Exploring Leadership Qualities

The provided assignment content is a collection of various articles, books, and studies on leadership qualities. The articles discuss different aspects of leadership such as transformational leadership, conflict cultures, and emotional intelligence. They also examine the importance of vertical and shared leadership within new venture top management teams. Additionally, the articles highlight the significance of having effective leaders who possess specific qualities such as resilience, empathy, and vision. Overall, the content provides a comprehensive overview of various leadership theories and styles.

Assignment 2 – Literature Review
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Table of Contents
Literature Review.......................................................................................................................3
Introduction............................................................................................................................3
Analysis..................................................................................................................................3
Workplace issues faced by Hong Kong’s Engineering Industry........................................3
Importance of Leadership...................................................................................................5
Leadership Skills & Styles suitable for Engineering Companies.......................................7
Qualities which good leaders should possess.....................................................................9
Evaluation - Target Employees & Leadership.....................................................................10
Conclusion............................................................................................................................12
References................................................................................................................................13
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Literature Review
Introduction
Literature review is an extensive review of published literature on the same topic as
the research is based upon. It analyzes already published knowledge in academic journals,
books, reports, corporate white papers, and government websites on a relevant topic, which
also serves as the topic of research(Potter, 2004). These literature reviews act as a basis for
research in almost every academic fields and serves as a secondary source of information
(Baker, 2000). The purpose of this research paper is to explore the good leadership practices
which are carried in Hong Kong’s leading engineering companies and is suitable for
employees within the age group of 30 to 40 years. Therefore, the literature review to be
conducted in this segment shall consist of the following elements – importance of leadership,
leadership styles and skills evolution, the specific leadership styles and skills which are
suitable for engineering companies depending on their specific nature of jobs and
responsibilities, qualities which good leaders must possess and promotion of effective
leadership practices in the workplace. Prior to starting of the analysis on leadership, a
succinct account will be presented on the present issues which are pertinent in Hong Kong’s
engineering companies due to ineffective leadership.
After the analysis segment of the literature review, the key findings would be
presented in a summarized format in the Conclusion segment. The information unearthed
from the published literature on the same topic would act as the secondary information, and
this information coupled with the primary information would create the final findings of the
paper.
Analysis
Workplace issues faced by Hong Kong’s Engineering Industry
As per reports published by HKCA (The Hong Kong Construction Association), the
construction and engineering industries in Hong Kong is increasingly getting plagued by
issues pertaining to workforce management and shortage of skilled labours (Chan, 2012).
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Hong Kong is undergoing a major boom in its construction and engineering work, and to
effectively meet with these government officials, the engineering industry majors, the
industry representatives and trainers have presented roadmap on how to tackle such issues by
altering the engineering industry’s practices and cultures.
The SAR Media Roundtable organized by the HK Management Association and the
China Daily Asia Pacific, raised different perspectives to the issues which are dominating the
industry. As per the CWRA (Construction Workers Registration Authority), the number of
trained construction and engineering workers is represented majority by workers of age
groups 50 years or more. This matured workforce, often do not appreciate the modern manner
of doing business and thereby is rigid in their approach and resistant to change. Secondly,
engineering and construction work requires workers to be agile, young and fast in their work
pattern (Wong, Wong and Heng, 2007). The engineering companies are increasingly facing
issues in selecting and retaining talented and young engineering staff. The engineering
industry is being plagued by the 3 D issues – Dirty, difficulties and danger in the recruitment
of young staff. Dirty and difficulty can be handled by strengthening the infrastructure and
improving the training qualities and focusing on the image of the industry in the market. But
the issue pertaining to danger cannot be tackled as easily as industrial accidents can lead to a
major de-motivation in the recruitment of young workers (Chan, 2012). Therefore the
industry should look at improving the safety at the work sites to raise the confidence of young
workers.
Along with issues of aging workers and high attrition of young trained professionals
in the industry, the engineering sector is also plagued by problems of pay rise issues, intense
rivalry amongst the firms and from other economies as well (Wong, Li and Wong, 2008). The
sector also requires government funding and policies to control the ever rising engineering
costs. Experts opine that a change in the business outlook, introducing mentor training system
whereby the mentors or leaders can provide the practical guidance to the trainees of the
engineering sector, and help them adapt to the requirements of the industry rapidly is required
along with a drastic change in the corporate culture. Along with this, an infrastructure
improvement must be undertaken by Hong Kong to improve its overall industry image and
outlook.
