Nâng cao năng lực lãnh đạo chi nhánh xăng dầu quân đội khu vực bắc trung bộ en

LEADERSHIP CAPACITY - BRANCH OF MILITARY PETROLEUM REGION NORTH CENTRAL NON-PLAGIARY COMMITMENT This is the work of my own research, the results and data in the essay is collected by myself, research and apply their knowledge to complete I hereby declare that all content is presented throughout the study, my analysis of field research thesis registration I will take full responsibility commitments i TABLE OF CONTENT NON-PLAGIARY COMMITMENT i TABLE OF CONTENT ii LIST OF CODES AND ABBREVIATIONS iii LIST OF TABLES iv LIST OF FIGURES v INTRODUCTION CHAPTER 1: THEORETICAL BACKGROUND OF LEADERSHIP CAPABILITY 1.1 Leadership and effective leadership 1.1.1 Leadership and theories about leadership 1.1.2 Effective leadership and effective leadership models 10 1.2 Capability and leadership capability 15 1.2.1 Capability .15 1.2.2 Leadership capability 17 1.3 Components of leadership capability and importance of leadership capacity 18 1.3.1 Components of leadership capability 18 1.3.2 The importance of leadership and leadership capability 33 Summary of Chapter 34 CHAPTER 2: ACTUAL SITUATION OF LEADERSHIP CAPABILITY OF THE UNIT LEADERS DIRECTLY UNDER MILITARY PETROLEUM CORPORATION- NORTH CENTRAL BRANCH .36 2.1 Overview on Military Petroleum Corporation- North Central Branch .36 2.1.1 Brief on the branch 36 2.1.2 Apparatus organization, functions and duties 36 2.2 Actual situation on leadership capability of the unit leaders directly under Military Petroleum Corporation- North Central Branch 38 2.2.1 Actual situation on general cognition about leadership of the unit leaders ……………………………………………………………………….38 ii 2.2.2 Actual situation on leadership capability of the unit leaders directly under Military Petroleum Corporation- North Central Coast Branch 43 Summary of Chapter 60 CHAPTER 3: SOLUTIONS TO IMPROVE THE LEADERSHIP CAPACITY OF THE LEADERSHIP AT BRANCH OF MILITARY PETROLEUM REGION NORTH CENTRAL 61 3.1 The basic of proposal – GAP model 61 3.2 The proposed solutions to enhance leadership capability of the unit leaders directly under Military Petroleum Corporation- North Central Coast Branch .62 3.2.1 Group of solutions to improve strategic vision .62 3.2.2 Group of solutions to improve encouragement capacity .65 3.2.3 Group of solutions to improve decentralization and authorization capacity 68 3.2.4 Group of solutions to improve decision-making capacity .70 3.2.5 Group of solutions to improve capacity to understand yourselves and understand others 73 3.2.6 Group of solutions to improve leadership communication capacity .76 3.2.7 Group of solutions to improve capacity to influence and build images 80 Summarization of Chapter 82 CONCLUSION .83 LIST OF REFERENCES .85 APPENDIX 87 iii LIST OF CODES AND ABBREVIATIONS Code NLLĐ Interpretation Leadership capacity TP People's Committees UBND City iv LIST OF TABLES Table 1.1: Concepts of leadership Page Table 1.2: Decision making model- DECIDE Page 26 Table 2.1: Cognition of the unit leaders about the nature of leadership Table 2.2: Knowledge of the unit leaders about leadership theories Page 39 Page 41 Table 2.3: Cognition of the unit leaders about successful leadership Page 42 Table 2.4: Actual situation on strategic vision of the unit leaders Page 43 Table 2.5: Actual situation on encouragement capacity of the unit leaders Table 2.6: Actual situation on encouragement of the unit leaders Page 45 Table 2.7: Actual situation on capacity to decentralize and authorize of the unit leaders Table 2.8: Actual situation on capacity to make decisions of the unit leaders Table 2.9: Actual situation on understanding themselves and understanding others of the unit leaders Table 2.10: Actual situation on leadership communication capacity of the unit leaders Table 3.1: Training program to improve vision Page 49 Table 3.2: Training program for improving encouragement capacity Table 3.3: Some suggestions to exploit human factors Page 67 Table 3.4: Some suggestions in the treatment Page 68 Page 47 Page 52 Page 55 Page 57 Page 64 Page 68 Table 3.5: Training program to improve decision making capacity Page 73 Table 3.6: Training program to improve capacity to understand yourselves and understand others Table 3.7: Training program to improve leadership communication capacity Table 3.8: Training program to improve capacity to influence and build images Table 3.9: Some suggestions for influencing