This research looks at leadership and management ideas and how they might be applied to the Eastern Medical Equipment Company.

ABSTRACT This research looks at leadership and management ideas and how they might be applied to the Eastern Medical Equipment Company Task 2 investigates the impacts of leadership and management styl.ABSTRACTThis research looks at leadership and management ideas and how they might be applied to the Eastern Medical Equipment Company. Task 2 investigates the impacts of leadership and management styles on culture, as well as the impact of culture on organizational performance. TABLE OF CONTENTSABSTRACTiTABLE OF CONTENTSiiINTRODUCTION1TASK 12Theories of leadership concerning the management activities in the given teams2Theories of management concerning the management and leadership activities in the given teams3The impact of the application of leadership and management theories on the effectiveness of the Eastern medical equipment company4Evaluation of different approaches to leadership and management7TASK 28Different leadership and management styles and their application in the given teams8The influence of management and leadership styles on decision making10The factors that influence the development of the culture12The importance of organizational culture on the organization’s performance13The impact of different approaches to leadership and management.14CONCLUSION16References17  INTRODUCTIONNo matter what sector or size, every firm needs effective leadership to flourish. Effective company processes need good leaders. Being a good leader does not come naturally to most people (Charan, 1998). As a result, all degree programs are devoted to management and assisting students in become excellent business leaders. There are several ideas regarding how leadership works, what makes excellent leaders, and how to be successful. This research investigates leadership and management theories and examines the influence of implementing these ideas on the operations of the Eastern medical equipment firm. Task 2 of this research investigates the impact of leadership styles on the organization, the elements influencing company culture, and the impact of corporate culture on business operations. TASK 1Theories of leadership concerning the management activities in the given teamsLeadership theories describe how and why some people become leaders. They focus on the characteristics, behaviours, and situational methods that people may utilize to strengthen their leadership abilities (Vaughn, 2004). Furthermore, leadership theories explain how leaders may utilize and enhance their strengths. Recently, leadership theories have grown more organized, making them easier to understand, discuss, and assess.According to the characteristic leadership theory, the attributes necessary to be a good leader are inherited. According to this idea, those with strong leadership skills are born with them and may use them to advance in their careers. When a person is born with leadership qualities, the inherited abilities produce a pattern of natural leadership behaviours, according to the characteristic leadership theory. Although some people are born with specific abilities, they must be encouraged to utilize them. Not everyone who is born with leadership aptitude wants to lead.On the other hand, the behavioural theory of leadership holds that leadership qualities may be learnt through witnessing such talents in the conduct of others. Individuals may then study and practice these skills to become more flexible in their leadership abilities (Frazier, 2020). This form of leadership is distinct in that people may pick the leader they want to be and learn the necessary skills. Individuals may also mix several kinds to widen their leadership reach. This theory supports the concept that all leaders can understand and improve by adopting and implementing desirable behaviours in the workplace. Behavioural leadership theory also urges leaders to be selfaware of their conduct and realize how it impacts their teams productivity and morale.The contingency theory of leadership states that a leaders effectiveness is determined by whether or not their leadership style is suitable for a specific event (Erickson, 2014). According to this theory, a person may be a successful leader in one context but an unsuccessful leader in another. This concept says that managers should be able to analyze each situation and decide if their leadership style is appropriate. To improve ones prospects of becoming a successful leader. They must be selfaware, objective, and adaptable in most circumstances. Managers and supervisors may need to adapt their leadership style to the current situation or delegate some of their leadership responsibilities to a colleague to lead their teams (Levitt, 2020) successfully.Theories of management concerning the management and leadership activities in the given teamsManagement theories provide corporate executives with ideas for increasing team member productivity and workplace happiness. Management ideas have developed throughout time to reflect changes in workplace motivation. They seek to enhance communication between leaders and their teams and boost efficiency and cooperation toward organizational objectives (Sheffield, 2018). This section addresses the three types of management theories: classical, behavioural, and contemporary.Classical ApproachClassical management theory is the oldest management philosophy. Initially introduced during the industrial age, this technique seeks to set standards to increase production output. It considers salary to be the fundamental motivation of employees. Consequently, a leader who applies this strategy will use compensation and incentives to incentivise