Leadership Report: Leadership Styles, Culture and Diversity

This report delves into the multifaceted aspects of leadership, exploring various styles prevalent in the corporate world. It begins by defining leadership and its significance in guiding organizations toward their goals, using Burberry as a case study. The main body dissects leadership styles such as democratic, autocratic, transformational, coach-style, and bureaucratic leadership, evaluating their applicability and impact. It also examines the Vroom expectancy model, analyzing its components (expectancy, instrumentality, and valence) in the context of Burberry. Furthermore, the report evaluates organizational culture, differentiating between clan, adhocracy, market, and hierarchy cultures, and discusses the importance of diversity policies within an organization. By providing a comprehensive analysis of these elements, the report aims to offer valuable insights into effective leadership and its influence on organizational dynamics and success.

Leadership and
importance of CEO

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY ..................................................................................................................................1
Various leadership styles and approaches that seen in the corporate world ..............................1
Evaluation of the organisational culture and diversity policies..................................................4
CONCLUSION ...............................................................................................................................6
REFERENCES................................................................................................................................7

INTRODUCTION
Leadership is refers to the both search area as well as a practical skill which
encompassing the ability of the individual or a group to lead, influence or guide towards the
common goal of an organisation. This can be define as the art of motivating people or a team that
will seek to accomplishment of the desired goals and objectives. Leadership captures the
essentials that makes an person able and prepared to inspire others (Chen, and. et. al., 2019).
They are associated with the effective communication skill from which they engages the people
to act as leader want them to act. In the business setting, they work as directing the workers and
colleagues with the organisational strategy to meet the company's need and goals. This report is
based on the Burberry company which is an British based luxury fashion house with the
headquartered in London, England. It is currently specialised in designing and selling ready to
wear cloths including, trench coats, leather goods, footwear, fashion accessories, eye wear,
perfumes and cosmetics. This report includes the information about the various leadership styles
and approaches that can be seen in the today's corporate world and evaluation of the
organisational culture and diversity policies.
MAIN BODY
Various leadership styles and approaches that seen in the corporate world
A leadership style is the method with is used by the leaders in order to providing
direction, implementing plans and motivating people towards the accomplishment of the
common goals and objectives (Miao, and. et. al., 2019). For being and effective and efficient
leader, company is now taking the various elements and leadership approaches in the
successfully carrying the business. Business leaders are choose the leadership style on the basis
of the type organisational structure and which can provide support in the smooth running of the
business activities. Some of the leadership styles that can be used in the corporate world are
discussed below: Democratic leadership: This is also known as participative leadership or shared
leadership, in which leaders make the decision based on the inputs and participation of
the each members of the team. Here everyone get the equal to participate, idea get freely
exchanged and discussion has been encouraged. In addition to this, it has more focus on
the group equality and free flow of ideas and opinions along with this leader of a group
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still offers the guidance and control to its members. With the perspective of the Burberry
company, leaders and managers tend to get the participation of the each member in the
decision making process, this help in to get the different ideas and opinion which support
in to increase the quality of the decision, and this leads to the higher productivity, better
contribution and will increase the moral of the group(Schepker, and. et. al., 2018). Autocratic leadership: This is an opposite to the democratic style of leadership, as leader
tend to make the decision without taking the inputs or participation of the anyone of the
team member. In this leaders dictates the policy and procedures, decides what are the
goals and objectives to be achieved along with directing and controlling all activities
without any participation from the subordinates. Such leaders have the full control over
the team, in context to the Burberry company, this style offers a clear chain of command
or oversight and allow for quick decision making. And on the others side, this will
discourage the group input, hurt morale and ignores creativeness and expertise from the
subordinates that can hamper the overall company performance and productivity. Transformational leadership: This leadership always contribute in transforming and
improvement upon the company's conventions. Employees have the set of task and goals
that they have to complete in the specified period of time along with this, leader is
constantly pushing them outside of their comfortable zone (Su, Wang, and Chen, 2020).
In this leaders encourage, inspire and motivates the employees to innovate and create the
changes that will help them to grow along with sharpening the future success of the
company. In context to the Burberry company, this is will provide employees the more
room to be creative, look for the future and identified new solution for the old problems.
