groupassignment mgt103 topic importance of leadership

In a digital environment, leaders need to adapt or enhance their skills toact, anticipate markets and trends, make an experienced business decision, and changetheir plan, if technology a

*FPT UNIVERSITY- CAMPUS CAN THO

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GROUP ASSIGNMENT [MGT103]

TOPIC: IMPORTANCE OF LEADERSHIP

Name of group member Code

1 Nguyễn Thị Mỹ Ngân CS171405

2 Nguyễn Thị Tiểu Yến CS171121

3 Nguyễn Vương Thụy CS170631

4 Tôn Diễm Quỳnh CS170664

5 Quang Thị Ngân Bình CS170665

FPTU Cantho, 31/2022

TABLE OF CONTENTS

TOPIC: IMPORTANCE OF LEADERSHIP

I INTRODUCTION

II CONTENT: CONCEPT AND IMPORTANCE OF LEADERSHIP

1 Concepts

2 Importance

III FACTORS ANALYSIS

1 Leadership skills

3 Leadership style

IV RESPONSIBILITIES OF A LEADERSHIP AND WAYS TO ENHANCE STUDENT LEADERSHIP

1 Responsibilities of a leadership

2 Ways to Enhance Student Leadership

V CONCLUSION

IV REFERENCES

I INTRODUCTION

Leadership was present in previous centuries but was not really taken care of until today's modernised industrialization era developed Leadership is a matter of intelligence, trustworthiness, humanity, courage, and discipline Relying only on intelligence will lead to rebellion Only doing humanity will lead to weakness The fixation on faith leads

to madness Reliance on the strength of courage leads to violence Excessive discipline and rigour in command lead to ruthlessness When a person has all five qualities together, each suited to its function, one can become a leader Leadership is constantly evolving and changing to match the application use in businesses In an enterprise, leadership must exist in order to help businesses do their work more effectively One of the issues that should be mentioned is the importance of leadership in business With the process

of surveying more than 100 students from many different fields of the university to find out about everyone's understanding of leadership, this article will clarify leadership issues

in business Surveys from many different fields have produced very diverse results that

we will analyse in detail in this article What factors will be considered necessary for effective leadership and company work? How will the spirit of that leadership be built? What leadership actions will affect the business?

II CONTENT: CONCEPT AND IMPORTANCE OF LEADERSHIP

1 Concepts

What is leadership?

Leadership has a range of definitions, but at its simplest it is concerned with the ability to influence others to achieve goals The process and attributes required to effectively influence others are central to an understanding of leadership and its currency in the context of developing public health nutrition as a discipline and its place in our daily practice There is an established literature that describes the personal attributes of leaders(1), including having a big picture vision that is effectively shared and decision making that is clear and decisive based on assessment of available information Leaders have a commitment to capacity building and empowering others, are respectful and consultative but willing to make tough decisions when required At the core of leadership

is the attribute of credibility, usually earned by demonstrated ethical and transparent approaches to practise Leaders take calculated risks when required, speak out against the status quo and step forward to take responsibility and show initiative when needed This type of behaviour in practice requires good strategic thinking, interpersonal communication skills and emotional intelligence In reality we all show and need leadership skills to be effective in our daily practice, whether that be academia, communities or organisations We all work to influence others to achieve our objectives, irrespective of the level at which we operate in society Leadership is not confined to the

top of the decision-making tree, but instead is often required at lower-down levels to

‘shake the branches’

2 Importance

The Importance of Leadership in Organisations

Selznick (1957) noted that leadership is fundamental as an organisational mechanism for achieving efficiency and control and for building commitment, understanding, and determination These leadership functions create, but also a variety of integration processes through which those synergistic benefits come to be realised (Hitt, Harrison, and Ireland, 2001, p 97)