highperforming team members to enhance productivity. Scientific management theory, Administrative management theory, and Bureaucracy theory are the three basic approaches in classical management theory.Behaviour ApproachAfter the industrial revolution, management philosophies moved from an outputcentric to a more peopleoriented approach. It gave rise to behavioural management concepts centred on meeting the interpersonal needs of professionals. Leaders shifted their focus from external to internal incentives, such as encouraging employees to participate in activities that correspond with their development goals. Human relations theory, behavioural science theory, and theories X and Y are the three types of behavioural management theories (Delgado, 2019).Contemporary ApproachA modern management approach to corporate administration encompasses planning, decisionmaking, and monitoring activities. This strategy attempts to define goals aligned with stakeholders interests, from traditional investors to employees and consumers. Modern management teams rely on human behaviour and environmental factors to create a productive and organized workplace. Contemporary management is divided into three types: contingency management, systems management, and Theory Z.The impact of the application of leadership and management theories on the effectiveness of the Eastern medical equipment companyThe application of Situational theories to leadershipManagers may use a variety of leadership styles, each with a different influence depending on the group they lead and the business they work (Orr Jackson, 2015). This research presents two additional indepth perspectives of situational theory regarding managerial activities in the Dragon and Eagle teams. Tuan Anh is a relationshipfocused leader, while Tran Minh Quang is a taskfocused leader. The relationship theory of leadership stresses Tuan Anh, who is mainly concerned with their ties with others about the Dragon team. They are often mentors for employees, spending time chatting with them and seeking to meet their needs. These leaders care about making work enjoyable for as many people as possible and promoting a positive work environment. Managers who respect connections get better employee results (Redpath et al., 2008). Tuan Anh, the Dragon teams leader, has shown this leadership style. Every morning, he meets with the employee, outlines the task, and enables the person to select the portion they want. Furthermore, he is more interested in maintaining strong connections with workers than meeting commercial objectives. This is a reasonably comfortable management technique for Tuan Anhs staff since the team is given sales objectives to fulfil but is free to select how to reach those targets. This style of leadership has several benefits. Employees trust Tuan Anh and want to work for him. They are also motivated to serve as excellent leaders to others. Mentorship gives ideal opportunities for workers to improve and encourages them to remain with the firm for more time. However, the Dragon team is still seen as not developing workers to their maximum potential to achieve strong commercial outcomes. Applying situational theory to the Dragon team will improve team performance. If his team completes the work ahead of schedule, Tuan Anh may give them another task to guarantee they have more opportunities to grow and learn at work. The leadership relationship theory emphasizes Tuan Anh, primarily concerned with their relationships with others on the Dragon team. They often act as workers mentors, talking with them and attempting to address their needs. These leaders are concerned with making work as joyful as possible for as many people as feasible and establishing a good work environment. Managers who value relationships get more significant employee outcomes (Redpath et al., 2008). This restricts workers ability to pick the employment they like, limiting them to specific work frameworks. This hypothesis seems to be extremely effective—leaders with considerable power may appear to be highly efficient and get things done fast, as indicated by the Eagle teams success record. However, most workers dislike power dynamics. They want a leader that works with them rather than over them and supports them. Thus, the most severe critique against this approach is that it fails to motivate and encourage people, instead making them feel controlled. Workplace demands and Quangs leadership style prompted Huong Mai to protest and request a transfer to Tuan Anhs team. This may lead to poor morale and cliquey environments in the workplace. Because of Quangs leadership style, workers are fatigued, stressed, and constantly want to take a brief break to quit the workplace. If Quangs colleagues on the Eagle team are feeling stressed or exhausted, Quang should encourage them and offer them more management responsibilities.The application of Behavioral theories to managementTuan Anhs Dragon team has become a cohesive and understanding team. The team is one of the most cohesive in the firm, which is a good thing given Tuan Anhs successful application of the Behavioral Science Theory approach at the Eastern Medical equipment company. Tran Minh Quangs leadership style parallels Theory X and his behavioural orientation. Behavioural Science Theory combines psychology, sociology, and anthropology to provide a scientific framework for studying employee behaviour. It studies why particular aspects motivate employees, such as societal needs, conflicts, and selfactualization. It recognizes the uniqueness and the need for managers to be approachable (Delgado, 2019). Unlike human relations theory, the behavioural approach emphasizes leadership as a critical component of management