In a multinational company, the role of CEO is a tough one as the Board of Directors expects the CEO to be high performing. Every employee starts new job with strong desire to touch the success and the CEOs always want to become enlighten in their efforts (Chad et al., 2016). The success of the CEO depends mainly on their reports and just one poor report can dampen the effectiveness of the CEO. The CEOs take the autocratic leadership style at the beginning of their career as they have to establish their importance in management. After with the advancement of time; the CEOs opt the participative leadership style in which the CEOs invite the input from the managers and leaders from various regions of the world where the multinational companies have their offices. The CEO of a multinational company takes the leadership decision after knowing the insights. The CEO is a relentlessly reliable person and the CEO must have the desperate hunger to be counted on and pull things together (Wu et al., 2015). The CEOs take the human-relation leadership in which they show the balancing act with multiple groups, such as customers, employees, shareholders and investors.
In a multinational company, the CEO has to keep the stakeholders constructively satisfied always; therefore, the CEO has to be the one whom everyone likes. The leadership type of CEO shows the nature of adaptable with the speed of advancement of technology and the fluctuation of the global marketplace. The leadership styles of CEOs of the multinational companies have to be able to keep the position for the business to remain viable and vibrant.On the other side, the high-performing CEOs may not stand out to take great decisions always rather than they try to be decisive. The multinational companies’ CEOs take the decision faster, earlier with large conviction and amid the ambiguity and with incomplete information (Hoogh, Greer & Hartogm, 2015). The leadership context of the multinational CEOs shows the intellectual complexity as they clear themselves with priorities. The CEOs observe the clear course of business and they focus on giving the business results. The CEOs have the astute understanding of the motivations of the stakeholders. The leadership of CEOs can be aligned with the demands of the stakeholders in order to put in value creation. For instance, Tim Cook, the CEO of Apple shows the leadership democratic leadership which is completely contradictory of Steve Jobs who showed the autocratic leadership. The CEO like Tim Cook perfectly blends up the leadership mantra with emotional intelligence.
The CEO can gain confidence just by supporting the colleagues by giving the confidence which can lead the team to get the success in pursuit of the business objectives. Moreover, the leadership types of CEOs need to show the conflict management quality as the CEOs have to handle the different types of viewpoints. In different parts of the world, the CEOs have to approve the marketing decisions of the organisation showing the willingness to engage the conflict. In addition, multinational companies’ CEOs must adapt themselves proactively to a rapidly changing environment (Lee & Deal, 2017). Highly adaptable CEOs try to capture long information flow so that they can scan network and data from the diverse source. The CEOs within the multinational organisations identify the setbacks are an integral part of the changing environment. Most importantly, the leadership of the CEO must be able to produce the result as the Boards of Directors and the investors like the steady hands that the stakeholders can trust. The CEOs set the realistic expectations and they provide inputs to the management and the employees with their planning and organisational skills.
Sometimes, the CEOs lead the organisation following the characteristics of the charismatic leader as their leadership lies on the charm and persuasiveness. When the organisation falls into the status quo, charismatic leaders try to make the condition better. The personal vision of the CEOs has great influence on the employees and the managers and charismatic leaders can speak well to motivate the morale as well as the passion of the employees (Michael et al., 2016). Charismatic CEOs can be democratic also as they both focus on the considerable responsibility of the leaders and the employees. The CEOs guide the employees, volunteers and the team members and find collaboration at its best. For instance, Lee Iacocca was the charismatic CEO of Chrysler who saved the organisation from impending bankruptcy. In addition, the CEOs can work with the teams so that they can recognise the needed change and they can create the vision through inspiration. The CEOs of the multinational companies have to communicate with the leaders and managers from various regions of the earth and execute the plan in tandem with members.
Sports coaching leadership is an integral part of the athlete development as the coaches are expected to motivate, manage and lead athletes. As a coach in the sports, the coach has to follow the ethics and philosophy. Sports coaches can be defined as the powerful role models for their team and community (Fransen et al., 2015). Therefore, the sports coaches have to play the role of multifaceted leaders. The sports coaches embody the philosophy of their own and they teach ethical behaviours to the players and athletes. In addition, their leadership style is firm so that they can put together different athletes from diverse regions and mentality. Coaches are trained in a manner so that they can take care of the injury of the players with practices and equipment. The coaches are the leaders in the dressing room of a team to respond the queries of the players. In a team, the coach instructs the players and coaches understand the unique approach to show off the specific skills which are needed to excel in the game and sports. The leadership style of coaches is different from the managerial perspective as the sole aim of the sports coach is to develop the team, not the profit. The sports coach implements the positive learning experience and the coaches can develop the athletes’ potential.
