Leadership in Diverse Contexts: A Comparative Analysis Report

This report provides a comprehensive analysis of leadership, focusing on two distinct contexts: the CEO of a multinational firm and a sports coach. The introduction sets the stage by highlighting the importance of leadership and its impact on organizational success. The analysis delves into the specific roles and responsibilities of each leadership position, examining the leadership traits, communication strategies, and leadership styles (democratic and coaching) required for effectiveness. The CEO's role is explored in terms of communication, decision-making, and delegation within a multinational setting, while the sports coach's role is examined in terms of motivation, skill development, and team management. The report draws upon key theoretical concepts, including the traits approach, different leadership styles, and the influence of situational factors. The report utilizes scholarly sources to support its arguments and offers a comparative perspective on the application of leadership principles in different contexts. The conclusion synthesizes the key findings, emphasizing the dynamic nature of leadership and the importance of adapting leadership styles to suit specific situations. The report underscores the significance of aligning leadership practices with the goals of the team or organization.

Running head: LEADERSHIP IN DIFFERENT CONTEXTS
Leadership in different Contexts
Name of the Student
Name of the University
Author notes:

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Table of Contents
Introduction......................................................................................................................................2
Analysis...........................................................................................................................................2
Leadership- by CEO of a multinational firm...............................................................................2
Communication........................................................................................................................2
Leadership traits.......................................................................................................................3
Leadership style.......................................................................................................................4
Leadership-by a Sports coach......................................................................................................4
Leadership traits.......................................................................................................................5
Leadership style.......................................................................................................................6
Conclusion.......................................................................................................................................6
REFERENCES................................................................................................................................8

2LEADERSHIP IN DIFFERENT CONTEXTS
Introduction
Leadership is one of the most integral part of management in any given context. The
leader is the person who is responsible for the actions of a team or a group of organisation (Qu,
Janssen and Shi 2015). The nature and style of leadership is what determines the efficacy of the
same. The main role of the leaders is to motivate performances from others. Thus, the leaders
must possess the skills using which they can encourage other to perform effectively (Heuvel,
Demerouti and Peeters 2015). The aim of the paper is to critically evaluate the role of leadership
in context of operations of a CEO of a multinational firm and that of a sports coach.
Analysis
Leadership- by CEO of a multinational firm
The CEO of an organisation is the leader of the organisation. It is the role of the CEO to
lead the organisation into achievement of the goals of the organisation (Graffin, Boivie and
Carpenter 2013). Thus the CEO of the organisation should be an effective leader. The CEO
should have the ability to empower the subordinates of the organisations to meet the expectation
levels of the company as a whole. The direct subordinates of a CEO of an organisation are the
Executives and the top tier managers who formulate the board of directors. Following are the
important factors define the role of the leader in the organisation.
Communication
Smooth communication from the part of the CEO ensure that the management is
educated about the goals of the organisation. The later ensure smooth functionality in of every
department of the organisation (Sage et al. 2014). The CEO of an organisation can be considered
as the mission barer of an organisation. Thus, Smooth communication form the part the former is

3LEADERSHIP IN DIFFERENT CONTEXTS
crucial (Deimen and Szalay 2015). Thus, it is the role of the leader to establish a smooth
communication framework within an organisation. Intercultural communication should be one of
the major repertoire of the CEO as an organisation is a dynamic place and it ensures that there is
a feeling of content among the employees of the organisation (Martin and Nakayama 2013). The
CEO of an organisation is involved in establishment and delegation of the roles within a
company. Hence, the communication must be clear between the CEO and the top level
management. The latter should be aware of the vision and mission of the company and the CEO
of the organisation acts a medium. This helps in implementation of the goals of the company and
all the employees achieve alignment to the same.
Leadership traits
The trait of a leader are one of the most crucial factors that determine the effectiveness of
the leader in managing the peripherals of the organisation (Joseph et al. 2015). The CEO of an
organisation should possess the qualities that are required to bolster the functioning of the
organisation. The following traits are present within the CEO of a multinational firm to be
identified as an effective leader;
Motivation: The CEO of an organisation is the source of motivation through which every
individual within the organisation seek motivation.
Cognition skills: The CEO of a company is in the position for a reason. Furthermore, holding the
post in a multinational firm can be considered a critical task. Thus the CEO of an organisation
possesses good cognitive capabilities and is able to judge the situations and treat the same
accordingly.

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Knowledge: The CEO of an organisation possess information about all the departments and the
officials who fall below the hierarchy of the CEO. The amount of knowledge that exist in the
mind of the CEO of such an organisation is huge and thus it is the CEO cab be considered as the
base of knowledge of the organisation.
Leadership style
Even though the CEO of an organisation is the head of the organisation, he or she is not
the sole decision maker of the organisation. There exists a degree of delegation in companies of
multinational stature. Hence delegation of authority should exist in organisations of such stature.
Thus, the CEO of a multinational corporation should possess a leadership style that is suitable for
the operations of a company of that stature. The CEO of such an organisation should possess
skills that is similar to that of a democratic leader. Democratic leadership is also known as
participative leadership (Iqbal, Anwar and Haider 2015). In this type of leadership, the leader
encourages team performance and participation of all the members of the organisation. This type
of leadership utilises brainstorming sessions through which new ideas arise and that can be used
to boost the efficacy of the strategic goals of an organisation. In this style of leadership, the
subordinates are encouraged to share their ideas, the final decision however is taken by the leader
who adjudges the right ideas that would be best for the organisation (Beerbohm 2015). However,
in certain cases, it is seen that the CEOs of various organisations showcase the opposite of the
favourable style of leadership. The incidence of the latter leads to unfavourable implementation
of the functional competencies in the organisation.
Leadership-by a Sports coach
Once any sports team is successful in achieving a said goal of are triumphant in a league
or tournament, the credit goes to the player of the team. The credit is rightfully received by the