effectiveness. It highlights the significance of group interactions and group behaviour in organizational efficiency. Tuan Anh will need to have a more excellent grasp of the companys profitability using this method since keeping people comfortable at work may not always result in longterm advantages. Putting his team members under pressure at work will allow them to grow their talents while increasing the organizations income. Tran Minh Quang should take the time to understand his teams requirements better since the organizations objectives must be aligned with an awareness of human needs. This action will encourage workers to stay with the firm for an extended period, reducing job hopping. This application will make the Eagle teams working environment less stressful and happier. Theory X management believes its employees are less intelligent, lazier, and only work for a sustainable paycheck. Management staff are driven by selfinterest in their job. Managers who believe their employees act this way are likelier to use incentives or punishments to motivate them. Theory X contends that a handson management approach leads to a more efficient workforce due to these assumptions. The Eagles have the most remarkable success rate in the league. Theory X managers think all actions should be traced to the individual who committed them (Peels, 2017). The person might get either a direct award or a reprimand depending on whether the result is favourable or poor. This management approach is more successful when utilized in a workforce that is not mainly driven to perform. The Eagle team may profit from Theory X by deploying an assembly line or manual labour. Using this idea under these work settings enables Tran Minh Quangs team to specialize in certain job areas, allowing the firm to massproduce a greater quantity and quality of work. Micromanaging the Eagles members assists Quangs staff in having a clear task orientation and completing work more quickly, which has assisted Quangs team in achieving the most excellent company performance.Evaluation of different approaches to leadership and managementDifferent approaches to leadership

ABSTRACT This research looks at leadership and management ideas and how they might be applied to the Eastern Medical Equipment Company Task investigates the impacts of leadership and management styles on culture, as well as the impact of culture on organizational performance i TABLE OF CONTENTS ABSTRACT i TABLE OF CONTENTS .ii INTRODUCTION TASK Theories of leadership concerning the management activities in the given teams .2 Theories of management concerning the management and leadership activities in the given teams The impact of the application of leadership and management theories on the effectiveness of the Eastern medical equipment company Evaluation of different approaches to leadership and management TASK Different leadership and management styles and their application in the given teams The influence of management and leadership styles on decision making .10 The factors that influence the development of the culture .12 The importance of organizational culture on the organization’s performance .13 The impact of different approaches to leadership and management 14 CONCLUSION .16 References 17 ii INTRODUCTION No matter what sector or size, every firm needs effective leadership to flourish Effective company processes need good leaders Being a good leader does not come naturally to most people (Charan, 1998) As a result, all degree programs are devoted to management and assisting students in become excellent business leaders There are several ideas regarding how leadership works, what makes excellent leaders, and how to be successful This research investigates leadership and management theories and examines the influence of implementing these ideas on the operations of the Eastern medical equipment firm Task of this research investigates the impact of leadership styles on the organization, the elements influencing company culture, and the impact of corporate culture on business operations TASK Theories of leadership concerning the management activities in the given teams Leadership theories describe how and why some people become leaders They focus on the characteristics, behaviours, and situational methods that people may utilize to strengthen their leadership abilities (Vaughn, 2004) Furthermore, leadership theories explain how leaders may utilize and enhance their strengths Recently, leadership theories have grown more organized, making them easier to understand, discuss, and assess According to the characteristic leadership theory, the attributes necessary to be a good leader are inherited According to this idea, those with strong leadership skills are born with them and may use them to advance in their careers When a person is born with leadership qualities, the inherited abilities produce a pattern of natural leadership behaviours, according to the characteristic leadership theory Although some people are born with specific abilities, they must be encouraged to utilize them Not everyone who is born with leadership aptitude wants to lead On the other hand, the behavioural theory of leadership holds that leadership qualities may be learnt through witnessing such talents in the conduct of others Individuals may then study and practice these skills to become more flexible in their leadership abilities (Frazier, 2020) This form of leadership is distinct in that people may pick the leader they want to be and learn the necessary skills Individuals may also mix several kinds to widen their leadership reach This theory supports the concept that all leaders can understand and improve by adopting and implementing desirable behaviours in the workplace Behavioural