I also need a few diagrams or charts with proper referencing to support the answers case study is about the company “Corus?
The managers are experiencing complex responsibilities with the increase in business competitions in the market place. With the proper leadership and managerial techniques, tools and theoretical applications leaders of multinational organizations are able to manage their workforce (Frost, 2008). The assignment focuses on the relevancy, creditability and limitations of current leadership conceptualization based on case study of multinational steel making company Corus.
The leadership depth provides an overall learning and knowledge on increasing the contribution, performance and productivity of the leaders with engagement of leadership equations (Elçi et al. 2012). In the analysis, the leadership depth specifies the as kills, abilities and practices that is need to be learned by the managers to enhance their motivating, directing and leading abilities to the workforce. It certainly increases the conceptions of leadership equations from the leadership depth. As per the equations the individual performances, their skills, abilities and set of qualities together form a leadership capability for a sustainable development and improvement (Kim & Brymer, 2011). It is evaluated that increasing the leadership depth result to increase in overall managerial performances, that enhances the workforce productivity focus and contributions. It can be said that with the engagement of leadership depth, managers indirectly increase positioning and profitability of business in the market.
The lack of leadership depth originates poor management, handling mentoring and leading the employees in the organizations (Ree et al. 2010). This makes impact on the business performance and indirectly hampers stakeholder’s relationships and needs. As per the analysis, it has assessed that the lack of leadership depth directly put a negative impact in the lack of managing and allocation of resources that reduce quality of final product. It certainly reduces the fails to meet customer’s estimations and expectations that are considered an important stakeholder of organisation (Levin, 2010). Lack of leadership depth originates lack of morality and motivation within the employees that demoralizes them to seek good opportunity of growth in organizations. This need of employees is assessed as important need as they considered as stakeholders of company. Decline in the performance and productivity in the business reduce the performance and manufacturing of the products, low quality engagement reduces the sales volume and profitability of organizations (Bush, 2010). Thus, lack of leadership depth indirectly affects the shareholders, and managers’ needs of revenue generations who are supposed to be internal stakeholders of company.
The Corus or Tata Steel Europe group is under the leadership of Ratan Tata who is CEO of Tata Group has been assessed as the successful leader to convert the company as second largest steel product company in the international market place (Tatasteeleurope.com, 2015).
As per the trait, followed by Ratan Tata assess end that a true leader is the individuals who have made some differences in life and contributed to make the society’s life style much better with higher standard of living. In the analysis, the CEO of the company is assessed to be honest throughout his professional career to transform the company into the multination’s corporation. Dependability in making proper and current business decisions while the acquisitions were made by TATA with Corus and Jaguar (Tatasteeleurope.com, 2015).
Figure 1: Leadership Theories
(Source: Fox, 2014, pp- 45)
On the other hand, the chairpersons of General Electric, Jack Welch have helped to make the company as world’s largest conglomerate multinational company based in New York, USA. In the analysis, Jack Welch has adopted the 4 E-leadership styles that engage energy, energizer, edge and execution (Ge.com, 2015).
In case of Ratan Tata, the abilities and skills been applied to motivate the employees of company are been presented from the beginning of his entrance in the company. In relations to the trait theory, there are several human behaviors, attitudes, believes and confidence level assessed to be part of the democratic leader (Adair, 2010). Thus, trait theory is most suitable for the democratic leadership style applied by Ratan Tata.
In the other hand, the 4 E model of leadership style or pace setting leadership adopted by Jack Welch is more appropriate to behavioral theory of leadership. As per the analysis, the pace setting leadership style applied by former chairperson of General Electric is based on participations, contributions and behavioral approach (Gardner & Cogliser, 2009). The leadership style applied by Jack Welch included working hard, motivating employees to work hard, defining the working limitations that are part of the behavioral approach. Thus, the behavioral theory of leadership has explained that leaders are made by practice hard work and focus not been born (Cavaleri & Reed, 2008).
Figure 2: Leadership Styles
(Source: Coleman, 2012, pp- 76)
With the implication of the leadership’s depth, the manager is able to evaluate and manage the workforce of business entities more proper and reliable manner (Wu, 2013). Implication of the strategic management process is one of the tools used by the leaders in organizations to engage more structured rules and regulations to be followed (Bush, 2012).
Thus, as per the assessment, in the multinational steel making company of United Kingdome Corus, the management organizes the strategic procedure in five major stages. As the company organized in 1999, TATA group to make some organisational changes wows it. In the first step, the managers set goals and objectives to be achieved. Analysis of the goals and objectives are made to allocation of the required resources leadership strategy formations, evaluations and controlling the strategic implication. There is different strategic benchmarking that can be formed to enhance good leadership capabilities (Conger & Riggio, 2012). Relationship communication and motivational skills are another attributes that enhance knowledge and learning of attempting and completing the job more dignified manner. Increasing the self-motivations provides more support and confidence to complete the job in proper manner. There are certain steps that can be engaged to form a good leadership capability; these stages are formed as strategic capabilities.
In the analysis, based on the principles and tactics adopted by two dignified business leaders there are some of the capabilities and strategic skills need to be developed for enhancing the job performances (Lumby & Coleman, 2010). Organizing a clear vision on the aim and objectives to be achieved, increase in the passion and interest of achieving the particular target. Following a role model and creating confidence level to go with allocate resources for achieving the goal, increasing the communication skills to enhance knowledge and positive attitude towards reach the goal and objective been framed to achieve (Archard, 2013). In the analysis these are some of the capabilities such as motivation, passions, visions, confidence, self motivation communicational skills to create proper bench marketing strategic capabilities to improve individual’s leadership skills.
