Charles Tangs Leadership - Essay Example

? Case Study Drawing from at least one trait, one style, and one contingency approach, develops your own philosophy of effective leadership (i.e., a model of effective leadership). Leadership is the capacity to persuade, inspire, and enable others to make a contribution in order to ensure the value and success of the organizations they constitute (Northouse, 2010). The twentieth century has seen increased interest in leadership. This has resulted to numerous leadership theories that include; trait theory, contingency theory, situational theories, behavioural theories, participative theories, relationship theories among others (Guillaume & Telle, 2010). These theories seek to describe what makes a good leader and are formulated to determine characteristics that organizations should look out for while scouting for a leader. This study considers that it is only by incorporating several of these theories that an effective model can be built one capable of predicting an effective leader. In this study, an effective leader is considered as one capable of motivating and enabling others to attain organizationally relevant goals (Kerr & Jermier, 1978). Organizationally relevant goals refer to productivity, social integration, optimal levels of continuous learning as well as goals and ethical means to achieve. An effective leadership must have natural cues separate from the regular people. In this case, this model considers the dictates of the trait theory as well placed. The trait theory holds that individuals inherit certain qualities that spell their ability to be leaders (Judge, Bono, Ilies & Gerhardt, 2002.p.770). In this case, openness to experience is considered a relevant trait. Openness to experience includes active imagination, aesthetic sensitivity, awareness of one’s feelings, accepting variety and willingness to learn. The other pertinent trait in defining an effective leader is interpersonal relations. This alludes to a leader’s ability to relate or associate with people. (Grojean et al 2004.p.230: Wofford & Liska, 1993). Apart from these inborn traits, this model also considers the views of the style approach which introduces task behaviour, this facilitates goal accomplishment. Lastly, this model also borrows from contingency approaches particularly the path-goal theory (Schriesheim, Tepper & Tetrault, 1994). The path-goal theory is a development of Robert House and holds that a leader’s conduct is contingent to the contentment, enthusiasm and performance of his/her subordinates (Wofford & Liska, 1993.p.865). In this regard, a leader must have the ability to determine subordinate’s abilities and needs and thence implore on ways and means of complementing the abilities and compensating for deficiencies (Mumford et al 2007). In this regard, the model identifies that an effective leader must be open to experience, develop interpersonal skills, be task oriented and engage in improving employees as defined by the task-goal theory. Putting your philosophy to a test, evaluate Charles Tang’s leadership. Charles Tang passes as an effective leader. This is arrived at by weighing his practice against the discussed model of effective leaderships. Firstly, Tang appears as a leader who is open to experience. Tang’s leadership approach has been informed by past experiences as a student in China and later a student and employee of Intel in the West (Barling et al 1996). Unlike most Chinese managers, Tang was more open, and encouraged employees to oppose his position as he believed it is through consensus that potent solutions can be attained (House et al 2004). Secondly, being “externally Chinese” made him aware of the likely pitfalls in being authoritative as he had grown up under this system or approach to leadership (Gerstner & Day, 1997). Besides openness to experience Tang demonstrates a strong orientation to tasks. At the moment, Tang is aware of the challenge ahead which is ensuring optimal performance of his employees. To ensure this, he tasks himself with reading each and every employee’s file to understand their past and present projects, learn about their abilities and implore on ways through which employees can be improved (Higgins, Judge & Ferris, 2003: Judge & Piccolo, 2004). The undertaking to peruse the personal files and get to know the employees represent commendable orientation to his leadership task. This also highlights Tang’s practice of the goal-task theory, by reading through the files he is able to define employees’ abilities and analyze whether current projects complement these abilities (Scott DeRue et al 2011). It is such an analysis that translates to his decision to alter Li’s project. Such a decision is not based on ill motive but a desire to have the employee handle a project that fully employs his abilities (Guillaume & Telle, 2010). Tang appears to have the right personality, he appears more introverted as he is able to talk freely to his subordinates and engage them in task oriented conversations. Besides, his open approach, which requires active participation of employees, appears as the right style (Podsakoff, MacKenzie & Bommer, 1996). Even though it is new in the Chinese corporate set up it has been successfully applied in the Western companies with significant effect. Furthermore, it is this style and approach to leadership that informs Tang’s contained reaction to Li’s outburst on being asked to leave his current project. This type of leadership fits the current situation as it allows a chance to listen to all views and collectively determine the best way forward (Scandura & Graen, 1984: Mumford et al 2007). Although it might be the best approach the employees are clearly reluctant as it is a new way and thus their response is reasonably slow. Informed by your leadership philosophy, if you had to coach Charles Tang to become a more effective leader, what would you do? Tang has employed an effective approach to leadership one that is likely to confirm him as an effective leader. However, he is not well versed with adequate consultative approach which is a critical part of task-goal theory this is demonstrated when he uses Li’s supervisor to have Li stop working on his project (Brown & Trevino, 2006). It would have been better if he had directly contacted Li and explained to him the rationale and factors informing his decision. To overcome this weakness Tang needs to be educated on interpersonal skills and their adequate application as part of developing participative leadership. Participative leadership involves a leader involving one or several employees in the decision making process (Grojean et al 2004: Dulebohn et al 2012). This type of leadership style compliments Tang’s current leadership approaches. To adopt this leadership style he needs to identify one or two longstanding and effective employees to consult in various issues. Even in these circumstances his authority still stands as he is responsible for making the last and biding decision (Scandura & Graen, 1984). Applying this approach, Tang can be well served by calling for an immediate meeting with Li to address the current situation. Since he has already done this, he should consult a few more employees to get a view on his undertaking to have Li stop working on the project. 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