and building images v Page 76 Page 79 Page 81 Page 82 LIST OF FIGURES Firgure 1.1: Components of power Page 10 Figure 1.2: Behavior-Task effective leadership model Page 11 Figure 1.3: Task-oriented leadership model Page 12 Figure 1.4: Effective leadership – process-based approach Page 14 Figure 1.5: Effective leadership – component-based approach Page 15 Figure 1.6: Personal capability – ASK Model Page 16 Figure 1.7: Strucure of knowledge Page 17 Figure 1.8: Component-based leadership model Page 19 Figure 1.9: The relationship between outcome and capacity, encouragement and working condition Page 21 Figure 1.10: Encouragement Process Page 22 Figure 1.11: Maslow's hierarchy of needs Page 23 Figure1.12: Impact of encouragement Page 24 Figure1.13: The basis of empowerment Page 25 Figure 1.14: Causal model Page 27 Figure 1.15: 360-degree feedback Page 33 Figure 3.1: GAP MODEL Page 62 Figure 3.2: GAP model of strategic vision Page 63 Figure 3.3: GAP model of encouragement capacity Page 65 Figure 3.4: GAP model of decentralization and authorization capacity Figure 3.5: GAP model of decision-making capacity Page 69 Page 71 Figure 3.6: GAP model of capacity to understand yourselves and Page 74 understand others Figure 3.7: GAP model of leadership communication capacity Page 77 Figure 3.8: GAP model of capacity to influence and build images vi Page 80 Vuong Kien Cuong_IeMBA.H03 INTRODUCTION Urgency of the topic Leadership in general and leadership capacity in particular have become a hot topic for along time attracting attention of not only scholars and researchers, but also leaders of businesses Reality has shown that leadership, specifically leadership capacity of the head, is the decisive factor for the success of all businesses and organizations According to scholars Bennis, leadership is the process of social influence seeking for voluntary involvement of subordinates Therefore, it can be said that the business or organization will not be successful if it doesn’t have its true leader A true leader is the one who has enough capacity to bring people onto the same boat to move in the same direction, and paddle the same speed Leadership capacity is applying simultaneously knowledge, skill, experience, and behavior, attitudes to enable the leader to make their own business into a block which is cohesive and consistent, to ensure competition successfully in the market In view of components, leadership capacity is the combination of specific capabilities including: (1) ability to think strategically/strategic vision, (2) ability to decentralize and authorize, (3) ability to encourage, (4) ability to influence, (5) the ability to make decisions, (6) ability to understand himself and people, and (7) ability to communicate in the manner of leadership John Kotter believed that leadership in the modern era is required to have sufficient capacity to create a vision, communicate the vision, plan strategically, manage changes, build distinctive corporate culture Leadership in new conditions is required to have enough capacity to arise passion and enthusiasm of the staff, and create coherence between the employee and the business Developing leadership capacity for leaders of businesses is an important task for any enterprise Therefore, it is necessary to conduct a research on leadership capacity in order to clarify nature of leadership capacity, components of leadership capacity, and methods to develop leadership capacity Overview of the study Vuong Kien Cuong_IeMBA.H03 Leadership capacity is a familiar familiar topic to scholars in developing countries There have been many publications, many studies, researches deeply studying content leadership and leadership capacity For example, for leadership syllabus, there are some syllabuses outstanding such as "Leadership in Organizations" (6th ed.) written by Gary Yukl which was published by Prentice Hall Publisher in 2006, "The Art & Science Of Leaderrship" (4th ed) by Afsaned Nahavandi which was also published by Prentice Hall publisher in 2006 The syllabuses refer to the basic content of the sience of leadership in which the specific contents such as the nature of leadership, theories of leadership, qualities of a leader, leadership styles, effective leadership, leadership in multicultural environments are presented insightfully in detail For works and researches, there are many studies deeply research how to apply theories of leadership not only in