Leadership and Management
Leadership and Management
Order Instructions:
Dear Admin,
Note: To prepare for this essay please read the required articles that is attached then answer the following questions:
The future of leadership
The foreseeable future for business looks challenging and uncertain. Many factors may contribute to high volatility:
Financial, security, transport and communications all face unpredictable environments.
In this essay you will analyse the issues that business leaders will face in the future.
To prepare for this essay:
•Reflect on your vision of the future of business leadership.
analyses the issues facing business leaders in the future.
explaining how your and a colleague’s thoughts about business leadership concepts relate to the issues facing business leaders in the future.
discussing ways your experiences may impact how you address issues facing leaders in the future
Also,
1) The answer must raise appropriate critical questions.
2) Do include all your references, as per the Harvard Referencing System,
3) Please don’t use Wikipedia web site.
4) I need examples from peer reviewed articles or researches.
5) Turnitin.com copy percentage must be 10% or less.
Note: To prepare for this essay please read the required articles that is attached
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
BL.COLL.W8
Dubrin (2004), described leadership as the art of accomplishing set goals through communication with other members. Leadership is a social influence process that requires rallying for the support of other persons with the exclusive endeavour of completing a certain task. The leadership task is done by leaders, who are the people that are at the forefront of guiding and directing the team towards certain set objectives (Dubrin, 2004). Leaders are unique persons, as they possess visionary skills and social intelligence that facilitates them in doing the right thing and achieving organizational goals. Different leaders are distinguished amongst their leadership styles, and the visionary school of thought identified two forms of leadership. These are transformational leadership and transactional leadership (Bass & Avolio, 2010).
Leaders who exhibit transformational leadership are solely focussed on the concerns of the fellow team members. Such leaders depict respect, charisma, trust, and above all, a clear vision for the entire team (Bass & Avolio, 2010). Additionally, such leaders motivate the team and provide inspiration and intellectual stimulation. They attempt to inspire their subordinates to build up their individual leadership capacities. It is a reciprocated process where the leaders and the team members aim at lifting each other to greater heights in terms of motivation and morality (Bass & Avolio, 2010).
Transactional leaders, on the contrary, are those who reward the members of the team in terms of their performance and meeting of their set objectives. Transactional leadership can be equated to the traditional view on leadership, where for subordinates to get any reward, they need to perform certain duties as stipulated in the contractual agreement between them and the leader (Bass & Avolio, 2010). This form of leadership has a direct quid pro quo, where something is exchanged for another hence, the leaders lead via social exchange.
Leaders are not only required to create a vision, but they should be the vanguard in delivering the vision. Creation of an excellent vision requires the amalgamation of tools such as external environmental analysis (PESTLE), Michael Porter’s Five forces for attaining competitive advantage, and the SWOT analysis, just to highlight a few (Bass & Avolio, 2010). Businesses are constantly evolving, and both the internal and external environment are transforming at an alarming rate.
As such, businesses need to have a futuristic orientation, a responsibility accorded to the leaders of the specific organizations. The near future for businesses is very challenging and increasingly uncertain. Several factors within the business contribute to this high volatility (Bass & Avolio, 2010). Among these factors are transport, security, communications, and the financial environment. Owing to this, future business leadership requires a precise vision that will facilitate business leaders in tackling the challenges and issues they are bound to face.
The vision of future business leadership relies fundamentally on four vital foundations; speed, innovation, internal alignment and executive behaviour (Bigler, 2009). Speed entails the comprehension of the market rhythm of a firm. It necessitates the understanding of the tempo of the market, which is usually determined by the purchasing power, and the buying patterns of clients. Innovation requires that leaders create and maintain a portfolio of innovative strategies and growth initiatives, as well as be keen on novel technological advances to prevent being competed out in the future. Internal alignment concerns the alignment of the market rhythm with operating, executive and support processes (Bigler, 2009). This results to recurring timing instead of timing that is calendar based for the entire processes undertaken.
The fourth foundation is executive behaviour (Bigler, 2009). To ensure effectual leadership, leaders are anticipated to evaluate the rate at which initiatives are launched successfully, the rate at which they attain their targeted returns, and the rate at which the market value of the firm is growing. Briefly, they need to evaluate the efficiency, productivity, and effectiveness of the firm (Bigler, 2009). For overall success, the vision of future business leadership should rotate amongst these four imperative foundations as these will counter the envisaged uncertainties and the relatively high volatility in the future business sphere.
Business leaders face various challenges that are capable of impacting on them in the future. Among these challenges are the state of the global economy, emerging global mega trends, uncertainties of long-term prospects, and social contracts and the role of enterprises (Cooper, 2005). The global economy poses a challenge in consequence of the volatility of the currency markets. The emerging global mega trends are characterized by customers altering their tastes and preferences, new commerce, emerging economies, and pervasive computing (Cooper, 2005). Social contracts and the role of enterprises is a challenge that is bound to impact businesses in the future since the expanding business environment is progressively making it almost impossible for businesses to operate in isolation (Cooper, 2005). There is hence the need to involve other stakeholders in the firm’s operations, and this exposes the business to externalities and leads to a reduction in profitability.
To tackle the challenge of the global economy, business leaders are required to spearhead growth and profitability, as well as innovation (Cooper, 2005). In addressing the issue of the emerging global mega trends, business leaders are required to be led by technology in order to generate many future opportunities and abundant growth. Uncertainty of long-term prospects can be countered by the need to have a long-term focus (Cooper, 2005). Long-term focus is a combination of several short-term prospects. Business leaders, as they aim at addressing the short-term challenges, should also place the firm in a position where the firm also has a view on the emerging future (Cooper, 2005). The challenge presented by social contracts and the role of enterprises can be embarked upon by gradual business expansion to enable the business have several divisions of entire business functions without compromising on the short-term prospects (Cooper, 2005). This will result to reduced need for outsourcing, and enhanced profits due to economies of scale.
List of References
BASS, B. M. & AVOLIO, B. J. (2010). Transformational leadership development: Manual for the multifactor leadership questionnaire, Consulting Psychologists Press, Palo Alto, California, USA.
BIGLER, W. R. (2009). Strategy execution through executive process innovation: A longitudinal case example and research model. International Journal of Management and Enterprise Development, Vol 7, No. 1. 98-123.
COOPER, C. L. (2005). Leadership and management in the 21st century business challenges of the future. Oxford, Oxford University.
DUBRIN, A. J. (2004). Leadership research findings, practice, and skills, 4th ed., Houghton Mifflin Company, Indianapolis,
