This article is highlighting the significant role of leaders which make them an effective in the eye of subordinates and business owners. According to the viewpoint of Live Oak Bank, (2020) leaders are responsible to motivate their subordinates towards the right path by following the norms of organizations. However, leadership is a function that is requisite at every level of management whether it’s top or lower. Some of the major roles of leaders are- designing vision, establishing an effective organizational structure and interaction protocols, need to become an outstanding role model, inspired others, empower, and effective management of time. This shows that leaders are having a special power as compared to subordinates in order to perform various complex activities. Therefore, the roles of leaders are to manage distinct activities for attaining set targets in a defined time manner to become an effective leader. This particular method is first-hand data that are collected from the targeted response through conducting a survey, interviews, and observations. It is considered more effective because of fewer chances of accuracy.
This article is focussing on distance which emerges in workplace because of power which means that level of getting uneven distribution of authority by those members who are enjoying minimal power. As per the article, high power distance culture is an authority-based environment where employees and employers discriminated on the basis of power to perform their assigned job role in a corrective way. Somehow this element plays a major role in converting the positive environment into negative because employees feel neglected because of power differences such as; feel underestimated, neglected, dominated, overpowered, and discriminated. Power distance signifies the difference between employees based on power where workers depend upon their supervisors to perform their allocated role. It’s the responsibility of leaders to use their potentiality and learn how to become an outstanding leader in High Power-distance culture. Therefore, this research is covering the element through which a common leader is becoming an effective one in High Power-distance culture. Simply, high-power distance culture is an environment of business where individuals are differentiating on the basis of their power or authority. Therefore, this creates a different culture in which leaders have to behave under power and maintain a line between them or juniors. It shows the relationship between distance because of power, empowerment and involvement of team which is generally more complex in understood. In fact, this study is conducting deeper study on power-distance before arriving at final conclusions about the proposed problem of power-distance culture. However, the design generally helps the researchers to analyse the subject instead of knowing the other factors. Similarly, the experimental design has been used to centrally with the construction research that is having a high amount of validity. It will further assist in developing the current implication or benefits from the research work.
This literature is reflecting the leadership and supporting the concept by showing that how much it is important in the success as well as failure of an organization. In fact, eminent element of this research related to leadership is to identify why few individuals perform effectively whereas other low levels of effectiveness. Author states that, an effective leader are those members who consider all the ethical principles while performing their role whereas ineffective never follow the rules or regulations as well as pressurize their subordinates. At the same time, an effective leader understands the feelings of others while deciding and always motivate employees to perform their job by following the provisions of business. Whereas, ineffective leaders are self-obsessed and failed in making the correct decision without understanding the viewpoints of their juniors or teammates. The main objective of this study is to determine that if there is any difference related to emotional intelligence in leaders which make them effective and ineffective. In fact, research is analysing the job and competencies related to job for determining the requirement of emotional intelligence in performing task or activities.Sandhiya Goolaup Tural Ismayilov, 2011. The influence of power distance on leadership behaviours and style.
Foremost concept behind this study is to analyse the styles which are used by leaders and behaviour that are adopted by companies of high-power distance culture to operate in a lower power nation. Therefore, this article is highlighting the how leadership styles from culture opinion has evolved. The main objective of this article is to analyse the concept of high-power-distance culture and to understand the difference between effective and ineffective leaders According to the article, it’s a modern world where employees are also having an equal opportunity in the workplace to achieve their set targets due to which an effective leader always ensures that every individual of teammates can acquire the chance of success without getting discriminated on the basis of power or authority. However, an effective leader’s requisite to spend some flexible hours with their subordinates for removing the culture of high-power-distance in order to maintain a positive relationship between leaders or juniors. Along with this, the author also believes that leaders are having a potentiality to convert the negativity into positivity by conducting various development programs for the growth of staff members. This study is relevant for research because its main objective is to show the relationship between culture and high-power distance with the help of suitable examples. Along with this, cover necessary elements of globalization culture for clearing the concept in detail manner. However, an inductive approach is based on the clear set of observation as well as theories that are proposed toward the close of research activity. However, the deductive research approach is generally related to developing the hypothesis that is related to the current theory and design used for the research process
This article shows that multinational companies requisite to understand that how values related to culture prevailing in host nation is affecting the practices of leadership in Western economies. Therefore, study is exploring the connectivity between styles of leadership and salespeople attitudes as well as behaviours. As per the article, power distance can remove by leaders by imposing similar restrictions for every member of a team whether its supervisor or subordinates. In fact, none of the members can misuse their power in office premises and liable to follow certain business rules or regulations while performing their organizational roles. For example; arrival timing is the same for every individual of an association, cell phones are not allowed, dress code needs to follow by leaders also, working hours are the same, and many more changes can help a leader to become an effective leader. Therefore, the leader of a successful organization needs to consider specific terms and conditions while making plans to remove a culture of high-power distance. It helps in understanding the relationship between satisfaction with leaders as well as intentions related with turnover is either weaker or insignificant. Moreover, relevancy is understood by the culture highlights of article and its sensitivities while formulating leadership styles in developing market.
Live Oak Bank, (2020). Positive Leadership: Roles Of The Leader.
Zhang, Y., & Begley, T. M. (2011). Power distance and its moderating impact on empowerment and team participation.
Kotze, M., & Venter, I. (2011). Differences in emotional intelligence between effective and ineffective leaders in the public sector: an empirical study.
Sandhiya Goolaup Tural Ismayilov, (2011). The influence of power distance on leadership behaviours and styles.
Mulki, J.P., Caemmerer, B. and Heggde, G.S., (2015). Leadership style, salesperson's work effort and job performance: the influence of power distance.
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