The key elements which can be deciphered from here is that, Hong Kong’s
engineering industry is likely or is presently going through intense labour shortages and this
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is because of high attrition rate amongst the young trained engineering workers and the
existing maturing old workers (Ng and Walker, 2008). Therefore, an image change is
required to modify the engineering and construction industry to appear more appealing to the
young crowd. Apart from providing effective training, and increasing the pay to make it
attractive to the workers, it is also required that a leadership change is brought about which
will distinctly change the outlook and image of the industry and change the work culture
drastically. Therefore, the problems which are plaguing the engineering industry in the
present times can be tackled to an extent by effective leadership aspects. Therefore based on
this background, this literature review will be conducted on the importance of leadership and
the specific leadership styles and skills are required and will be adequate for the Hong
Kong’s engineering industry.
Importance of Leadership
As per a report published in Forbes in 2014, Josh Bersin after a detailed tour in
leading industries and organizations of Asia, depicted in his report that, the leadership aspects
in Asian countries are different and there are acute leadership gaps. The report further
highlights how the HR expert conducted a workshop on development of high impact
leadership Hong Kong, and found that majority of the leading organizations there are very
advanced in their strategic thinking. It was highlighted in the same report that, while the main
leadership capabilities are similar irrespective of country, nature of operations etc, the
individuals agreed that style of leadership matters and the leaders have to often adjust their
own styles to meet with the needs of the local culture, an aspect known as cultural agility.
This report also identified that leaders must be build locally, as the culture and the
communication styles matter significantly.
In Hong Kong specifically, as it is a highly advanced nation with the presence of
many expatriates, a western cultural value is mixed with the Asian values and norms and a
cosmopolitan work culture is created. Employee retention is critical and leaders of
organizations should adopt means by which the talented and trained employees are retained
in their organizations more (Bersin, 2014).
However, before delving much into detail about what are the specific styles of
leadership which will gain popularity in the Hong Kong’s engineering industry, it is prudent
to first present the concept of leadership and how it has evolved across centuries. Leadership
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or the term “leader” generates the typical images of influential individuals who command
armies, great kingdoms and decide the course of history and nations (Avolio and Gardner,
2005). Burns in 1978, depicted leadership as one of the most significantly observed and
analyzed and on the other hand, the least understood aspect of management (Burns, 1978).
Since the very beginning of the civilizations, leadership and the study on leaders has been one
of the key standpoints of history and this still remains as an area of active interest. Bass in
1990 depicted leadership as one of the most significant aspects on which the success or the
downfall of an organization depended heavily (Bass, 1990).
The concept of leadership was first witnessed in the works of Machiavelli in the 16th
century, where leadership was inherently associated with authority, fear and control. As per
The Prince by Machiavelli, for a leader to be effective it is crucial that he needs to be feared
than being loved (Cunha, Clegg and Rego, 2013). After Machiavelli, leadership concept was
described by a lot many scholars, and it was Max Weber who depicted that leadership was
based on three pillars of authority – the traditional authority which leads to the following of
every norms and conducts; the legal authority which depicts the functions and duties
associated with an office work and the charismatic authority which are the personality aspects
suitable for leaders (Breuilly, 2011). Post the works of Weber, the concepts of leadership
became more dynamic, complicated and varied theoretical perspectives and conceptual
definitions arose to today’s leadership which acts as both a research area as well as a practical
skill. It depicts the abilities of organizations or individuals to guide and lead teams,
individuals, organizations and as well as nations (Schyns and Schilling, 2011). The studies on
leadership have resulted in the creation of theories associated with traits, functions,
situational interactions, behaviour, vision and values, intelligence, charisma and other aspects
(Goleman, D., Boyatzis, D., & McKee, 2004). As per today’s norms on leadership, a leader is
an individual who creates an inspiration for the future; motivates as well as inspires peers and
subordinates to engage with that vision created; effectively manages the delivery of such
vision and builds a team and coaches them to be more effective at achievement of such vision
(Nanjundeswaras and Swamy, 2014).