leadership theory also urges leaders to be self-aware of their conduct and realize how it impacts their team's productivity and morale The contingency theory of leadership states that a leader's effectiveness is determined by whether or not their leadership style is suitable for a specific event (Erickson, 2014) According to this theory, a person may be a successful leader in one context but an unsuccessful leader in another This concept says that managers should be able to analyze each situation and decide if their leadership style is appropriate To improve one's prospects of becoming a successful leader They must be self-aware, objective, and adaptable in most circumstances Managers and supervisors may need to adapt their leadership style to the current situation or delegate some of their leadership responsibilities to a colleague to lead their teams (Levitt, 2020) successfully Theories of management concerning the management and leadership activities in the given teams Management theories provide corporate executives with ideas for increasing team member productivity and workplace happiness Management ideas have developed throughout time to reflect changes in workplace motivation They seek to enhance communication between leaders and their teams and boost efficiency and cooperation toward organizational objectives (Sheffield, 2018) This section addresses the three types of management theories: classical, behavioural, and contemporary Classical Approach Classical management theory is the oldest management philosophy Initially introduced during the industrial age, this technique seeks to set standards to increase production output It considers salary to be the fundamental motivation of employees Consequently, a leader who applies this strategy will use compensation and incentives to incentivise high-performing team members to enhance productivity Scientific management theory, Administrative management theory, and Bureaucracy theory are the three basic approaches in classical management theory Behaviour Approach After the industrial revolution, management philosophies moved from an output-centric to a more people-oriented approach It gave rise to behavioural management concepts centred on meeting the interpersonal needs of professionals Leaders shifted their focus from external to internal incentives, such as encouraging employees to participate in activities that correspond with their development goals Human relations theory, behavioural science theory, and theories X and Y are the three types of behavioural management theories (Delgado, 2019) Contemporary Approach A modern management approach to corporate administration encompasses planning, decision-making, and monitoring activities This strategy attempts to define goals aligned with stakeholders' interests, from traditional investors to employees and consumers Modern management teams rely on human behaviour and environmental factors to create a productive and organized workplace Contemporary management is divided into three types: contingency management, systems management, and Theory Z The impact of the application of leadership and management theories on the effectiveness of the Eastern medical equipment company The application of Situational theories to leadership Managers may use a variety of leadership styles, each with a different influence depending on the group they lead and the business they work (Orr & Jackson, 2015) This research presents two additional in-depth perspectives of situational theory regarding managerial activities in the Dragon and Eagle teams Tuan Anh is a relationship-focused leader, while Tran Minh Quang is a taskfocused leader The relationship theory of leadership stresses Tuan Anh, who is mainly concerned with their ties with others about the Dragon team They are often mentors for employees, spending time chatting with them and seeking to meet their needs These leaders care about making work enjoyable for as many people as possible and promoting a positive work environment Managers who respect connections get better employee results (Redpath et al., 2008) Tuan Anh, the Dragon team's leader, has shown this leadership style Every morning, he meets with the employee, outlines the task, and enables the person to select the portion they want Furthermore, he is more interested in maintaining strong connections with workers than meeting commercial objectives This is a reasonably comfortable management technique for Tuan Anh's staff since the team is given sales objectives to fulfil but is free to select how to reach those targets This style of leadership has several benefits Employees trust Tuan Anh and want to work for him They are also motivated to serve as excellent leaders to others Mentorship gives ideal opportunities for workers to improve and encourages them to remain with the firm for more time However, the Dragon team is still seen as not developing workers to their maximum potential to achieve strong commercial outcomes Applying situational theory to the Dragon team will improve team performance If his team completes the work ahead of schedule, Tuan Anh may give them another task to guarantee they have more opportunities to grow and learn at work The leadership relationship theory emphasizes Tuan Anh, primarily concerned with their relationships with others on the Dragon team They often act as workers' mentors, talking with them and attempting to address their needs These leaders are concerned with making work as joyful as possible for as many people as feasible and establishing a good work environment Managers who value relationships get more significant employee outcomes (Redpath et al., 2008) This restricts workers' ability to pick the employment they like, limiting them to specific work