Leadership And Cultural Awareness Business Essay

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Leadership is the ability to adapt the setting so everyone feels empowered to contribute creatively to solving the problems. Leadership is ability, meaning a leader has a capacity to do something through talent and skill. Talent is natural ability and skill is proficiency gained through training and experience. Leadership is adaptive, meaning that the leader makes adjustments. A leader who fails to adjust to the territory will lose their way. Leadership acts on people's feelings, meaning a leader finds ways to link to people's instinct or intuition. Leaders help everyone feel empowered, which in many organisations with bad histories is an increase of trust.

LEADERSHIP STYLES

Leadership style is the manner and approach of providing direction, implementing plans and motivating people. Major styles of leadership are:-

Delegative

Transformational leadership

Delegative: - In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks.

Transformational leadership: - Transformational leadership may be found at all levels of the organization: teams, departments, divisions, and organization as a whole. Such leaders are visionary, inspiring, daring, risk-takers, and thoughtful thinkers. They have a charismatic appeal. But charisma alone is insufficient for changing the way an organization operates.

Stephen Tindal

Stephen founded the hugely successful department store The Warehouse in 1982 after 12 years with retailer George Court & Sons as Merchandise Director; The Warehouse now has 86 retail stores in New Zealand with sales of $1.72 billion. 

Stephen Tindal is a Transformer leader. It's a matter of the team just sorting out - number one if the people are right, the talent, and then the ability of those people to deliver a successful business out of what the technology might be.

Reason why Stephen Tindal qualifies for transformational leadership approach is that he cares for society, not only for his own employees or company. His approach is clearly depicted form the mission statement of their company "where people come first and the quality is affordable.

Rob Fyfe

He is CEO of Air New Zealand. He was born in New Zealand and graduated with Bachelor of Engineering (Mechanical) from the University of Canterbury in 1982 He currently lives in Auckland, New Zealand. He was previously General Manager of the Bank of New Zealand, Chief Operating Officer of ITV Digital (which went into bankruptcy while he was at the helm) and group general manager of Air New Zealand. A position which he having since October 2005. Since that time, Air NZ has seen significant changes and growth. He transformed that company into a revolutionary company. They are the current Air Transport World Airline of the Year, having won the same award in 2010. Leader of the Labor Party David Shearer said Fyfe can be proud of his seven years running the airline.

When it comes to compare and evaluate the jobs being performed by both Stephen Tindal encouraged his members to share thoughts for a better country. Stephen Tindal qualifies for transformational leadership approach is that he cares for society, not only for his own employees or company. His approach is clearly depicted form the mission statement of their company "where people come first and the quality is affordable.

Improving the performance of families and social services, and the downstream benefits that this will provide.

Supporting community-based initiatives that create employment and encourage enterprise.

Helping groups who want to care for their environment and preserve biodiversity.

Strengthening the Third (Community) sector through skills and capacity building, education and research.

Working with committed people who want to lead changes in selected needy communities.

On the other hand, Stephen Tindal shows great success in terms of business and enterprising, he has been gaining recognition, though few criticisms are being made. The airline industry is one where things are often done the way they have been done. Not so with Fyfe. He has systematically introduced innovation, creativity and change as part of the company's ethos. For many, the failure in leadership in a major organization would be enough to ensure Fyfe would never assume such a position again. However, for Fyfe & Air NZ, the failure at one organization was a stepping stone to success at another. It's a salutary lesson that failure is not necessarily ending. The airline industry is one where things are often done the way they have been done. Not so with Fyfe. He has systematically introduced innovation, as part of company ethos.

The response of Rob Fyfe to crisis and negative reports demonstrates his people-centered emphasis. His apology for the 1979 Erebus disaster (when Fyfe was nothing to do with the company!) and his dignity in the wake of the 2008 Perpignan tragedy showed a humility and care above and beyond the duty of a CEO. Air NZ's response to the Christchurch earthquake in Feb 2011 and their provision of cheap and flexible fares for those wishing to get in or out of Christchurch showed the importance of people to Fyfe and Air NZ. Compassion is a vital characteristic of any leader.

Customer service in Air NZ is legendary. From top to bottom, the emphasis on looking after customers is exemplified by a "nothing is too much" attitude to giving their customer's the best experience possible.

Bibliography

EASSY 2

Leadership and Cultural Awareness:-

Leadership is the ability to evaluate and or forecast a long term plan or policy and influence the followers towards the achievement of the said strategy.