As is traditional in acquisition literature, integration is largely defined by the degree of intrusion of the acquiring company into the acquired organisation (for example, Buono and Bowditch, 1989; Finkelstein, 1986; Howell, 1970; Larsson, 1989; Sales and Mirvis, 1984; Shanley, 1987; Walsh, 1987; Yunker, 1983) Although the acquiring organisation may also experience change as a result of the acquisition, the traditional focus on integration reflects a concern with the extent to which the acquiring organisation creates changes in the acquired organisation In this sense, integration is conceptualised as a boundary disruption initiated by the acquiring organisation to create mechanisms within the acquired company that facilitate the achievement of parent company goals As such, the traditional perspective on acquisition integration as enforced administrative control focuses on integration as the use of formal authority mechanisms to coordinate the goal-directed activities of organisational subunits (March and Simon, 1958) More recent conceptualizations view integration as a more complex and interactive mutual adjustment process between two organisations (Pablo, 1994), more of a facilitated dialogue (Isaacs, 1999) than a linear, unilaterally directed change process initiated by the acquiring organisation to gain administrative control From this perspective, integration requires significant change on the part of the acquiring organisation as well as by the acquired organisation (Haspeslagh and Jemison, 1991) Furthermore, the mutual adjustment conceptualization of integration takes into account the relative difficulties of managing a range of degrees of boundary disruption This may be managerially more difficult to implement than either a largely hands-off or an all-encompassing approach, because it implies the need for selectivity and restraint on the part of the acquirer (Bastien and Van

de Ven, 1986; Haspeslagh and Farquhar, 1987; Haspeslagh and Jemison, 1991; Nahavandi and Malekzadeh, 1988)

III FACTORS ANALYSIS

1 Leadership skills

Leadership is essential in organisations to successfully promote a culture of innovation

In the above, we have seen the importance of management decisions, which directly affect the existence and development of an organisation or company Therefore, in order

to make the right and informed decisions, the following factors should be considered: + Managers must have personal qualities such as experience, judgement, creativity, and quantitative ability

+ Well-organise the decision implementation process: must assign details, and ensure that relevant employees or departments clearly understand their responsibilities and positions

in implementing the decision At the same time, ensure good physical conditions, and good information exchange conditions, and create the best conditions for implementation, inspection, monitoring, and evaluation of implementation results

+ There are other supports such as reviewers, pluralistic consultants, and dialectical questioning to help managers have more multi-dimensional views, and increase the effectiveness of management decisions

The term skill is the ability to do something well and embraces the physical, and mental proficiency, that is related to understanding or knowledge of something [P Attewell, What is skill?, Work and occupations, 17 (1990) 422-448] Own a skill means relevant knowledge [International Project Management Association, Individual Competence Baseline: For Project, Programme & Portfolio Management, International Project Management Association (IPMA), 4 (2015).] acquired by training[Princeton University

"Skill." WordNet Princeton University 2010], practice and experience [R Ashkenas, B Manville,The Six fundamental Skills Every Leader Should Practice, Harvard Business Review (2018).] In a digital environment, leaders need to adapt or enhance their skills to act, anticipate markets and trends, make an experienced business decision, and change their plan, if technology and

the market environment emerges in unexpected ways [G C Kane, A N Phillips, J Copulsky, G Andrus How Digital Leadership Is (not) different Leading Digital Change Companies MIT Sloan Management Review and Deloitte , (2019) 11-16]

We had a small survey for FPT Can Tho university students, with a number of more than 100 people, surveying the skills required in a good leader.