It will encourages the quality of decision making that results in the increase in the
performance and productivity of the company. Coach-style leadership: It is described as the leadership style, in which leaders focusing
on identifying and nurturing the individuals strength and capability of the each member
in the team. They tend to also focus on the strategies which enables their team to work
better together. It puts more emphasis on the success and growth of the individual
employees, so that they can feel motivated and satisfied that results in the increase in
performance and profitability of the business. In relation to the Burberry company, it will
help the organisation in the improvement in the performance along with the employees
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behaviour, with this company is able to easily implement the organisational changes
which help in the growth and success of the company.
 Bureaucratic leadership: In this style of leadership, leader tend to listen and considered
the input of the employee, but leader also tend reject the employees participation if it
conflict with the policies and past practices(Cortes, and Herrmann, 2020). Under this
style employees might not feel controlled but along with this, there is still a lack of
freedom in their roles. It can be resulted in the quick shutdown of the innovation and it
will not encouraged for the companies who are chasing ambitious goals and quick
growth. With the implementation of this style Burberry company, may face the resist in
the innovation and creativity in the employees.
From the critically evaluation of the leadership style, Burberry company and its leaders will
adopt the transformational style, as this is an luxury fashion house that needs to be innovative
and creative with the change of time and trend at the market place, this will help the company I
the transformation and improvement of the employees that help them grow professionally as well
as personally.
Approaches of leadership
vroom expectancy model: This theory focus on separating the efforts, performance and
outcome. This theory assumes that behaviour of an individual results from the conscious choices
among alternatives which has the purpose of maximizing the pleasures and minimize the pain.
Vroom is associated with the assumption that employees performance is based on the individual
factors such as personality, skills, knowledge, experience and abilities. Vroom has stated that
effort, performance and motivation all are linked with an state of individual's motivation.
Variables of this theory is discussed below in relation to the Burberry company:
Expectancy: This is refers to an individual belief on the efforts, which means that their
additional effort will help them to achieve the target results. This states that increased efforts will
leads to the increased performance, this get affected by the factors such as having the right
resources available, consist of the right skills to do the job and having the necessary support to
get the work done on the specified period of time. Employees have different expectation from the
job and levels of confidence, which need to be discover by the leaders that that resources,
training and supervision employee need (Koo, and Park,, 2018).
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Instrumentality: This is refers to the perception of an employee as to whether they actually get
what they desires, even when it is promised by the managers. Management need to ensures that
promises of rewards are fulfilled which is employees are aware about. This is the belief that if a
person performed well when there is valued outcome is received, this is effected by the factors
such as clear understanding of the relationship between performance and outcome, trust on the
manager that takes the decision about who gets what outcome and transparency of the outcomes
which is being get by the employees.
Valence: This is refers to the emotional orientation that an individual hold with the respect to the
outcomes. This is associated with the depth of the want of employees which can be extrinsic or
intrinsic, extrinsic is refers to the money, promotions, time-off etc., whereas intrinsic is refers to
the motivation or satisfaction rewards. In relation to the Burberry company, leaders and manages
need to discover what are employees value in order to provide them optimum level of
satisfaction that results in the increase in the overall performance (Kanadlı, Torchia, and
Gabaldon, 2018).