As per a report published in Forbes, by leadership expert Kimberly Fries, a
number of traits or skills when present in an individual, makes them a better leader than the
rest. These traits and skills are irrespective of the company or nature of business in which
they are engaged in or the industry. It is now clear that increasingly leaders are failing to
create a sense of loyalty and trust amongst their employees. Managers who showcase
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effective leadership skills can inspire their subordinates and teams to accomplish great things
as per Daniel Wang, the creator of Loopring Foundation. The eight most credible and
effective aspects of a leader are – sincere enthusiasm, sound integrity, improved
communication skills, loyalty, decisiveness, managerial competence, ability to empower and
required charisma. These attributes when present in a leader, make him/her more effective in
managing the organization and leading his peers (Fries, 2018).
Leadership Skills & Styles suitable for Engineering Companies
Leadership style is depicted as the style of providing direction, implementation of
plans and motivation of people. There are as many approaches to leaders as there are to
leadership and the variety of theories range from Lewin’s Leadership style to that of the very
recent visionary and transformational leadership (Kurt Lewin, 1939). Lewin’s leadership
styles developed in the 1930s provided the very foundation of a number of approaches. As
per him, there are three leadership styles – autocratic leaders, democratic leaders and laissez-
faire leadership. Autocratic leaders make their own decisions without any consultation and
this is an appropriate leadership style when decisions have to be taken quickly (Kurt Lewin,
1939). Democratic leadership style enables leaders to make the final decisions but after
including the subordinates in the decision making process and encourages creativity. The
Laissez-faire leadership style provides a higher degree of freedom to their subordinates and
helps them meet their own deadlines and achieve results. Lewin’s framework is useful and is
popular as it enables the managers to become less directive and autocratic as they intend to
become (Kurt Lewin, 1939).
The Blake-Mouton Managerial Grid was initially published in 1964, as it identifies
the most adequate style of usage, and is based on the leader’s concern for his people and their
concern for the production and tasks. It has two styles – one based on people oriented style
and the other on task oriented style, and as per the model, the best style should be based on
high concern for people as well as high concern for task (Blake and Mouton, 1964).
The Path-Goal Theory published in 1971 is effective when it comes to leaders
considering the needs and wants of their team members. Path Goal approach helps leaders to
identify the most effective approach to use and the environment these members are working
in (House, 1971). 2002 witnessed the publishing of the book Primal Leadership, and the
scholars Goleman, Boyatzis and McKee depicted their six leadership styles based on
emotional aspects of leadership and identified 6 key styles – Visionary, Affiliative, Coaching,
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Pace-setting, Democratic and lastly Commanding. This also depicts the manner in which each
of these styles impact the emotions of the team members (Antonakis and House, 2014). The
Leadership Style Matrix founded by Flamholtz & Randle helps the leader-managers to select
the style based on the capability of the subordinates/ team members in working independently
and the degree of creativity the task has. The matrix is divided into four specific quadrants
and each of the quadrant identifies two styles which will be immensely effective in a given
circumstance ranging from consensus / laissez-faire to that of autocratic/benevolent style
(Limbare, 2012).
Transformational leadership style is an iconic concept which was first published in
1978 and then was further developed in 1985 (Gumusluoglu and Ilsev, 2009). This style
depicts that transformational leaders have high levels of emotional intelligence and integrity.
They motivate their peers and subordinates by showing and sharing the future vision and they
have very strong communication skills (Strang, 2005). They are self aware, they are
trustworthy, they are empathetic and humble. The transformational leaders motivate they
team members as they expect the best out of them and they hold themselves accountable for
their actions (Bass and Avolio, 2013). Clear goals are set by them and they have very
efficient conflict-resolution skills which further lead to high productivity and engagement.
Under transformational leadership it is mentioned that leaders must customize their
leadership styles to meet with the conditions of the situation and therefore it is extremely
useful to develop critical understanding of the different frameworks of leadership styles and
skills (Clarke, 2010).