frameworks This hypothesis seems to be extremely effective—leaders with considerable power may appear to be highly efficient and get things done fast, as indicated by the Eagle team's success record However, most workers dislike power dynamics They want a leader that works with them rather than over them and supports them Thus, the most severe critique against this approach is that it fails to motivate and encourage people, instead making them feel controlled Workplace demands and Quang's leadership style prompted Huong Mai to protest and request a transfer to Tuan Anh's team This may lead to poor morale and cliquey environments in the workplace Because of Quang's leadership style, workers are fatigued, stressed, and constantly want to take a brief break to quit the workplace If Quang's colleagues on the Eagle team are feeling stressed or exhausted, Quang should encourage them and offer them more management responsibilities The application of Behavioral theories to management Tuan Anh's Dragon team has become a cohesive and understanding team The team is one of the most cohesive in the firm, which is a good thing given Tuan Anh's successful application of the Behavioral Science Theory approach at the Eastern Medical equipment company Tran Minh Quang's leadership style parallels Theory X and his behavioural orientation Behavioural Science Theory combines psychology, sociology, and anthropology to provide a scientific framework for studying employee behaviour It studies why particular aspects motivate employees, such as societal needs, conflicts, and self-actualization It recognizes the uniqueness and the need for managers to be approachable (Delgado, 2019) Unlike human relations theory, the behavioural approach emphasizes leadership as a critical component of management effectiveness It highlights the significance of group interactions and group behaviour in organizational efficiency Tuan Anh will need to have a more excellent grasp of the company's profitability using this method since keeping people comfortable at work may not always result in long-term advantages Putting his team members under pressure at work will allow them to grow their talents while increasing the organization's income Tran Minh Quang should take the time to understand his team's requirements better since the organization's objectives must be aligned with an awareness of human needs This action will encourage workers to stay with the firm for an extended period, reducing job hopping This application will make the Eagle team's working environment less stressful and happier Theory X management believes its employees are less intelligent, lazier, and only work for a sustainable paycheck Management staff are driven by self-interest in their job Managers who believe their employees act this way are likelier to use incentives or punishments to motivate them Theory X contends that a hands-on management approach leads to a more efficient workforce due to these assumptions The Eagles have the most remarkable success rate in the league Theory X managers think all actions should be traced to the individual who committed them (Peels, 2017) The person might get either a direct award or a reprimand depending on whether the result is favourable or poor This management approach is more successful when utilized in a workforce that is not mainly driven to perform The Eagle team may profit from Theory X by deploying an assembly line or manual labour Using this idea under these work settings enables Tran Minh Quang's team to specialize in certain job areas, allowing the firm to mass-produce a greater quantity and quality of work Micromanaging the Eagle's members assists Quang's staff in having a clear task orientation and completing work more quickly, which has assisted Quang's team in achieving the most excellent company performance Evaluation of different approaches to leadership and management Different approaches to leadership There are several paths for leadership and management; integrating trait and behavioural theories would significantly improve the Eastern firm Each technique offers benefits and drawbacks when applied to Eagle and Dragon teams While trait theories give information about how people may behave, they not explain why they so The subjective assessment of whether Tuan Anh or Tran Minh Quang is a good leader will not be accurate in the Eagle and Dragon teams This sophisticated method would be tough to implement in a large-scale corporation like Eastern According to the behavioural theory approach, the most outstanding leaders can modify their behavioural style and adopt the appropriate style for various scenarios This method assists Tuan Anh and Quang assess how their behavioural patterns affect interactions inside the Eagle and Dragon teams Assist them in finding the correct balance between various leadership styles and deciding how to act as a leader This leadership style is well-suited to complicated situations that need group action and in which no one organization has control However, the strategy is complex since it involves significant transaction costs, uncertain outputs, and lengthy timescales (Anna) It works best for complicated problems that more straightforward approaches cannot handle Tuan Anh and Tran Minh Quang may shift two teams' leadership roles in a short time since the company's five values are Passion - Trust - Ethical - Sincerity - Transparency These values may help the Dragon team perform better since Quang knows how it works and will offer clear guidance Changing positions for Tuan Anh to head the Eagle team would help individuals alleviate tension and express their dreams Different approaches to management Classical administration and a contemporary approach at the Dragon and Eagle