Cultural awareness is the ability and willingness to objectively examine the values, beliefs, traditions and perceptions within our own and other cultures. At the most basic level, it is the ability to walk in someone else's shoes in terms of his or her cultural origins. Cultural awareness recognises that we are all fashioned by our cultural environment, which influences how we understand the world around us, recognize ourselves and relate to other people. You don't need to be an expert in every culture or have all the answers to be culturally aware; rather, cultural awareness helps you to explore cultural issues with your care recipients more sensitively.

Cultural Awareness can

Promote leadership development through reflection, understanding, and learning

Reduce conflict through a heightened understanding of culture

Enhance self confidence in dealing with diversity

Build coping skills for dealing with negative emotions

Reduce individual stress by promoting understanding and acceptance.

Promote ethical practices by providing support and facilitating awareness

New Zealand is a multicultural country where people from different cultural backgrounds work together in different -different companies, for example, people migrate from Fiji, India, china, South Africa, Tonga, Samoa, Europe, Malaysia , Sri Lanka etc. All these people have different cultural values and beliefs .Even they have their own languages and different way of speaking.

So, that's why New Zealand leaders come under the category of leaders who have to lead people with different cultural backgrounds. Cultural Awareness is very important for New Zealand business leaders to achieve the common goals of organizations. The official languages of New Zealand are English and Maori. English is the language of day-to-day business within New Zealand, The Maori language has been part of New Zealand and its culture since the first people came to the Islands. Migrants also have to face the problem of language. That's why sometime lots of issues arises when some message regarding goals of organization are not addressed properly by New Zealand leaders.

In New Zealand, Diwali has now moved from the moderately private sphere of ritual and performance within the Indian community to a public display and outward celebration. The festival has been held annually in distinct public spaces since 2002, with tens of thousands of people attending the event in Auckland and Wellington each year. Diwali maintains support not only from various Indian community groups, but is now a major public festival receiving generous assistance from a partly government-funded organisation, two city councils, and from corporate, community and private sponsors. Diwali in New Zealand has been transformed from a local religious and cultural festival celebrated by one broad community, to an event that has become a mainstream public expression of Indian or South Asian identity. Diwali has surveyed its place in New Zealand today. The festival in its transformed public context, particularly with the help of national and local organisations, does much to support multicultural understanding through the celebration of culture and cultural difference. The South Asian community is large enough to be apparently visible, unlike some smaller minorities who are perhaps inward-oriented with no public voice in broader New Zealand culture. Helping to create culture and keep the spirit of Diwali alive, the various divisions identified within the festival in its New Zealand public context, including classical/popular, public/private, sacred/secular, South Indian/North Indian, Indian/Indian diaspora, established New Zealander/recent New Zealander, and Asian/non-Asian, are each aspects that contribute to Diwali's unique place in current New Zealand culture.

The Treaty of Waitangi

TeTiriti o Waitangi is an agreement signed in 1840 between representatives of the British Crown and Māori iwi (tribes). The Treaty of Waitangi, Which laid down the basic governing principles between Maori and Pakeha, also describe the Chiefs' leadership role. The Treaty's English version suggests that the Chiefs yielded their sovereign rights of Queen of England; however independence is widely debated in the Treaty's interpretation. Walker suggests the regal government undermined the traditional Maori political system, and impacted on traditional Maori leadership. Traditional Maori leaders were excluded from the new regal Government's power structure. Treaty of Waitangi has a relevant impact on the business activities in New Zealand. After the existence of this agreement there are lots of developments occurred in New Zealand. But if we see it from the Maori leader side, it shows that misunderstanding and confusions are occurred because of cultural Awareness.

This is the better example for leader, when they working in an environment where they have to lead people from different cultures. New Zealand business leaders also ready to aware this type of cross cultural communications to avoid confusions and misunderstandings. This would help the employees to motivate and also to generate the best outcome.

BIBLIOGRAPHY

Brookfield, F. (1999). republic.org. Retrieved from www.republic.org.nz/treatyofwaitangi

http://nzetc.victoria.ac.nz. (n.d.). Retrieved 02 15, 2013, from http://nzetc.victoria.ac.nz/tm/scholarly/tei-Sch091JMS-t1-g1-t5.html: http://nzetc.victoria.ac.nz/tm/scholarly/tei-Sch091JMS-t1-g1-t5.html

http://www.culturaldiversity.com.au. (n.d.). Retrieved 2 15, 2013, from http://www.culturaldiversity.com.au/practice-guides/cultural-awareness: http://www.culturaldiversity.com.au/practice-guides/cultural-awareness

http://www.logosnoesis.com. (n.d.). Retrieved 2 15, 2013, from http://www.logosnoesis.com/Leaders/Cultural_Awareness: http://www.logosnoesis.com/Leaders/Cultural_Awareness

EASSY 2

Leadership and Cultural Awareness:-

Leadership is the ability to evaluate and or forecast a long term plan or policy and influence the followers towards the achievement of the said strategy.