Apart from these styles mentioned above, there are specific leadership styles namely,
bureaucratic leadership styles where the leaders follow rules rigorously; charismatic
leadership style, where the leaders follow the transformational style but they feel they are
always right and are averse to criticism; servant leadership where the leader’s key intent is to
serve by meetings the needs of the team and transactional leadership where the “transaction”
is about the company paying the team members in return for their compliance and effort for a
specific task (McCleskey, 2014), (Antonakis and House, 2014), (Ensley, Hmieleski and
Pearce, 2006). Though the aforementioned segments identified the key leadership styles
which are followed and have been followed in organizations, one key aspect which was
identified from the majority of leadership based papers that were analyzed for the purpose of
this literature review was that, researchers have critically pointed out the most effective style
of leadership is not an uniform one, and for leader- managers to effectively utilize their own
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skills to deliver the best from their team and subordinates they need to have the ability of
analyzing the circumstances, situations, psyche of the team members and then devise the
most effective and suitable style (Gelfand et al., 2012). Where transformational leadership
style would not work, a transactional style might work. Therefore for an individual to become
a successful leader-manager it is critical that the person has the required skills namely,
farsightedness, analytical abilities, judge of characters, clear understanding of the tasks,
empathy, compassion, confidence, assertiveness and strategic vision (Chrobot-Mason,
Gerbasi and Cullen-Lester, 2016).
Qualities which good leaders should possess
Maxwell defined leadership and leader as an individual who knows the way critically,
and goes such way and shows others how to do the same. Irrespective of the manner in which
a leader is defined, an effective leader is such who can bring a difference of success or failure
(Frum, 2011). A good leader is not an individual who has a set of specific skills and practices
uniformly such skills on his/her teams or subordinates. An effective and good leader is one
who has the ability of changing their styles to meet with the changing needs of the individuals
and the team. However, there are certain skills which remain pertinent for majority of
situations and also for majority of cultures on whom the leadership is going to be practiced.
Skills like, being appreciative, confident, compassionate, and courageous and diligence are
extremely important for any individual for aiming to become an effective and popular leader
(Van den Akker et al., 2009). Team members and subordinates often get inspiration from
their leader, and if the leader only does not show diligence, or courage or compassion it is
unfair to ask for the same qualities from the employees. A leader needs to be fair, honest and
flexible as they should be able to adapt their leadership styles as per the situation and the
circumstances which they experience (Jokinen, 2004). A leader should be innovative and be
open to new ideas; he or she should motivate the team members to come up with unique
solutions and must place equal value to their feedback and ideas. This helps the subordinates
feel motivated, valued and empowered and also accountable for their task. A leader should be
a visionary, and should go beyond the immediate team goals and be strategic enough to
understand how such small team goals can help an organization achieve their strategic vision
(Bolden et al., 2003). The leader should have sound communication skills so that, he can
share such a vision with his team members and make them a part of the entire initiative
(Hurd, 2014). The leader should be impartial and must be aware of their own biases,
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predispositions and prejudices and undertake means by which such can be removed from
their operations. For an individual to become an effective leader it is important for the person
to be responsive to the needs of others and must have empathetic skills to understand the
situation from their point of view as well (Thomas et al., 2012).
As per a survey conducted by South China Morning Post, when people of Hong Kong
were asked about the specific leadership qualities and skills which they would like to see in
their leaders, they had enlisted as many as seven qualities. These are – vision, courage,
integrity, humility, strategic planning and focus. Alongside, cooperation is also given
immense importance along with strong communication skills (Wong, 2017).
Evaluation - Target Employees & Leadership
As per a study conducted by Google, on Hong Kong’s operations identified the
importance employees placed on witnessing in their leader (Woodhouse, 2015). Skills like –
strong communication, empathy, confidence, assertiveness and flexibility were some of the
skills which Google employees identified to be seen in their supervisors. Though no specific
study was conducted on Hong Kong’s construction industry, but it can be expected that the
leadership qualities which employees expect to witness in their leaders are these soft skills
along with other specific skills which are required in the construction industry. Even after
repeated search and trying to identify whether any study has been conducted in the
engineering industry of Hong Kong, where the employees have been asked to identify the
desired skills which they intend to see in their leaders, no such study was found. Therefore,
this paper is expected to mitigate such gap in the literature.
