Leadership Styles

This presentation explores different leadership styles and their application in organizations. It discusses management theories such as Theory X and Theory Y, as well as contingency theory. It also highlights the attributes and skills of a team leader in a multicultural environment, including intrinsic spirit, cultural diversity, and flexibility. The presentation emphasizes the importance of recognizing and valuing cultural norms and diversity, as well as being gender-sensitive in leadership.

Leadership Styles
Leadership is a process through which an individual exerts influence on others with a singular objective of
accomplishing collective goal(s) and objective(s) while directing a firm into a specific direction in a manner that
makes it cohesive and coherent. Good leaders are made and not born, that is to say that when one the desire and a
willing power that person is capable of being an effective leader. It is true that in deed good leaders are developed
through a never ending process of training, self -studying, education and experience (Drnovšek, Mateja, Joakim
Wincent, and Melissa Cardon, 334). Additionally as a leader one is supposed to be of higher level of inspiration to
the teamwork as it is a demand that there are certain unique things that as a leader one must be, do and know.
However, these do not just come by themselves naturally, but are gained through a gradual work performance and
study.

 Management theories applied by leaders
Leaders apply different management theories so as to help increase high-quality services and organizational productivity.
As a manager, it is important to include various approaches in implementing strategies at the place of work. Some of
the theories that are used include theory X and Y that focus on management strategies that aim at motivating
employees and enhance staff productivity. On the other hand, leaders also combine other management theories like
contingency theory and system theory (Gilley, Jerry, 15).
 Theory X and Theory Y
According to these theories, people’s choices are powerfully prejudiced by attitudes concerning employee approaches.
Leaders who consider that individuals physically lack ambitions and therefore they need inducements to maximize
their output they must lean towards theory X management method. On the other hand, according to theory Y, it is
believed that workers are naturally driven to take responsibility.

Contingency theory
Contingency theory: concerning these theory managers make decisions basing on the situation at hand. Therefore
this style of leadership is the best approach when dealing with a vulnerable group of individuals, and for this case,
the vulnerable group is that of a female group of workers.
In most cases, leaders apply Theory Y style of leadership because it encourages joint working of
employees.

 Attributes and skills of a team leader
Organizations are entitled to looking for well vast and efficient top management leaders who are capable of
getting rid of challenges and focusing towards capitalizing on the useful side effectively in a multinational
setting. Leaders are mandated to lead others to greatness through the process of developing individuals to be
responsible future leaders. Accordingly, for any organization to realize the effective leadership in a
multicultural environment it is entitled to embracing the following fundamental leadership styles:

As leaders one has to develop an intrinsic sprit to provide services without any appreciation in return, this will thus build
a strong emotional bond among the company’s employees together with the top management executives (Iacobucci,
Donato, and Peter Rosa, 365). A leader who is in a position to mobilize his/her employees by clearly letting get to
understand the organizations vision and from the forefront in ensuring that together the work team reach the company’s
goals and objectives (Marquardt, Michael). Additionally, leaders in a multicultural setting are required to recognize the
norms limiting an individual, when leaders are willing to recognize the limitations of cultural norms under which they
operate from, it will have a positive influence leading to adoption and finally possessing the culture of the host
environment (Randeree, Kasim, and Mathews Ninan, 28, 39).
 Intrinsic sprit

On the other hand, leaders operating in environmental settings that are rooted on cultural unawareness/or in an
ignorant society are obligated to develop some rightful measures to stop the virus from escalating further. This may
be attained by leaders developing an effective international management groups with the intention of creating an
environment that will see the importance of appreciating and valuing cultural diversity.as result of this it will
enhance the development of persons’ cultural sensitivity and awareness. Leaders may therefore, achieve merging this
cultural unawareness in within their operational environment in the following ways:
Leaders are expected to values to show value of diversity: Even though multinationals look at cultural diversity
inside their operation setting as a difficult and not an opportunity to build a competitive advantage. Important to note
is that appreciating the need for diversity is one of the most essential variables that leaders must put into
consideration in the cultural context (Marquardt, Michael).
 Culturally diversified

Regardless of work ethics, behavior, different management-labor relationships, as well as communication styles
leaders are entitled to merge all these factors and appreciate them all. The leaders are expected to letting their
employees realize the importance of their unique culture. As a result of employees having diversified culture they may
make of their unique talents in the moving of the organization towards realizing its goals and objectives.
Flexible
Accepting challenges for global leaders: leaders are expected to exercise flexibility in their relationship with their
employees at the workplace. It is worth mentioning that through technological innovation, globalization, demographic
it has resulted to tremendous transformational changes in the lives of mankind and work (Stahl, Günter, 700-704).

Consequently for organizations to remain competitive at the global market, a local emotional
interdependent bond and continued trust and loyalty enhancement between leaders and their followers
has to co-exist. With close manager-employee interaction it may be of great significance in influencing
the members’ behaviors and hence leading to increased extent in their commitment to the leader and the
organization. The relationship can be achieved by leaders sparing some time to spending together with
their employees in order to considering their specific needs. Universal leaders are supposed to have the
ability to influence their employees to work towards the organization’s goals for them to be outstanding
from the rest.
In addition global leader are supposed to develop self- awareness: Leaders must identify their self-
strengths and weakness (Akroush, Mamoun, 170). This will enable leaders understanding their
individual reactions when it comes to situations of making decisions.

When an individual realizes their self-limitations that is their strengths and weaknesses without forgetting their
behavioral patterns will help the leaders to perform more effectively in a diversified cultural setting.
Moreover leaders are supposed to close the cultural gap existing between different cultures by looking at their
similarities. Leader are not supposed to focuses on the differences between oneself and the rest since it is not an
absolute measure to be used in solving of interpersonal problems.
To add on leaders are supposed to ensure that they are gender sensitive at all time and avoid being gender biased at all
costs. Gender comprise of two different species in regard to genetics, psychology and work-related management.
According to (Foo, Maw-Der, 37) says that “females tend to hear what and how it is said and consequently shoe
much interest in interpersonal interaction; contrary males will tend to only take hid of what is said through
aggressiveness.”

It is believed that men are aggressive and tough leaders while women on the other hand are emotional and
typecast having the need for protection. Females tend to have different qualities and characters at the working
styles, thus this differences may be of great contribution preferably behavioral in leadership. With the
increased number of women working in many organizations it is important that leaders understand the gender
fix, this will be of much assistance for a multinational leader building constructive relationship hence
distancing oneself from biased management decision.