Cultural awareness is the ability and willingness to objectively examine the values, beliefs, traditions and perceptions within our own and other cultures. At the most basic level, it is the ability to walk in someone else's shoes in terms of his or her cultural origins. Cultural awareness recognises that we are all fashioned by our cultural environment, which influences how we understand the world around us, recognize ourselves and relate to other people. You don't need to be an expert in every culture or have all the answers to be culturally aware; rather, cultural awareness helps you to explore cultural issues with your care recipients more sensitively.

Cultural Awareness can

Promote leadership development through reflection, understanding, and learning

Reduce conflict through a heightened understanding of culture

Enhance self confidence in dealing with diversity

Build coping skills for dealing with negative emotions

Reduce individual stress by promoting understanding and acceptance.

Promote ethical practices by providing support and facilitating awareness

New Zealand is a multicultural country where people from different cultural backgrounds work together in different -different companies, for example, people migrate from Fiji, India, china, South Africa, Tonga, Samoa, Europe, Malaysia , Sri Lanka etc. All these people have different cultural values and beliefs .Even they have their own languages and different way of speaking.

So, that's why New Zealand leaders come under the category of leaders who have to lead people with different cultural backgrounds. Cultural Awareness is very important for New Zealand business leaders to achieve the common goals of organizations. The official languages of New Zealand are English and Maori. English is the language of day-to-day business within New Zealand, The Maori language has been part of New Zealand and its culture since the first people came to the Islands. Migrants also have to face the problem of language. That's why sometime lots of issues arises when some message regarding goals of organization are not addressed properly by New Zealand leaders.

In New Zealand, Diwali has now moved from the moderately private sphere of ritual and performance within the Indian community to a public display and outward celebration. The festival has been held annually in distinct public spaces since 2002, with tens of thousands of people attending the event in Auckland and Wellington each year. Diwali maintains support not only from various Indian community groups, but is now a major public festival receiving generous assistance from a partly government-funded organisation, two city councils, and from corporate, community and private sponsors. Diwali in New Zealand has been transformed from a local religious and cultural festival celebrated by one broad community, to an event that has become a mainstream public expression of Indian or South Asian identity. Diwali has surveyed its place in New Zealand today. The festival in its transformed public context, particularly with the help of national and local organisations, does much to support multicultural understanding through the celebration of culture and cultural difference. The South Asian community is large enough to be apparently visible, unlike some smaller minorities who are perhaps inward-oriented with no public voice in broader New Zealand culture. Helping to create culture and keep the spirit of Diwali alive, the various divisions identified within the festival in its New Zealand public context, including classical/popular, public/private, sacred/secular, South Indian/North Indian, Indian/Indian diaspora, established New Zealander/recent New Zealander, and Asian/non-Asian, are each aspects that contribute to Diwali's unique place in current New Zealand culture.

The Treaty of Waitangi

TeTiriti o Waitangi is an agreement signed in 1840 between representatives of the British Crown and Māori iwi (tribes). The Treaty of Waitangi, Which laid down the basic governing principles between Maori and Pakeha, also describe the Chiefs' leadership role. The Treaty's English version suggests that the Chiefs yielded their sovereign rights of Queen of England; however independence is widely debated in the Treaty's interpretation. Walker suggests the regal government undermined the traditional Maori political system, and impacted on traditional Maori leadership. Traditional Maori leaders were excluded from the new regal Government's power structure. Treaty of Waitangi has a relevant impact on the business activities in New Zealand. After the existence of this agreement there are lots of developments occurred in New Zealand. But if we see it from the Maori leader side, it shows that misunderstanding and confusions are occurred because of cultural Awareness.

This is the better example for leader, when they working in an environment where they have to lead people from different cultures. New Zealand business leaders also ready to aware this type of cross cultural communications to avoid confusions and misunderstandings. This would help the employees to motivate and also to generate the best outcome.

