Leadership and Management Essay Example | Topics and Well Written Essays - 1500 words - 2

Leadership and Management - Essay Example Secondly issues of gender equality and gender abuse have taken place in the company which has caused the staff to show their disregard towards the other employees. Along with these cases of racial discrimination has also been reported in the company. Thirdly, the new team leader had been keeping the employees on their toes and the team members are not happy with the way she is ordering the employees at odd hours of the day. Key role players The Key role players in Malin Global are Hugo Friennes, the CEO of the company, Marina Guedeline, the head of the London Operations, Geraldine Highmore, who was newly recruited by Marina for a period of two year for looking after the administrative infrastructure of Marina Global, and Li Piung Ho who has been appointed as the team leader. All of these four people have some significance in the decision making of the company as well as in the day to day activities. Leadership Styles of the key stakeholders In the case of Malin Global the different p eople in the various positions have exhibited different style of leadership. First of all Hugo Friennes has shown a Delegative Leadership style. This is because at the time when he had decided to shift to New York he had entrusted the duty of the London office with the new employee Marina Guedeline. The CEO did not interfere into the activities of the London office when such problems arose. Therefore it is an example of delegation of the duties. On the other hand Marina has exhibited a participative leadership style (Porter and Lawler, 1968, p. 71). The London head, Marina had to handle various adverse situations in which she had always tried to discuss the issues with the concerned employees. Marina has shared the responsibility, control and decision making with the employees with whom she has been working (Bradley and Frederic, 1997, p. 337). She had not imposed any decision on the others and has tried to personally address the problems of the employees. However, Geraldine Highmor e and Li Piung Ho both have demonstrated authoritative behaviour. Geraldine has been looked upon as someone who is extremely outdated and who imposed her decisions on the others. This was the perception of the younger employees. On the other hand Li was perceived as an annoying team leader who would always call up the team members for getting the work done even when the employees would be out of office or on a holiday. This kind of work culture that Li was injecting into the organisation was also not acceptable (Carver and Scheier, 2001, p. 460). The most acceptable style out of these was the participative or the Democratic type of leadership. This is because all the employees could communicate their problems to the participative leader rather than the remaining ones. While the CEO and the Head of London Operations have shown a Transformational style, the Team lead and the Administration manager showed a Transactional style in which the employees had to accept the authority of the l eader. The authoritative attitude was not acceptable to the organisation where mostly the young people work. So a more collaborative attitude towards the employees would be appropriate for handling the different issues arising. The top management has to look into all the issues and not keep it only to one manager to handle it. Marina has shown a supportive style of management getting the employees more involved