business of the enterprise, but also in many other areas such as health, education & training, sports & entertainment, non-profit organizations In detail: Lynn Denise Anderrson 2003 A case study on leadership in transforming non-profit certification organizations University of Minnesita Robert Smith 2003 Leadership skill development experience in the healthcare system University of Virginia Colleen McColm Crickmore 2002 Increasing leadership capacity in the Alberta Public Service Roal Roads University Dexter Davis 2001 An analysis of the perceived leadership style and levels of satisfaction of selected junior college athletic directors and head coaches United States Sports Academy While there are many researches studying specific content of leadership and leadership capacity to apply for businesses in the world, in Vietnam until now, there are quite a few studies researching the specific content of leadership and leadership capacity fully and systematically to apply into practical leaders and business management Purpose of research: This study aims at achieving the following objectives: Vuong Kien Cuong_IeMBA.H03 Systematizing perspectives and approaches about leadership and leadership capacity to clarify nature of the leadership; especially nature of leadership capacity Clarifying the relationship between real leadership of the leaders at branch with the result or performance of its business Clarifying internal relationship between components of leadership capacity such as strategic vision, ability to decentralize and authorize, ability to encourage, ability to influence, the ability to make decisions, ability to understand himself and people, and ability to communicate in the manner of leadership with leadership capacity Identifying the basic elements decising leading capacity of the branch leaders Recommending some major solution to improving and developing the leadership capality of the leaders at the branch Subject and scope of research: Objects of the study is leadership capacity of the leaders at the branch (The case study at branch of petroleum army north central region) Leadership capacity is divided into specific capabilities such as strategic vision, ability to decentralize and authorize, ability to encourage, ability to influence, the ability to make decisions, ability to understand himself and people, and ability to communicate in the manner of leadership These specific capabilities will criteria for evaluating overall leadership capabilities of business leaders Due to topic of the study is leadership capacity, the study goes deeply into the inner leadership capacity, doesn’t mention management and management capacity Scope of the study is limited in scope of leadership capacity of the leaders at branch of military petroleum region north central Research methodology: Research Methods: Qualitative methods Specifically, the method of analysis, comparison and synthesis - descriptive analysis will be used in this study Method of data collection: Both primary and secondary data are used in this study To collect primary data, the authors use the method as survey forms, Vuong Kien Cuong_IeMBA.H03 (Source: The author develops for this research) Table 3.9: Some suggestions for influencing and building images      Always be leaders, always be exemplary people Be confident and take drastic measures in case of crisis Do not exaggerate or misrepresent the reality Listen interests and proposals of the subordinates carefully Organize different events which have significances (Source: The author develops for this research) Summarization of Chapter Chapter has provided GAP model which is a basis to propose solutions to enhance leadership capability for the unit leaders under Military Petroleum Corporation - North Central Coast Branch The cause of most problems is that the unit leaders not really have knowledge about leadership and practical experiences in the leadership Therefore, proposed solutions on promoting the trainings have purpose of equipping the unit leaders with business administration knowledge, management knowledge in the market sense Besides, to help the unit leaders quickly accumulate experiences and improve leadership skills, the courses on equipping them with leadership and management skills have also been proposed 82 Vuong Kien Cuong_IeMBA.H03 CONCLUSION Leadership capability is the key factor for the success of all enterprises The titular leaders are people who can