Leadership and Role of a Global Business Manager

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Table of Contents

Introduction
A Manager’s Role in a Company
Leadership Style Model
Weaknesses and Strengths of the Leadership Style
Comparison and Contrast of Three Leadership Theories
References

Introduction

In the event that the company is restructuring and expanding, and I am provided with an opportunity for choosing the position that suits me best, I would prefer being the company’s manager. Possessing the ability to define my role implies that I will be extremely effective in benefitting the company, as well becoming successful as an employee.

A Manager’s Role in a Company

Being the manager at the company means that I will be the company’s building block. Basically, my roles will be regulatory, guidance, staffing, strategizing, and planning. Moreover, I will be responsible for the company’s resources and should, therefore, be able to utilize them effectively (Yukl, 2006). It is easy to achieve this through organized human efforts. So as to achieve the objectives at the company, I will be responsible for aligning individual and company objectives. This will help in achieving long- term goals. In carrying out these roles, I will employ the charismatic leadership style.

Leadership Style Model

By using this leadership style, I will be able to inspire enthusiasm in the team and make them extremely energetic to motivate each other, and move forward. It is extremely important to earn dedication and excitement from the company’s team (Robbins & Judge, 2007).

Weaknesses and Strengths of the Leadership Style

Through the charismatic leadership style, the company’s team is extremely energetic and motivates each other. This ensures more commitment and dedication. Charismatic leaders often focus on themselves more, and do not welcome transformations. Leaders believe in themselves more, as opposed to their dreams. Because of this, there is a high likelihood that a project or the company might collapse in case the leader leaves. Moreover, the leader believes more in the path he is taking, irrespective of any warnings given. Consequently, this invincibility feeling may eventually destroy the company. The team associates success with the charismatic leader. Hence, this type of leadership calls for immense responsibility and there is need for long- term dedication (Mintzberg et al, 2003).

Comparison and Contrast of Three Leadership Theories

Situational Leadership, transformational, and charismatic leadership

The leader takes the best action based on situational factors. Similar to charismatic leadership, the capability and motivation of the employees is extremely vital. This is because they influence the decisions made. Therefore, the relationship between the employees and manager is principal as it influences decision making in the company. Similar to charismatic leadership, the manager should keep the employees motivated so as to ensure their dedication and loyalty.

The transformational leadership style is founded on the assumption that employees are more dedicated and loyal to leaders who inspire them. The second assumption is that leaders who possess passion and vision have higher chances of greater achievements (Mind Tools, 2013). Finally, to achieve the great achievements, there is a need for inspiring energy and enthusiasm. These assumptions are similar to the goal in charismatic leadership. In charismatic leadership, the leader has a keen interest in motivating and inspiring the employees.

It is worth emphasizing that the charismatic leadership is similar to the transformational leadership style. This is because leaders have a focus in imparting enthusiasm in the employees (Yukl, 2006). Moreover, leaders in both styles ensure energized and motivated leaders. However, the intention is the difference between the two. Transformational leaders have a goal of changing their companies and employees. On the other hand, charismatic leaders focus on themselves, and never intend any transformation.

References

Mind Tools. (2013). Leadership Styles: Choosing the Right Style for the Situation. Web.

Mintzberg, H., Lampel, J., Quinn, J. B., & Ghoshal, S. (2003). The strategy process: Concepts, contexts, cases (4th ed.). Upper Saddle River, NJ: Prentice Hall.

Robbins, S. P., & Judge, T. A. (2007).Organizational Behaviour (14th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.

Yukl, G. A. (2006). Leadership in organizations (7th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.

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