similarity is that each style of leadership behavior classification basically with "human oriented" and "task oriented" as the core, which emphasizes leaders should not only pay attention to the needs of the subordinates and growth, also need to focus on the goal and task. Those six leadership styles are the different relationship between leader and subordinate position, which reflects the unique function of each model. Charismatic leadership, transformational leadership, transactional, paternalistic leadership is all let the "leader" as the center, which emphasizes the subordinate receive tasks from leaders and responsible for the leadership, leader will give more control and instructions. Servant leadership and participative leadership is let "employees" as the center, stressed that leaders need to be more multidirectional subordinates to provide services, guidance and support, to help subordinates to complete the work. Enterprises can apply the six kinds of leadership in daily management, will effectively improve the quality of management, and improve enterprise efficiency level. 4. ...read more.

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