gather all members of the unit into a link block to implement the mission and objectives successfully To be able to muster the force and put people on the same boat, and go in the same direction, the leaders must combine cleverly two factors - exploitation of human factor and job factor Leadership capability of a leader is expressed in specific capacities such as: (1) strategic vision, (2) capacity to encourage, (3) capacity to influence and build images, (4) capacity to understand yourselves and understand others, (5) capacity to make decisions, (6) capacity to decentralize and authorize and (7) leadership communication capacity From the angle of evaluation criteria, these specific capacities are the criteria for evaluating the leadership capability of a leader The analysis of actual situation on leadership capability of the unit leaders indicates that the unit leaders have some certain limitations in leadership and management Specifically, the unit leaders also have following weaknesses:  Have not really understood the nature of leadership  Have not really understood leadership capability as well as components of leadership capability  Lead and manage their units under empiricist rather than real methodical and professional leadership  Have not understood the nature and importance of leadership capability such as strategic vision, encouragement, influence, decentralization and authorization, decision making, leadership communication and understanding yourselves -understanding others To overcome these limitations, proposed solutions to enhance leadership capability for the unit leaders directly under Military Petroleum Corporation- North Central Coast Branch are offered The cause of most problems is that the unit leaders not really have knowledge about leadership and practical experiences in the leadership Therefore, proposed solutions on promoting the trainings have purpose of equipping 83 Vuong Kien Cuong_IeMBA.H03 the unit leaders with business administration knowledge, management knowledge in the market sense Moreover, to help the unit leaders to quickly accumulate experiences, to quickly improve their leadership skills, major courses on equipping leadership skills have also been proposed 84 Vuong Kien Cuong_IeMBA.H03 LIST OF REFERENCES Ashour, A.S (1973) The contingency model of leadership effectiveness: An evaluation Organizational Behavior and Human Performance, 9, 339-355 Barrow, J.C (1977) The variables of leadership: A review and conceptual framework Academy of Management Review, 2, 231-251 Bass, B.M (1990) Handbook of leadership: A survey of theory and research New York: Free Press Berman, F.E., and Miner, J.B (1985) Motivation to manage at the top executive level: A test of the hierarchic role-motivation theory Personal Psychology, 38, 377-391 Bradford, D.L., & Cohen, A.R (1984) Managing for excellence: The guide to developing high performance organizations New York: John Wiley Cohen, A., & Bradford, D (1989) Influence without authority: The use of alliances, reciprocity, and exchange to accomplish work Organizational Dynamic, 17, 5-17 Fiedler, F.E., & Garcia, J.E (1987) New approaches to leadership: Cognitive resources and organizational performance New York: John Wisley Gareth R Jones, Jennifer M George (2004), Essentials of Contemporary Management, Mc Graw Hill, New York House (1996) Path-goal theory of leadership: lessons, legacy, and a reformulated theory Leadership Quarterly 7, 323-352 10 Kotter, J.P (1988) The leadership factor New York: Free Press 11 Maslow, A (1954) Motivation and Personality New York: Harper & Row 12 Mintzberg, H (1983) Power in and around organizations Englewood Cliffs, NJ: Prentice Hall 85 Vuong Kien Cuong_IeMBA.H03 13 Yukl, G (1997) Effective leadership behavior: A new taxonomy and model Paper presented at the Eastern Academy of Management International Conference, Dublin, Ireland 86 Vuong Kien Cuong_IeMBA.H03 APPENDIX SURVEY QUESTIONNAIRE To: Leaders of Units and Departments To cater for the research subject: "Leadership - Military Petroleum Corporation - North Central Coast Branch", I would like to send you survey questionnaires on leadership capability of the unit leaders The objective of this survey is to collect information about specific aspects of leadership capability such as: vision, encouragement to gather forces, assigntasks, communication leadership to serve for analysis Besides catering for this research, collected information