The Model Leader: Key Terms and Conditions
The success of a business depends largely on the tenor set by its leadership. The behavior and accountability of management and personnel in concert with a clarity of goals and mission will have a direct impact on the nature of its operation. This shapes what is known as a company’s organizational culture. Such is the general tone in which communication, production and innovation are fostered, either to the achievement or failure of desired outcomes. Three formative elements of organizational culture that are featured in Wren’s text, have been crucial to an applied understanding of the ways that a business can assure its own ongoing success. As the Wren text dictates, it is necessary for the successful business to be based on an organizational culture which thrives on the strength of a shared motivation, an evident team effectiveness and a core of leaders that is qualified and respected. These conditions make not just a great business but also a rewarding place to work.
Of the functions and qualities attributed to managerial competency in the theoretical setting, perhaps leadership effectiveness is an organizational and theoretical term most difficult to discern from the overall roles prescribed by a position in the fold of a company’s management core. But in fact, leadership effectiveness is a concept unto itself, that is necessary for sound management but is not exclusive to the purview of such positions. Indeed, it is a quality which can often mean the difference between effective management or authoritative impotence. However, on a humanist level taken apart from a discussion of management roles and corporate hierarchy, leadership is an ability which, either inborn or, developed through hard work and ingenuity, presents the members of the organization with a paragon to forging action toward rational and collective goals. While it is the responsibility of managerial personnel to issue directives, instructions and clarifications on goal-orientation, it is only a leader who can find ways to motivate the members of his organization.
Current research demonstrates that effective leadership can come from anywhere. And as point of fact, diversity in leadership is becoming an increasingly present scenario, causing both a more positive representation of our general population but also requiring some adjustment with respect to organizational culture. Indeed, the internationalization of our economy has contributed to a change in the nature of corporate culture, personnel and leadership. One major implication of this is a change in the nature of the world economy, wherein nations have become increasingly interdependent through relationships forged by the integration of their private sectors, and where as a result organizations in all contexts are themselves becoming increasingly diverse. Closer relationships between such culturally distinct nations as the United States and India due to relaxing trade regulations, and more intimate interaction between traditional partners such as the United States and the United Kingdom due to technological innovation, have both precipitated as sort of cross-breeding of the labor pool. Today, it is not uncommon for managerial leadership to be drawn from one pool and placed in the other in order to facilitate greater intimacy between operational aspects separated by geography and culture. (Shiuma & Bourne, 1) Though this strategy brings with it a number of notable benefits with regard to the coordination of global operations, it does also bear with it a number of challenges which fall upon the Human Resources department to address. Employing an ethnically diverse leadership in an organization will tend to require a conscientious acknowledgement of cultural differences which are likely to enter into engagements—both in terms of the awareness of personnel and the individuals in question. This will be intended to invoke dual sensitivities to inherent differences that might impact interpersonal relations, communication and managerial philosophy. Therefore, the HR Department must be prepared to bridge any gaps which might occur in this scenario by choosing the appropriate managerial candidate, devising goals which assume close parallels between differing national faces of the operation and by ensuring proper cultural training is in place within the existing organization.
This is part and parcel of the maintenance of a team which is sound in both its infrastructure and personnel. Such a status can be attributed to healthy organizational culture, itself directly related to the interest which an organization demonstrates in remaining consistent throughout its management personnel in its ethical behavior and the pursuit of shared goals. (Sullivan, 77) This is something which is formulated through an ongoing effort to sustain and even renew the drive toward staying on mission course. It is incumbent upon the leadership of an organization to employ strategies of goal-orientation that are closely aligned with its needs and capabilities in order to help sustain this practice.
And an oft-overlooked feature of crucial importance to the retention of such an organizational culture is the issue of ethical orientation. Studies of business theory and organizational behavior have both classically and currently held with total consistency the importance of sound business ethics to the success of a business. (Webley & More, 1) The role of ethics today, as in the past, is one directly proportional to the ability of an organization to achieve stability, efficiency and profitability as well as to remain with the limitations of the law in terms of policy and practice. Yet, there is stark evidence that the realm of corporate business has been occupied by an increasingly lesser interest in business ethics in favor of corruption, exploitation and short-term gratification. The discussion here will cite some prominent examples of corporate collapses in recent history to demonstrate that the failure of business ethics may likely result in the failure of the organization as a whole. In addition to highlighting the role of ethics in today’s business world, the research and analysis conducted here will likewise point the way to some resolutions for strengthening this association, including the improvement of corporate oversight and corporate regulation. As evidence here demonstrates, business ethics and business law are both closely associated to the establishment of a healthy organizational environment. Still, there is also considerable evidence to demonstrate that such aspects of today’s business world such as legislative deregulation, corporate outsourcing and globalization have made both law and ethic difficult to reconcile with market demands and pressures., delegation of responsibility and integrity are qualities all which reflect and practice the shared goals and principles of a positive team culture.
Schiuma, G. & Bourne, M. (2005). Measuring the Value of International Assignment. Angela Walters Centre for Business Performance. Online at < http://www.som.cranfield.ac.uk/som/research/centres/cbp/Creme.htm?source=Moveandstay.com>.
Sullivan, W. (1995). Work and Integrity: The Crisis and Promise of
Professionalism in America. New York: Harper Business.
Webley, Simon & Elise More. (2003). Does Business Ethics Pay? Institute of Business
Ethics. Online at < http://www.ibe.org.uk/DBEPsumm.htm>.
Wren, J.T. (1995). The leader’s companion: insights on leadership through the ages. Free Press.