Being a good leader can lead a company to success, a valuable manager needs

a lot of skills

Problem Solving and Decision Making

For a leader, it is necessary to know how to solve a problem, how to distinguish the source of the problem, identify practical solutions, and the last action to implement it The elements in problem-solving are included in the problems to be solved and decisions need to be made to solve the problems that have occurred (Odusami, 2002)

Planning and Goal Setting

Planning in achieving an objective is important because a project manager must be clever and wise in preparing any planning process that has been designed so that every construction project can proceed smoothly A leader in managing a project also needs to draw roads and plan with the goal that all the objectives of the project construction process can be successfully achieved (Farooqui et al, 2008)

Time Management

Based on the study by Ramo (2002), time is an important aspect of the construction process If a manager who leads a project does not manage time properly can lead to delays in the completion of a project The delays in the completion of a project can result

in additional costs to the provision of a construction project In addition, a manager who leads the project should be smart enough to determine and control strategies in time to prepare progress by stages that have been designed in the Critical Path Method

Communication

Communication is also a basic skill for a leader, this is because communication is the ability of a project manager or leader to listen, persuade, and understand what others mean by their behaviour Communication skills for leaders in managing projects are needed in achieving the goals of a project Skilled leaders communicating this way may make it easier to interact between the project leader or project manager with the workers,

in the case of any problems occurring on construction projects that can be completed quickly and easily (Mehta, 2012)

Conflict Resolution

In a construction project undertaken, usually, conflict is a major problem that must be faced by the project manager or project leader As a project manager, resolving conflicts

is a very difficult task in maintaining the situation of the project running smoothly In this chapter, this conflict can be defined as the difference between two or more trusts, the conflict of ideas in solving a problem, or interest in project management (Yui and Cheung, 2006)

2 Leadership style

Leadership studies have acknowledged that leadership is considered an important parameter in the stability and development of an organization A leader's job is to lead and motivate employees in the right direction to better respond to challenges and overcome obstacles [Antonopoulou, Hera, Constantinos Halkiopoulos, Olympia Barlou, and Grigorios N Beligiannis “Transformational Leadership and Digital Skills in Higher Education Institutes: During the COVID-19 Pandemic.” Emerging Science Journal 5, no

1 (February 1, 2021): 1–15 doi:10.28991/esj-2021-01252] However, leadership effectiveness depends a lot on leadership style as well as leadership thinking For a long time, leadership styles such as democratic, autocratic, and liberal have become well-studied leadership styles, but research and practice have shifted to research and application Use research on new leadership styles to adapt to the rapidly changing leadership landscape [ Shi, D., V Adinolfi, R Comin, M Yuan, E Alarousu, A Buin, Y Chen, et al “Low Trap-State Density and Long Carrier Diffusion in Organolead Trihalide Perovskite Single Crystals.” Science 347, no 6221 (January 29, 2015): 519–522 doi:10.1126/science.aaa2725.]

There are many ways to classify leadership styles: leadership based on trait theory personality, and cognitive qualities help a leader succeed in leadership; theory of skills -knowledge and skills to be an effective leader; case theory - a specific situation to determine the applied leadership style; contingency theory - leadership effectiveness depends on appropriate leadership styles for situations; goal theory - the path, the leader's ability to inspire, share with subordinates to achieve the desired goal; transaction theory, focusing on communication and setting expectations for leadership outcomes; transformation theory, discussing the ability of leaders to engage and connect with subordinates so that they achieve maximum results, and servant leadership theory – leaders as the first servant, who leads and generates motivations for the development of the organisation [1]Gandolfi, Franco, and Seth Stone "Clarifying leadership: High-impact leaders in a time of leadership crisis." Revista de Management Comparat International 17, no 3 (2016): 212-224

Leadership styles and behaviours are defined as ways in which the leader influences the behaviour of the employees to provide directions and goals through motivation and the definition of rules (cf Bass, 1985; Sorenson, 2000)

Leadership studies have acknowledged that leadership is considered an important parameter in the stability and

development of an organisation A leader's job is to lead and motivate employees in the right direction to better respond

to challenge and overcome obstacles [Antonopoulou, Hera, Constantinos Halkiopoulos, Olympia Barlou, and Grigorios N Beligiannis “Transformational Leadership and Digital Skills in Higher Education Institutes] However, leadership effectiveness depends a lot on leadership style as well as

leadership thinking For a long time, leadership styles such as democratic, autocratic, and liberal have become well-studied leadership styles, but research and practice have shifted

to research and application

Korejan and Shahbazi [33] listed eight characteristics of the transformational leadership style:

1 Leaders can influence their peers, superiors as well as subordinates

2 Transformational leadership process is rooted in the leader's personal values and beliefs

3 Leaders draw inspiration from their deepest personal values (such as justice, fairness, honesty, and honor)

Burns [21] considers this to be the ultimate value that cannot be bargained or exchanged Emerging Science Journal | Vol 5, No 5 Page | 717

4 Provide ultimate values to create consensus, support from subordinates, and more importantly, create inner changes and personal beliefs of employees in line with the strategic goals of the organization

5 Transformational leadership is inspired by the heart and mind and constantly strives to realize leadership goals

6 Leaders have an open attitude, willing to accept differences in the way that employees express themselves beyond what the leader has shaped

7 Leaders who pay attention to their employees' feelings, moods, what they want and how the leader can help them achieve it, create trust and commitment

8 Leaders gain great strength through the mobilization of collective intelligence, openness to new ideas, and critical conditions for building learning organizations Agarwal and Gupta [34] point out 12 characteristics of transformational leadership style:

1 Leaders have inspirational motivation/charisma

2 Leaders are recognized as change agents

3 Leaders are guided by values

4 Leaders are oriented toward lifelong learning

5 Leaders are visionaries who trust people

6 Leaders motivate followers to improve their performance

7 Leaders can remove any obstacles and resistance toward changes

8 Leaders promote organizational members’ participation in collective decisions and activities

9 Leaders promote openness, which enhances the creation of structures and systems at all levels of the organization

10 Leaders can cope with complexity, ambiguity, and uncertainty

11 Leaders instill a new approach to the culture

12 Leaders create a climate of job satisfaction and commitment to quality service Later, the characteristics of transformational leadership style were mentioned with more th

Different situations require different leadership styles to deliver the best results A style that has been successful in the past will not guarantee success in another situation either Just as we need many tools to build a home, leaders will need a variety of leadership styles to meet the challenges of a changing work environment Leaders must study and consider situational factors such as whether the relationship between leader and employee

is good, the skills of the leader, the clear task structure, the authority of the leader leaders

(how much influence they have on issues such as hiring, firing, discipline, promotion, and salary increases) so that there is an appropriate leadership style to bring the highest efficiency to the organization

From my point of view, I believe that a leader is not considered a good leader if he or she

is always fixated on a framework instead of being flexible in all circumstances Any leader can change depending on circumstances and situations To be a good leader is to

be able to learn from challenges, adapt and create new things They can modify their plans to incorporate new innovations and overcome challenges, while still achieving the organization's goals In short, in business, there is no single leadership style that fits every situation, every situation so leaders must understand the different leadership frameworks and styles Then adjust your approach to fit the situation

IV RESPONSIBILITIES OF A LEADERSHIP AND WAYS TO ENHANCE STUDENT LEADERSHIP

1 Responsibilities of a leadership

We conducted a small survey for FPT Can Tho university students, with the number of more than 100 students They gave their views on the responsibility of a leader as:

• Formulate and implement organizational strategic changes

Leaders need to manage change in relation to processes that establish the direction, goals, and priorities of the organization in the context of change, and focus internal energy and resources to achieve those goals target and engage internal and external stakeholders

•Monitor and monitor activities

Supervision includes activities such as monitoring, observing, or tracking various aspects related to the leader's responsibilities The primary responsibility of every leader

is to monitor the performance of subordinates and provide feedback to contribute to meeting the organization's performance standards and developing the competencies of others At the organizational supervisory level, executive leaders are primarily responsible for overseeing both the internal and external environments (Day, D V., Riggio, R E., & Mulligan, R Y., 2020)

• Provide policies and instructions for subordinates to implement by leaders

As a leader, you need to provide detailed, specific organizational policies and instructions for your employees to implement because the purpose of policies is to bring consistency to the operation of the organization company performance, reduce risk and improve employee performance