Figure 3: Strategic capabilities in leadership
(Source: Bush, 2013, pp- 42)
As per the case study, the Corus is defined to make an organizational change, thus with the engagement of leadership abilities and benchmarking strategies. As per the evaluations the leadership capabilities provides opportunity to make a push to the individuals achieving their organizational objectives in more specified and reliable manner (Rayner & Adam-Smith, 2009). The change strategic approach applied in Corus includes proper leadership equation includes skill capabilities and abilities of doing more qualitative job results to leadership capability that forms better individual performance and productivity. As per the evaluations, Jack Welch was most hardworking, energized and motivational leaders at the time operating in the general electric. In the year of 2001, he has resigned from the position although his practices, morals, motivational quotations and strategic attributes are still applied and adopted in the real business world (Ge.com, 2015).
As per the analysis and evaluations, the discussion on traits and leadership trends defined of Ratan Tata under whom the operations of Corus is been made. In the other hand the former chairmen of General Electric Jack Welch has evaluated who adopted 4 E model of leadership trend or assessed as pace setting leadership style. As per the analysis, it is necessary to be organized and planned for every activity in the business so that every action can be taken in qualitative and effective manner. The trait theory of leadership is one of the leadership trend that describes the democratize leadership style adopted by Ratan Tata. In the theory it has evaluated that the individuals inherently engages some of the leadership styles with them (O’Leary, 2013). As per the evaluations, some of the abilities and skills are with the individuals themselves such as negations, motivation, honesty the individuals are need to identify and practices them
In relations to enhance the job performance, the Focus and confidence is most reliable capability that helps to increase the job performances. It enhances the determinations towards a particular task to be achieved by employees commonly used by leaders (Bubb & Earley, 2007). However, there is one limitation that is leadership skills increase the job performance but unable to provide interest and passion. It is not based on certain mindset to on psychological or emotional attributes.
Conclusion
The study engages critical analysis and evaluations on the leadership styles, approaches, theories and strategic techniques for enhancing performance and productivity of the employees. Based on the case study of Corus that is now known as Tata Europe Group, the leadership styles of two dignified leaders have been discussed. As per the analysis of leadership styles adopted, provides proper evaluations of capabilities to be involved to improve skills and abilities for increasing job performance of business individuals.
Reference
Books
Adair, J. (2010) Strategic Leadership: How to Think & Plan Strategically & Provide Direction. 5th ed. London: Kogan Page.
Bubb, S., & Earley, P. (2007). Leading & managing continuing professional development. Los Angeles, CA: Paul Chapman Pub.
Conger, J. A. & Riggio, R. E. (2012) The Practice of Leadership: Developing the Next Generation of Leaders, 2nd ed. Oxford: Butterworth Heinemann.
Frost, D. (2008). ‘Teacher leadership’: values & voice. School Leadership & Management, 28(4), 337-352
Rayner, C., & Adam-Smith, D. (2009). Managing & leading people. London: Chartered Institute of Personnel & Development.
Ree, G., French, R., & Rayner, C. (2010). Leading, managing & developing people. London: Chartered Institute of Personnel & Development.
Source: Ulrich, D., Zenger, J., & Smallwood, N. (2013). Results-based leadership. Harvard
Business Press.
Wu, B. (2013). New theory on leadership management science. [Oxford]: Chartridge Books Oxford.
Journals
Archard, N. (2013). ‘Adolescent Leadership: The Female Voice’. Educational Management Administration & Leadership, 41(3), 336-351.
Bush, T. (2010). ‘Accelerating Leadership Development’. Educational Management Administration & Leadership, 38(2), 147-148.
Bush, T. (2012). ‘Enhancing Leadership Density through Teamwork’. Educational Management Administration & Leadership, 40(6), 649-652.
Bush, T. (2013). ‘Leadership in Early Childhood Education’. Educational Management Administration & Leadership, 41(1), 3-4.
Cavaleri, S., & Reed, F. (2008). ‘Leading dynamically complex projects’. International Journal Of Managing Projects In Business, 1(1), 71-87.
Coleman, M. (2012). ‘Leadership & Diversity’. Educational Management Administration & Leadership, 40(5), 592-609.
Fox, A. (2014). ‘Book Review: Leading & Managing People in Education’. Educational Management Administration & Leadership, 42(4), 593-595.
Levin, B. (2010). ‘Leadership for evidence-informed education’. School Leadership & Management, 30(4), 303-315.
Lumby, J., & Coleman, M. (2010). ‘Leadership & diversity’. School Leadership & Management, 30(1), 1-2.
O’Leary, D. (2013). ‘Leading, managing & developing people’. Action Learning: Research & Practice, 10(1), 79-83.
Elçi, M., Åžener, Ä°., Aksoy, S., & Alpkan, L. (2012). ‘The Impact of Ethical Leadership & Leadership Effectiveness on Employees’ Turnover Intention: The Mediating Role of Work Related Stress’. Procedia – Social & Behavioral Sciences, 58, 289–297
Gardner, W. L., & Cogliser, C. C. (2009) ‘Meso-modeling of leadership: Following James G.(Jerry) Hunt’s lead in integrating micro-& macro-perspectives of leadership’. The Leadership Quarterly, 20(4), 493–500
Kim, W. G., & Brymer, R. A. (2011). ‘The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, & firm performance’. International Journal of Hospitality Management, 30(4), 1020–1026.
Websites
Ge.com, (2015). Corporate Executives. Retrieved 22 January 2015, from https://www.ge.com/about-us/leadership/corporate-executives
Tatasteeleurope.com, (2015). Leadership | Tata Steel in Europe. Retrieved 22 January 2015, from https://www.tatasteeleurope.com/en/about-us/leadership
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