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players as they are the individuals who are responsible for the ultimate performance of the team.
However, one must recognise the role that is played by the coach of a sports team. According to
Collins and Collins (2015), the coach of a team has been hired in one of the most crucial
positions in a team. It is the job of the coach to effectively manage the talent that is available for
the use of the team. Thus, the coach is the individual who is receives acclaims when the team
performs effectively. Losses or poor performances are also directed towards the coach of a team.
Since the position that is held by the coach of a sports teammates is highly crucial for the
viability of the sports team, there are certain traits that must be present with coach of a sports
team through which a team can boost the efficacy of the team.
Leadership traits
Following are the skills that must be present within a leader of the organisation to boost
the team performance;
Passion: The leader should be passionate about the goals of the team. The coach should be
passionate for the achievement of success from the perspective of the team.
Skills: The leader must possess requisite skills about the sports they are coaching in. The role of
the leader is to bolster the skills of the players, hence, the former must possess skills about the
game that they are coaching the players.
Motivation: The players of a team might get demotivated as a result of losses. Furthermore, there
might be the feelings of fear among younger players. Thus, the coach of a sports team must
possess the capability to motivate such players

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Knowledge and awareness: The coach of a sports team must be aware of the strengths and
weakness of the teams and thus should formulate roster accordingly. Moreover, they should have
the knowledge base that would be helpful for benefiting the players who are in the team.
Humanitarian: The sports coach of a sports management team must have humanitarian qualities.
They should possess the capability of judging the player by both performance and situation.
Thus, they should have the capability of making decision based on the incorporation of botjh the
aforementioned factors.
Leadership style
The role of coach of a sports team revolves around the training and providing support to
the members throughout a season. Thus, it involves execution of plans according to the needs of
the team. Furthermore, one should be aware that the coach of a team is the manager of a team.
The style of leadership that should be present in a coach of a sports team is the coaching style of
leadership. Coaching style of leadership involves a high degree of interaction between the
leaders and the members of the team (McCarthy and Milner 2013). This style of leadership is
characterised by a degree of training and support that the coaches of the teams must showcase to
effectively drive the team performance (Zhang et al. 2014). This style of leadership also helps in
motivating performance out of the team members and helps in delegating team members that are
suited best according to the skills that they possess.
Conclusion
The leadership styles of both the CEO of a multinational organisation and that of a sports
coach applicable to different scenarios. While the leadership of a CEO is characterised by high
degree of delegation and skills of cognition. The skills that are required by a coach of a sports

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team should incorporate motivational skills and passion about the sport they are coaching. In
both the cases, the leaders of the have to incorporate a great deal of affiliation with the goals of
the team and must possess knowledge about the field that they are dealing in. On a concluding
note it can be opined that leadership is a practice that is of dynamic nature, regardless of the
scenario it should be exercised according the needs of the team.

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REFERENCES
Beerbohm, E., 2015. Is Democratic Leadership Possible?. American Political Science
Review, 109(4), pp.639-652.
Collins, D. and Collins, L., 2015. Conceptualizing the adventure sports coach. In Adventure
Sports Coaching (pp. 17-35). Routledge.
Deimen, I. and Szalay, D., 2015. Information, authority, and smooth communication in
organizations.
Graffin, S.D., Boivie, S. and Carpenter, M.A., 2013. Examining CEO succession and the role of
heuristics in early‐stage CEO evaluation. Strategic Management Journal, 34(4), pp.383-403.
Iqbal, N., Anwar, S. and Haider, N., 2015. Effect of leadership style on employee
performance. Arabian Journal of Business and Management Review, 5(5), pp.1-6.
Joseph, D.L., Dhanani, L.Y., Shen, W., McHugh, B.C. and McCord, M.A., 2015. Is a happy
leader a good leader? A meta-analytic investigation of leader trait affect and leadership. The
Leadership Quarterly, 26(4), pp.557-576.
Martin, J.N. and Nakayama, T.K., 2013. Intercultural communication in contexts. New York,
NY: McGraw-Hill.
McCarthy, G. and Milner, J., 2013. Managerial coaching: challenges, opportunities and
training. Journal of Management Development, 32(7), pp.768-779.

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Qu, R., Janssen, O. and Shi, K., 2015. Transformational leadership and follower creativity: The
mediating role of follower relational identification and the moderating role of leader creativity
expectations. The Leadership Quarterly, 26(2), pp.286-299.
Sage, W.M., Gallagher, T.H., Armstrong, S., Cohn, J.S., McDonald, T., Gale, J., Woodward,
A.C. and Mello, M.M., 2014. How policy makers can smooth the way for communication-and-
resolution programs. Health Affairs, 33(1), pp.11-19.
Van den Heuvel, M., Demerouti, E. and Peeters, M.C., 2015. The job crafting intervention:
Effects on job resources, self‐efficacy, and affective well‐being. Journal of Occupational and
Organizational Psychology, 88(3), pp.511-532.
Zhang, J., Ahammad, M.F., Tarba, S., Cooper, C.L., Glaister, K.W. and Wang, J., 2015. The
effect of leadership style on talent retention during merger and acquisition integration: Evidence
from China. The International Journal of Human Resource Management, 26(7), pp.1021-1050.