teams will have benefits and downsides Classical methods will assist in rapidly and comprehensively conveying information across departments, allowing managers to take prompt and appropriate actions with the team Administrative management is the process of managing information via people, and it is a significant theory in classical management theory By implementing this idea in Mr Nguyen Lam Hoan's whole region, all information and employee ambitions will be reviewed and documented This approach also allows team leaders to observe the issues that their workers issue so that they may immediately modify their behaviour to enhance the unit's performance Tuan Anh and Tran Minh Quang will benefit significantly from using a contemporary approach to team management Technology employment is one of the most visible elements of modern management Tuan Anh and Quang can optimize staff processes and increase efficiency by using innovative software to fulfil numerous jobs, from setting timetables to monitoring employee performance This approach will allow Tuan Anh to allocate additional tasks to team members and Quang to monitor job progress and provide prompt instruction to workers when the team looks to be on track to miss its goal Furthermore, because of the dispersion of power, workers typically feel more independent under a contemporary management approach The two teams should provide tasks that match each employee's particular skill set and allow them to work as they see appropriate This promotes freedom, develops creativity, and encourages individuals to take control of their professional growth TASK Different leadership and management styles and their application in the given teams According to Holden (2019), there are four primary leadership and management styles: democratic, dictatorial, autocratic, and laissez-faire Democratic leadership is shown by making choices based on the perspectives of all members of the organization While the management makes the ultimate decision, each employee has an equal voice in the company's direction on each project During a meeting, the democratic leader will present specific options for workers They will make a choice based on public feedback or vote after deliberation Democratic leadership is regarded as one of the most successful types since it allows subordinates to exercise the powers and abilities required for future higher-level roles (Kohler, 2015) It is comparable to how corporation board meetings make decisions By intelligently bringing Tuan Anh's team to the Dragon team, he acquired the workers' respect and lowered workplace stress However, Tuan Anh should remember that the majority view is not necessarily the best His duty is to lead and direct the team's actions; thus, he must be the one to make choices and allocate responsibilities to prioritize the team's interests For Quang, a group meeting was required to discuss the problem of staff taking excessive time off work Listening to workers' comments would help him comprehend their concerns, which will assist him in solving challenging challenges in reaching corporate objectives Dictators compel subordinates to work by threatening them with punishment and sanctions (Motley, 2020) A dictator believes he is the only one who is gifted and brilliant They also seek to have power over others From there, make decisions without considering other people's ideas or analyses They must follow the orders of their superiors The finest leaders share the benefits of their accomplishments and take responsibility for their shortcomings People want to follow influential leaders They want to be led by someone with a clear vision, strong principles, and strong values The Eagle team may not agree with all of Tran Minh Quang's choices, but as long as the ethical line is not crossed, the staff will continue to obey orders, work hard, and be loyal In contrast to democratic leadership, authoritarian leadership takes decisions independently without consulting anybody beneath them (Frantz, 2018) Employee contributions are not examined or discussed before being directed, and they must adhere to their superiors' time and pace of work requirements When a manager alters the working hours of numerous workers without consulting anybody, mainly those immediately impacted by the decision, this is an example of autocratic leadership Because of its poor efficacy, this leadership style often produces unhappiness and drives many people to quit the firm As a manager, Tran Minh Quang of the Eagle team should be more receptive to the ideas and perspectives of other team members The most "liberal" kind of leadership is laissez-faire The French phrase "laissez-faire" means "let your staff do." Managers that use this method are known for delegating practically unlimited power to their subordinates (Motley, 2020) Empowering leadership enhances employee autonomy on the Dragon team by enabling people to work as they desire However, this approach risks restricting staff development and losing out on crucial possibilities for the organization Laissez-faire leadership is ineffectual when team members lack the essential expertise or experience to perform the job due to its dependence on group competency As a consequence, decreased work performance has an impact on employee satisfaction As a result, while using this strategy, Tuan Anh must be mindful of defining boundaries by developing team standards and enforcing team regulations Tuan Anh should implement methods to control work progress and train workers instead of giving employees complete autonomy to decide on the solution to reach the objective since the Dragon team has an average age of 26 years, which is still relatively young The influence of management and leadership styles on