from you and analytical results will be kept secret and never be transferred to any other third party or catered for other researches So, please spend your valuable time on helping me complete this survey questionnaires Your information and precious help are the sources of encouragement for me to complete the research Thank-you and Best Regard! Research Student Vương Kien Cuong 87 Vuong Kien Cuong_IeMBA.H03 PART I GENERAL INFORMATION Please mark (√) in the boxes for the following questions: Gender: □ Male □ Female Age (choose one box): Under 30 51-60 31-40 Over 60 41-50 Educational Background: □ None □ Primary school □ Secondary school □ High shool □ Vocational school □ Undergraduate □ Master PART II □ Ph.D GENERAL COGNITION ABOUT LEADERSHIP Please round suitable levels “Leadership is the guidance of superiors for their subordinates'” Completely disagree Disagree Normal Agree Strongly agree 5 “Leadership is the process of planning, implementation, monitoring, evaluation, and adjustment” Completely disagree Disagree Normal Agree Strongly agree “Leadership is the process of social influence in order toseek voluntary participation of subordinates to implementthe jobs of organizations on the basis of certain resources in the best way” 88 Vuong Kien Cuong_IeMBA.H03 Completely disagree Disagree Normal Agree Strongly agree The trait-based leadership theoryconsiders “leadersare people who have the superhuman traits” Completely disagree Disagree Normal Agree Strongly agree The behavior-based leadership theoryconsiders “leaders consider encouragement to be key factor through the exploitation of psychological and human factors” Completely disagree Disagree Normal Agree Strongly agree “Effective and successful leaders depends on the combination of two factorgroups: human-job” Completely disagree Disagree Normal Agree Strongly agree 10 “Effective leadership model approaching process is high systematic modelthat sequentially performstasks of a leader and capacities needed to perform them as well as achieved results” Completely disagree Disagree Normal Agree Strongly agree 11 “Effective leadership model approaching components is the model that specifies the specific capacities a leader must have, including: strategic vision, capacity to encourage, capacity to decentralize and authorize, capacity to make decisions, capacity to influence, leadership communication capacity, capacity to understand yourselves and understand others” 89 Vuong Kien Cuong_IeMBA.H03 Completely disagree Disagree Normal Agree Strongly agree PART III LEADERSHIP CAPABILITY Please round suitable levels: A Strategic vision 12 “Strategic vision is the view on prospect of the sectors you are trading” Completely disagree Disagree Normal Agree Strongly agree 13 “Strategic vision is anoverarching and overall objective in a certain period of enterprises” Completely disagree Disagree Normal Agree Strongly agree 14 “Are youcurrently having strategic vision?” Completely disagree Disagree Normal Agree Strongly agree B Encouragement 15 “Physical encouragement is an important factor” Completely disagree Disagree Normal Agree Strongly agree 16 “Mentalencouragement is an important factor” Completely disagree Disagree Normal Agree Strongly agree 90 Vuong Kien Cuong_IeMBA.H03 17 “Physicalencouragement is more important than mentalencouragement” Completely disagree Disagree Normal Agree Strongly agree 18 “Mentalencouragement is more important than physicalencouragement” Completely disagree Disagree Normal Agree Strongly agree 19 “Direct encouragement is an important factor” Completely disagree Disagree Normal Agree Strongly agree 20 “Indirect encouragement is an important factor” Completely disagree Disagree Normal Agree Strongly agree 21 “Direct encouragement is more important than indirect encouragement” Completely disagree Disagree Normal Agree Strongly agree 22 “Indirect encouragement is more important than direct encouragement” Completely disagree Disagree Normal Agree Strongly agree 23 “You encourage and motivate your subordinates with good material” 91 Vuong Kien Cuong_IeMBA.H03 Completely disagree Disagree Normal Agree Strongly agree 24 “You encourage and motivate your subordinates with good spirit” Completely disagree Disagree Normal Agree Strongly agree 25 “The more society develops, the more important physical factor becomes” Completely disagree Disagree Normal Agree Strongly agree 26 “The moresociety develops, the more important