The Sports coach can provide a PDP (Personal Development Plan) for the athletes as the coaches are able to identify the levels and skills of the athletes. The coaches take the leaders’ role making a player competition readiness. Both sports coach and the organisational leaders set the objectives for the team and the team has to struggle to achieve the target (Kim & Cruz, 2016). In addition, alike the leader, the sports coach provide information and data on team goals and programme policies to facilitate and communicate the needs of the athlete in an atmosphere of accountability and compliance. According to the report published by Ohio University, there are three major sports coaching leadership styles; athlete centred leadership, transformational leadership and autonomy support leadership (Careeraddict.com 2018). All the three elements of these leadership styles can have the unique value proposition in the sports coaches’ teaching and the coaches can use best practices of the behavioural pattern using appropriate duration and intensity of the method. Transformational leadership in sports coaching is about leading the athletes by inspiring others. The coaches use transformational leadership strive toward shared vision beyond just winning and they are the believers that can boost up confidence (O’Boyle et al., 2015). The transformational leaders can share the optimism about the players’ potential and abilities. Moreover, the sports coach use athlete-centred coaching to focus on individual needs balanced with a commitment to group goals. This type of sports coach also emphasises altruistic teamwork and behaviour.
Additionally, autonomy-support leadership in coaching is about helping athletes in meeting three basic needs; first to have freedom and control, second is feeling competent and successful and third is feeling connected to others in a team. The leaders of the sports arena must be full of positivity as without the motivational pep-talk, the team cannot be encouraged. The coach tries to keep the team morale high which can affect the performance of the team. For instance, Alex Ferguson always kept the thought fresh for his team during his tenure in Manchester United and he used to say that foot players are human beings and they like to hear ‘well done’. Being a leader of the team, the sports coach must gear up with top communication. Strong communication is the foundation of the success of the athletes and the team (Harms et al., 2018). Communication is more like a motivational button which can influence change within the team.
Therefore, leadership skills are significant on and off-field (Breeveaart et al., 2014). The leadership of sports coach creates the champion teams and it improves the personal growth of the athletes. Much likely of an organisation, the sports coach facilitates the teamwork as teamwork always motivates the athletes and it is involved in a delegation of tasks. Like leaders of a company, the sports coach also falls under the development of strategic development of the team and strategic organisation behind the success of the team. Therefore, the sports coach can be mindful of others’ reaction and it can be influenced in the behaviour. The leadership in sports coaching style must express the recognition of the athletes’ emotional pattern in the people’s face in order to read the interactions and to be more engaging. The sports coach must remember athletes’ expression to reflect the ability of leadership. The coaches need to recognise the emotions on a face to present themselves and the message to the athletes effectively.
Conclusions
A CEO is always innovating, and leads the fastest growing software company of all time. The multination companies CEOs focus on Stakeholders, not just Shareholders. In sum, a multinational company’s CEO runs an incredibly smooth way the company, while also holding true to the core values he/she holds. All while, the CEOs simultaneously lead innovation and constantly push further progress in the technology. On the other side, in business, there are leaders who hold a title, but have zero influence, in sports, that title can be scoring leader. A great sports leader is selfless, and that goes beyond what’s on the stat sheet or the press release.
Reference List
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De Hoogh, A.H., Greer, L.L. & Den Hartog, D.N., (2015), Diabolical dictators or capable commanders?An investigation of the differential effects of autocratic leadership on team performance. The Leadership Quarterly. 26(5), 23-27.
Fransen, K., Van Puyenbroeck, S., Loughead, T.M., Vanbeselaere, N., De Cuyper, B., Broek, G.V. & Boen, F., (2015), Who takes the lead? Social network analysis as a pioneering tool to investigate shared leadership within sports teams. Social Networks. 43, 67-68.
Harms, P.D. (2018), Autocratic Leaders And Authoritarian Followers Revisited: A Review And Agenda For The Future, The Leadership Quarterly, 29(1), 34-47.
Hartnell, Chad A., Kinicki, Angelo J., Lambert, Lisa Schurer, Fugate, Mel & Doyle Corner, (2016), Do similarities or differences between CEO leadership and organizational culture have a more positive effect on firm performance? A test of competing predictions, Journal of Applied Psychology. 101(6), 45-67.
Hyun-Duck Kim & Angelita B Cruz., (2016), Influence of coaches’ leadership styles on athletes’ satisfaction and team cohesion: A meta-analytic approach. International Journal of Sports Science & Coaching. 11(6), 45-55.
Long-Zeng Wu, Ho Kwong Kwan, Frederick Hong-kit Yim, Randy K. Chiu & Xiaogang He., (2015), CEO ethical leadership and corporate social responsibility: A moderated mediation model. Journal of Business Ethics, 130(4), 78-88.
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