decision making Good personnel are critical to the efficient operation of any firm The more their involvement in corporate choices, the greater their ability to contribute to overall development This section investigates the impact of the sales directors Tuan Anh's and Quang's leadership styles on decision-making 10 Mr Nguyen Lam Hoan, the Sales Director, has a laissez-faire leadership style in establishing business objectives Still, he does not impose precise assignments on the Eagle and Dragon teams The two teams determine how to arrange work in their respective areas This leadership approach promotes the personal development of both teams The flexible management approach enables Tuan Anh and Tran Minh Quang to operate independently, allowing them to grow and develop When two teams have complete authority over their choices, their innovation and development mentality are more likely to be supported Employees in the Eagle and Dragon teams can make their judgments without micromanagement They can make decisions quickly without waiting for permission Tuan Anh's team members may make their own choices and work at their speed due to his democratic leadership style This strategy encourages Dragon team members to collaborate on shared duties This leadership allows them to better integrate and bond with one another At the same time, Tuan Anh's leadership style assists workers in better understanding one another in order to produce the most excellent job outcomes and be prepared to commit themselves to the firm Tuan Anh's leadership style allows him to extend his vision before reaching a unified decision He will obtain more views and experiences from democratic management, providing him with more knowledge to make more informed judgments As a result, the strategy or campaign is developed most objectively and thoroughly possible The Dragon team meets to review what is doing well and what is going wrong and recommend ways to improve The team is then in charge of putting their ideas into action Tuan Anh can address difficulties more successfully as a result of this Many individuals express their thoughts and opinions on a topic From there, he may immediately identify the best possible approach to reduce risks and change tasks accordingly Tran Minh Quang knows that the company's philosophy strongly favours a more flexible leadership style However, he often has to give commands and demands when deadlines are about to reach, or the team is on track to miss its goal Tran Minh Quang's authoritarian leadership style involves outlining the best 11 strategy and instructing others to follow his lead, which keeps firms or initiatives from stagnating owing to a lack of order or regularity In such cases, authoritarian leaders can compel citizens to fulfil deadlines Some projects need outstanding leadership to be completed swiftly and effectively Additionally, this leadership style produces positive pressure, allowing individuals to perfect their talents to accomplish responsibilities Ultimately, this will enhance the overall performance of the company On the other hand, Tran Minh Quang must exercise leadership flexibility since people who misuse this authoritarian leadership style are often characterized as conservative and dictatorial The factors that influence the development of the culture Shimasaki (2009) states that corporate culture is a collection of values, beliefs, and habits that all company members share It influences how each firm member thinks and acts, creating a distinct identity for each business This section examines three aspects impacting corporate culture: leadership, personnel, and the work environment Shimasaki's research states that leaders significantly impact organizational culture They create work schedules, prioritize tasks, manage, lead, and delegate to skilled employees Good leaders provide their followers with vision, purpose, mentoring, and motivation Traditional leadership methods and cultures are no longer as successful Young generations, such as the dragon team, prospered through maturity and training The interaction between leaders and workers is essential If the connection is poor or unfavourable, the employee will be cut off from other components of the culture As a result, Tran Minh Quang should also give more attention to overseeing job progress; instead of directing as the deadline approaches, he should spend time speaking and resolving issues with personnel In team meetings, Quang should enable workers to share their thoughts openly Listening to his staff is a fantastic approach to reaffirming the company's aims and values Employees can solve difficulties and innovate more readily in an autonomous culture Employees that are empowered feel more confident and accomplish more than anticipated 12 Employees may quickly impact business culture by taking an active role Human resource executives should collaborate with the leadership team and stakeholders throughout the organization to analyze the present corporate culture, identify possible gaps or opportunities, and develop a strategic plan to align the organization's culture with its values and objectives Once a clear vision for the corporate culture has been formed, Nguyen Lam Hoan may collaborate with executives from all organization sections to implement their strategy Open, straightforward communication is essential here: everyone at every level should understand their role in bringing the business culture to life Good work culture is an important underlying element of a successful company (Huber et al., 2020) This indicates that workers have a favourable attitude toward their company, feel encouraged in their job by supervisors and colleagues, and have a positive outlook on their work Tuan Anh and Quang's mood