BIBLIOGRAPHY

Brookfield, F. (1999). republic.org. Retrieved from www.republic.org.nz/treatyofwaitangi

http://nzetc.victoria.ac.nz. (n.d.). Retrieved 02 15, 2013, from http://nzetc.victoria.ac.nz/tm/scholarly/tei-Sch091JMS-t1-g1-t5.html: http://nzetc.victoria.ac.nz/tm/scholarly/tei-Sch091JMS-t1-g1-t5.html

http://www.culturaldiversity.com.au. (n.d.). Retrieved 2 15, 2013, from http://www.culturaldiversity.com.au/practice-guides/cultural-awareness: http://www.culturaldiversity.com.au/practice-guides/cultural-awareness

http://www.logosnoesis.com. (n.d.). Retrieved 2 15, 2013, from http://www.logosnoesis.com/Leaders/Cultural_Awareness: http://www.logosnoesis.com/Leaders/Cultural_Awareness

EASSY 3

Influences on Leadership

Good leaders are not from birth. If the desire and willpower, it will be an effective leader. Good leaders develop through a never-ending process of self-study, training and experience to inspire employees to higher levels of teamwork, there are certain things you should know and do. They do not come naturally, but it was constant work and study. Good leaders are continuing to work and study to improve their leadership skills; they are not resting on our laurels.

Leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership. However, we know that we have traits that can influence our actions. This is called Trait Leadership, in that it was once common to believe that leaders were born rather than made.

Business Leader- Sam Morgan

Morgan's ability to act and make decisions has resulted in him creating a multimillion dollar business - Trade Me - and has given him the financial ability to become a philanthropist. Sam Morgan, founder of Trade Me, had an unconventional family upbringing in Wellington. At one point this included living on a bus with his parents and three siblings. He completed his secondary education at Rongotai College and Morgan started a university degree at Victoria University in Wellington, but left his studies unfinished in 1995.He started working in IT consultancy at Deloitte, before leaving to run his online auction business Trade Me in 1999.

Trade Me

The idea for Trade Me started when Morgan was searching for a second hand heater for his student flat. During this search he came up with the idea of online auctions in New Zealand. It was an idea that was to make Sam Morgan a multimillionaire. From a very young age, Morgan had shown that he would follow through with an idea until it was complete. He built Trade Me in his spare time in two months, while he was consulting full-time for Deloitte. He then resigned from Deloitte to run Trade Me full-time. Trade Me is now a successful auction, dating, property, cars and jobs website. However, online auctions were definitely not a new idea when Morgan developed Trade Me. In fact there were already many successful auction sites in operation overseas, but it was a new way of doing business in New Zealand. Trade Me started on a very low budget and when the company needed more money to expand, Morgan's initial investors were mainly family and friends. His parents, who were reluctant at the time, invested $75 000 and that investment has now returned them $50 million.

Social Responsibility

The Jasmine Charitable Trust is a New Zealand registered charitable foundation which was established by Sam Morgan and his family following the sale of Trade Me to Fairfax Media in 2006. These programs are run my Jasmine Charitable Trust.

Bridge International Academies

They provide a quality education to millions of kids in Africa.A large-scale franchise-like network of low-cost for-profit private primary schools to provide access to affordable high-quality education for poor families across Sub Saharan Africa.BIA uses an outside educational testing company to administer and score internationally recognized exams to monitor student achievement. Preliminary data indicates that BIA students are already performing 60-100% higher in core reading skills than comparable students.1 million students being provided a world-class quality education at affordable prices.

Educate Girls

To enrol, retain and improve learning outcomes for girls in areas with the highest gender disparity in India .A comprehensive model that reforms government schools through community ownership and reaches 100% enrolment, achieves higher attendance and improves learning outcomes for all girls. They successfully engage girl students, teachers, schools, communities and the government to create a sustainable, scalable and holistic platform.

Jacaranda Health

Manage a self-sustaining chain of clinics in peri-urban areas that provide high quality reproductive health services through a combination of two tightly integrated models. Mobile Clinics that create a direct link to patients, boost demand for services and healthy outcomes through antenatal care and birth preparedness and Jacaranda Maternities where women can go for respectful obstetric care, safe delivery, family planning and postnatal care.

Refuge Point

Provide life-saving assistance to refugees living in the slums of Nairobi, and identify the most vulnerable refugees in urban areas and camps across Africa for resettlement, engage and align governments, the UN and NGOs with the need to increase resettlement globally for at risk refugees.

Nuru

An umbrella holistic development model that delivers an integrated package of market-based scalable solutions in four areas of development (Agriculture, Healthcare, Education and CED) to improve the lives of member families in a sustainable way. Nuru doesn't try to reinvent interventions, but instead acts as a general contractor of scalable, proven solutions in these four areas.

One Acre Fund

A comprehensive group of services to subsistence farmers that include: organize farmers into producer groups, loan them seeds and fertilizer on credit, educate them, insure their crops against significant draught or disease and help them access post-harvest markets in Kenya, Rwanda and Burundi.

Uganda

Operates 'Avon-like' networks of women entrepreneurs who go door-to-door selling products that improve people's health, wealth, and productivity at prices affordable to the poor in uganda.

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