Evaluation of the organisational culture and diversity policies
Organisational culture refers to the collection of the values, expectations and practices
which help in to guide and inform the actions of the all teams, this is an collection of the traits
that describes the company, a great culture exemplifies the positive traits that provide support in
to increase the performance and productivity. While defective or dysfunctional company culture
brings out the quality that can even hamper the performance of the most successful
organizations. Culture is created with the consistent and authentic behaviours of the workforce in
the organisation, not through the press releases or policy documentation. The organisational
culture is affects the all aspects of the entity, from punctuality and tone to contract terms and
employees benefits. And when workplace culture is aligned with the employees, they more
comfortable, supported, value and satisfied that help in encourages performance and productivity
that tend to support the growth and success of the company. There are four types of organisation
al culture which is explained below in context to the Burberry company: Clan culture: This is refers to the family-like environment in which everyone's ideas and
views are valued, this is an friendly and collaborative culture which is often compared to
the large family. This culture is associates with the consensus of the employees in taking
decision to the business. Organisations with the culture where, employees help each
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other, eating lunch together are the attribute of the clan culture. In context to the Burberry
company, managers and leaders are always their to support their subordinated and
maintain the environment in which employees feel motivated and happy that tend to
influence the higher performance and productivity of the company. Adhocracy culture: This is described as the risk taking culture, in which leaders are
innovative and creative in their approaches which they use in managing and for the
achievement of the goals. They are inspirational innovators who accept the challenges,
take initiatives and risk. An ready to break the organisational assumption by attempting
something new and creative. With the implementation of this culture, Burberry company
is tend commit the innovation at every level of the organisation, this will provides the
competitive advantage to the company at the market place and provides the inclusive
environment to the company that welcomes all the ideas, views and opinions from the
workforce of the firm (Spasojevic, Lohmann, and Scott, 2019). Market culture: This culture is result driven, market oriented and extremely competitive
environment. Organisation with this culture is thrives for the results, and work hard to
penetrate into the new market in order to get the maximum shares. This is the most
common culture that found in the larger corporation, where leaders are relentless, strong
and have the higher expectations from its team. With this Burberry company tend to
increase its market share along with the growth and success.
 Hierarchy: This is an organised, formalized and structured work environment. In which
leaders are tend to maintain the formal rules and policies that keep the organisation
together. This is based on the coordination and proper organisation of the all activities
and functions for the smooth running of the operations.
Diversity policies are refer to the policies that develop the committee which work to
identify the various barriers to the organisational diversity and help in to eliminate the barriers
and issues of the company in order to achieve the effective performance and profitability of the
organisation. This has been establish the numerical goals for identifying the under-representation
of the groups in the woke place culture. In context to the Burberry company, this plays an
important in building the healthy and positive workforce culture(Georgakakis, and. et. al., 2019).
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CONCLUSION
From the above analysis it has been concluded that leadership is refers to the ability of an
individual to lead, influence or guide person or a group of an individual towards an common goal
of an organisation, there are various leadership styles and approaches that are used by the
companies in order achieve the higher performance and productivity. In Addition to this, in the
success and growth of the company, organisational culture and diversity policies played the vital
role as they describes what the company is and in making the healthy and positive workforce
culture.
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REFERENCES
Books and Journals
Chen, and. et. al., 2019. Demystifying the impact of CEO transformational leadership on firm
performance: Interactive roles of exploratory innovation and environmental
uncertainty. Journal of Business Research, 96, pp.85-96.
Miao, and. et. al., 2019. Ceo entrepreneurial leadership and performance outcomes of top
management teams in entrepreneurial ventures: The mediating effects of psychological
safety. Journal of Small Business Management, 57(3), pp.1119-1135.
Schepker, and. et. al., 2018. Planning for future leadership: Procedural rationality, formalized
succession processes, and CEO influence in CEO succession planning. Academy of
Management Journal, 61(2), pp.523-552.
Su, Z.X., Wang, Z. and Chen, S., 2020. The impact of CEO transformational leadership on
organizational voluntary turnover and employee innovative behaviour: the mediating
role of collaborative HRM. Asia Pacific Journal of Human Resources, 58(2), pp.197-
219.
Cortes, A.F. and Herrmann, P., 2020. CEO transformational leadership and sme innovation: the
mediating role of social capital and employee participation. International Journal of
Innovation Management, 24(03), p.2050024.
Georgakakis, and. et. al., 2019. Four decades of CEO–TMT interface research: A review inspired
by role theory. The Leadership Quarterly, p.101354.
Koo, H. and Park, C., 2018. Foundation of leadership in Asia: Leader characteristics and
leadership styles review and research agenda. Asia Pacific Journal of
Management, 35(3), pp.697-718.
Kanadlı, S.B., Torchia, M. and Gabaldon, P., 2018. Increasing women's contribution on board
decision making: The importance of chairperson leadership efficacy and board
openness. European Management Journal, 36(1), pp.91-104.
Spasojevic, B., Lohmann, G. and Scott, N., 2019. Leadership and governance in air route
development. Annals of Tourism Research, 78, p.102746.
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