and level of respect as team supervisors significantly impact their department's business culture The importance of organizational culture on the organization’s performance A firm with a strong culture consistent with long-term objectives and plans fosters individual pride, which encourages individuals to strive for and devote themselves to accomplishing shared goals This section investigates the impact of culture on staff and the organizations as a whole When a company has established a corporate culture and appropriately communicates with its personnel, this will result in three beneficial outcomes (Ogbonna & Wilkinson, 1990) First, recruit and retain business talent Employees interested in the corporate environment will be loyal and stay with the company for an extended period Second, they are conscious of their function in the collective and the organization; therefore, they lower management principles and rules Finally, since there is a positive working atmosphere, respected workers provide thoughts and suggestions to increase job efficiency These are the issues Tran Minh Quang is dealing with in his team; convincing Huong Mai to remain working with the team and to modify the assignment is required to assist his employees in learning more 13 A corporation that fosters a healthy corporate culture will benefit the organization (Huber et al., 2020) Corporate culture differentiates one company from another, giving it its particular personality Not only that, but corporate culture may provide a competitive edge to firms If a firm does not create a positive corporate culture, it will harm its source of internal strength as leverage Furthermore, firms lose competitive advantages since each employee in the organization will deliver different messages which will not harm the company's image Tuan Anh should identify methods to enable the Dragon team to grow to their full potential and stay with the firm for a long time, with youthful human resources capable of learning and giving a lot to the organization The impact of different approaches to leadership and management Impact of different leadership approaches The trait-based leadership theory contends that leaders must have superhuman traits and values superior to the rest of the population and that these super qualities and exceptional values are inherent in them That gift of creation has enabled people to excel and become leaders of a nation, tribe, religion, or organization (Mason, 2016) The implementation of trait theory in human resource management will be ineffective using the trait theory method because this strategy is mainly focused on theory and judgment This may cast doubt on the competency of Eastern staff and supervisors Tran Minh Quang's leadership talent is valued in this method since he is the one who helps his staff meet business objectives on time and the Eagle team achieve maximum job efficiency However, guiding workers when deadlines are imminent causes his workforce to feel pushed and smothered with work, preventing the establishment of the Eastern medical equipment company's cultural orientation Impact of different management approaches The classical administration would facilitate the flow of information and regularly updates teams This is particularly crucial for the Dragon and Eagle teams since Tuan Anh and Tran Minh Quang must alter their schedule and workload to maintain job efficiency Building a digital culture assists firms in creating human 14 resources with creative breakthrough thinking, new digital initiatives, and the capacity to adjust flexibly to change throughout the digital transformation process At the same time, it prepares staff to absorb criticism and transform it into new possibilities, propelling the Eastern firm to a better market position Contemporary management places a greater emphasis on business culture than conventional methods This trend is most likely attributable to the rising demand for professional skills and employee desires for more humane work settings Companies may enhance their overall reputations by developing a culture corresponding to employee preferences and consumer expectations (Strickland, 2011) For example, if Tran Minh Quang were a contemporary manager, he would encourage his colleagues to maintain a solid work-life balance to avoid the burnout that plagues their team Diversity is another essential part of corporate culture since workers typically desire to work for a firm that values the experiences of individuals from many backgrounds 15 CONCLUSION The manager's responsibility is optimising choices, so the system runs more smoothly and efficiently Because of the market economy's complexity, leaders' roles in management and decision-making are now very tough The investigation on the impact of leadership theories and management on the Eastern medical equipment firm will analyze shortcomings and strengths This will be the foundation for the company's efforts to improve leadership styles and foster a healthy cultural environment 16 References Bennett, P.D (2017) “Positional and personal power,” Teaching with Vitality 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Task of this research investigates the impact of leadership styles on the organization, the elements influencing company culture, and the impact of corporate culture on business operations TASK. .. leaders, and how to be successful This research investigates leadership and management theories and examines the influence of implementing these ideas on the operations of the Eastern medical equipment. .. exceptional values are inherent in them That gift of creation has enabled people to excel and become leaders of a nation, tribe, religion, or organization (Mason, 20 16) The implementation of trait theory