The purpose of this paper is to identify the good leadership practices in the
engineering companies of Hong Kong, in the eyes of the local employees who are within the
age group of 30 years to 40 years of age. As no such research study has been conducted on
Hong Kong’s engineering companies specifically for the employee age group of 30 – 40
years, this study will effectively generate data which will be the first ever to be conducted on
such a relevant topic.
As per a report conducted by RoffeyPark and written by Prabhakaran, which analyzed
the key leadership priorities for working effectively in 2017, it was found that majority of
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managers (62% managers in Hong Kong) believed that their organization has effective
leadership and management skills. However, irrespective the manager’s own viewpoints
about their capabilities when interviews were taken of employees and other non-managers it
was found that, significant gaps existed between the capability and strategic thinking.
Employees identified two core areas in which the managers lacked expertise – strategic
directing and the capacity of learning and innovating (Prabhakaran, 2016). It was found that,
half the manager-leaders in Hong Kong have the ability to actually see the strategic big
picture and thereby set the direction. Therefore, the employees under the leadership of
managers who lack such strategic vision and innovation capabilities feel lost, disjointed with
their work, do not feel bonded with the organization, feels undervalued and thereby these
aspects impact their work as well. The key aspects or factors which Hong Kong based leader-
managers needed to incorporate were – setting up of directions and creating the right
conditions for heading in such a direction, ability of creating a culture of learning and
supporting employee development, ability of seeing the strategic vision and identifying the
opportunities of adding value, ability of fostering creativity and innovation and lastly ability
of planning and managing resources (Prabhakaran, 2016). It was found that leaders were
indeed struggling in Hong Kong to balance the people aspect of their work as well as the task
focus. As per a survey conducted on the basis of SCARF (Status, Certainty, Autonomy,
Relatedness and Fairness), it was found that specifically in Hong Kong, the employees
identified that managers lacked in setting clear expectations and also lacked in connecting on
a personal level with the employees. Though this survey was not solely conducted on
engineering companies, still it has relevance when it comes to how employees view their
managers and what are the leadership skills which the employees feel their managers should
possess.
As per a report published in South China Morning Post, by Po Chung in 2016, it was
found that, Hong Kong must get out of the leadership management approach of top-down
mindset which effectively alienates the workers (Chung, 2016). Chung depicts that even
though the economy of the city has moved on from being solely focused on manufacturing,
still majority of the leader managers have the command and control behavioural mindset
which otherwise would have made production lines run effortlessly and smoothly, but it is
detrimental in motivating the young workforce of today. Hong Kong is now a knowledge
based economy, and the manager leaders should now focus on involving more and younger
employees in decision making. It was identified in the report that, the present generation of
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Hong Kong leaders have an engineering-driven mindset which is a top-down approach where
only one was conducting operations are promoted and any deviation from the system is
looked down upon (Chung, 2016). This mindset has to be changed as per the author who is
the founder of DHL International and a key member of HK Institute of Service Leadership &
Management. It is through this paper, that understanding the key leadership qualities which
employees of engineering companies within the age group of 30 – 40 years want from their
leaders.
Conclusion
This literature review effectively highlighted the importance of leadership, and
presented a brief account of the evolution of leadership styles. The key leadership qualities
which a good leader manager must have irrespective of their nature of operations, size of
industry and company are mentioned. The leadership skills which are preferred by employees
globally, and they want to see in their leaders are also identified. After careful analysis and
search no specific study on the employees of the engineering industry of Hong Kong, within
the age gap of 30 to 40 years and their viewpoint about the good leadership qualities were
identified. However, reports were found where it was mentioned that the present generation
of Hong Kong leaders must let go of their top down operation mindset and include more
humane, emotional and empathetic aspects in their leadership along with helping the
employees and guiding them towards realizing the strategic mission and vision of the
organization. Therefore, this paper, will be the first of its kind study and will effectively
mitigate the gap between the lack of published findings about employees of the engineering
industry of Hong Kong about what as per them are the good leadership qualities.
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