mental factor becomes” Completely disagree Disagree Normal Agree Strongly agree C Decentralization and authorization 27 “Decentralization and authorization are processes of transferring authority from upto downfor people who are decentralized or authorized” Completely disagree Disagree Normal Agree Strongly agree 28 “The basis of decentralization and authorizationarethe capacity of subordinates, the complexity of assignedtasks and the loyalty of the subordinates” Completely disagree Disagree Normal Agree Strongly agree 29 “Decentralization is often applied byjob” 92 Vuong Kien Cuong_IeMBA.H03 Completely disagree Disagree Normal Agree Strongly agree 30 “Authorization is often used appliedsector” Completely disagree Disagree Normal Agree Strongly agree 31 “Decentralization and authorization arethe indispensable requirements of leadership” Completely disagree Disagree Normal Agree Strongly agree 32 “Leaders should centralize” Completely disagree Disagree Normal Agree Strongly agree 33 “Leaders should decentralize or authorizeunimportant tasks” Completely disagree Disagree Normal Agree Strongly agree 34 “Between authority and responsibility,responsibility appears first and authority is after” Completely disagree Disagree Normal Agree Strongly agree 35 Between authorities and responsibility, authority appears first and responsibilityis after” Completely disagree Disagree Normal 93 Agree Strongly agree Vuong Kien Cuong_IeMBA.H03 D Decision-making 36 “Define problemsclearly is the first important requirement of decision-making” Completely disagree Disagree Normal Agree Strongly agree 37 “From phenomenon, we can come straight to the solution to solve the problem” 38 “From phenomenon, we must detect cause, especiallythe root cause The solution to solve problems must originate from the root cause” Completely disagree Disagree Normal Agree Strongly agree 39 “To offer optimal solution, we must first offer possible solutions and then consider and choose optimal solution” Completely disagree Disagree Normal Agree Strongly agree 40 “Logical and creative thoughtsare ones of the effective ways to shape solutions” Completely disagree Disagree Normal Agree Strongly agree 41 “Your decision- making capacity is currently good” Completely disagree Disagree Normal Agree Strongly agree E Capacityto understand yourselves and understand others 94 Vuong Kien Cuong_IeMBA.H03 42 “Understand yourselves is more difficult than understand others” Completely disagree Disagree Normal Agree Strongly agree 43 “Understand others is more difficult than understand yourselves” Completely disagree Disagree Normal Agree Strongly agree 44 “To understand yourselves or understand others, you must use 360-Degree method” Completely disagree Disagree Normal Agree Strongly agree 45 “Do you really understand yourselves?” Completely disagree Disagree Normal Agree Strongly agree 46 “Do you really understand your subordinates?” Completely disagree Disagree Normal Agree Strongly agree F Leadership Communication 47 “Leadership communication is the process of exchanginginformation between superiors and subordinates” Completely disagree Disagree Normal Agree Strongly agree 95 Vuong Kien Cuong_IeMBA.H03 48 “Leadership communication is the process of exchanging information between superiors and subordinates in order to continuously build, strengthen and develop mutual relationship with their subordinates” Completely disagree Disagree Normal Agree Strongly agree 49 “Your capacity to persuade is very good” Completely disagree Disagree Normal Agree Strongly agree G Capacity to influence & build up images 50 “Capacity to influence &build up images is important to all leaders” Completely disagree Disagree Normal Agree Strongly agree 51 “Your capacity to influence &build imagesis currently very good” Completely disagree Disagree Normal Agree Strongly agree 96 ... between the outcome of organizations and the encouragement, capacity Capacity X Encouragement X Environment = Outcome Figure 1.9: The relationship between outcome and capacity, encouragement and... included environmental factor in encouragement factor; However, Campbell & Pritchard separated it from encouragement factor to enhance its importance Need is one of the most important core contents... effectiveness enhancement Plan Plan for for implemetation implemetation Task Task assignment assignment  Plan for implementation in a certain period Instruction Instruction for for implementation