BMLS5103 Leadership

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MASTER OF MANAGEMENT

MAY 2021

BMLS 5103

LEADERSHIP

MATRICULATION NO : CGS02088202
IDENTITY CARD NO. : 790910-08-6296
TELEPHONE NO. : 012 910 8086
E-MAIL : [email protected]
LEARNING CENTRE : SEBERANG JAYA LEARNING CENTRE
LECTURER : DR. RAEMAH ABDULLAH HASHIM

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TABLE OF CONTENTS
TASK 1
QUESTION 1

1.0) Private Hospital – Columbia Asia (M) Sdn Bhd...................................................................3

1.1) Hospital Leadership Tactics During a Crisis...........................................................3

1.2) Importance of Leadership in Healthcare Organizations........................................4

1.3) Suggestions / Recommendations……………………………………………………………………….5

1.3.1) Contingency (Situational) Approach……………………………………………………… 5

1.3.2) Transformational Leadership …………………………………………………………………8

1.3.3) Transformational Leadership Benefits …………………………………………………..9

1.4) Essential Hospital Leadership Skills ………………………………………………………………………10

TASK 2
QUESTION 1

1.0) LEADERSHIP THEORY........................................................................................................11

1.1) WHAT IS A LEADERSHIP THEORY?...........................................................................11


1.2) MAJOR LEADERSHIP THEORIES................................................................................12
1.2.1) Behavioral theory ……………………………………………………………………………………….12
1.2.2) Contingency theory ……………………………………………………………………………………. 13
1.2.3) Great Man theory ………………………………………………………………………………………. 13
1.2.4) Management theory ………………………………………………………………………………….. 13
1.2.5) Relationship theory ……………………………………………………………………………………. 14
1.3) LEADERSHIP STYLES ……………………………………………………………………………………………………. 14
1.3.1) LEWIN'S 3 STYLE MODEL OF LEADERSHIP ……………………………………………………. 15

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QUESTION 2
2.0) Badariah Leadership Styles................................................................................................16
2.1) CASE ANALYSIS...................................................................................……………….17
2.2) TRAITS AND PRINCIPLES OF AUTOCRATIC LEADERS …………………………………………18
2.3) ADVANTAGES OF AUTOCRATIC LEADERS …………………………………………………………19
2.4) DISADVANTAGES OF AUTOCRATIC LEADERS …………………………………………………… 20
2.5) WHAT WOULD I DO? ……………………………………………………………………………………… 21

QUESTION 3

3.0) EMOTIONAL INTELLIGENCE AND LEADERSHIP........................................................23

3.1) THE IMPORTANCE OF EQ ……………………………………………………………………… 23

3.2) TOP 5 CHARACTERISTICS OF EMOTIONAL INTELLIGENCE

IN LEADERS? ………………………………………………………………………………………… 24

3.3) SUMMARY……………………………………………………………………………………………… 27

REFERRENCE ………………………………………………………………………………………………………………………... 28

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TASK 1

1.0 Private Hospital – Columbia Asia (M) Sdn Bhd

During the Covid-19 crisis, certain private hospitals, clinics, and pharmacies in Malaysia
experienced revenue decreases of up to 50%. Since the MCO began on March 18, patient loads
at private hospitals have decreased by 70 to 80 percent, and at GP clinics by more than 50
percent. Medical professionals anticipate that people would continue to shun health facilities
even after the partial lockdown is removed, and medical tourists may also stay away due to
global lockdowns.

The demand for non-essential care has decreased, which has had a significant impact on private
hospital income. Due to movement limitations and lockdowns, medical claims have decreased
dramatically this year, minimizing the occurrence of common diseases and sports injuries.

Medical experts believe that the coronavirus pandemic's economic impact on Malaysia's private
health-care industry would extend at least three months, if not a year, after the Movement
Control Order (MCO) expires on April 28.

According to Kelvin Tan, CEO for Malaysia and Vietnam at Columbia Asia, to stay ahead of the
curve in this difficult economy, Columbia Asia has implemented strategies such as concentrating
on more customer-centric activities through the implementation of continuous improvement
programs and the development of their marketing in both traditional and digital media to help
elevate the brand.

1.1 Hospital Leadership Tactics During a Crisis


Hospital leaders are responsible for keeping operations running in the event of an emergency,
such as a pandemic or natural disaster.

During times of crisis, individuals in hospital leadership roles must manage practical difficulties
such as increased staffing, communications, and access to resources, as well as aid employees
and patients manage the emotional challenges of stress, anxiety, and burnout.

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1.2 Importance of Leadership in Healthcare Organizations
Healthcare leaders work in a fast-paced industry where the goal is to provide the most efficient,
safe, and high-quality care possible. To be successful, they must effectively manage resources
while leading administrative and clinical teams. Healthcare leaders must continually adapt and
invent solutions in an industry recognized for shifting rules, rapidly evolving technological and
clinical improvements, rising costs, and growing ethical issues.

Effective leadership is critical in defining a healthcare organization's culture and assuring its
ability to address complicated issues related to healthcare delivery.

In healthcare, managers can apply a variety of leadership styles. These various management and
leadership techniques provide leaders with various ways to relate to, communicate with, and
motivate individuals under their command.

There are numerous obstacles in the healthcare industry. Providers are expected to provide the
most efficient and high-quality care feasible while working long hours in difficult and constantly
changing work conditions. Navigating these difficulties necessitates effective and ethical
leadership.

Healthcare leaders direct, plan, and organize healthcare services. This could include managing a
complete facility or directing a small section. Their work includes the following:

• Integrating new technologies

• Ensuring that operations comply with laws and regulations

• Improving efficiency and quality

Healthcare leaders must also establish goals and objectives, manage finances and budgets, and
communicate with clinical personnel and department heads. Completing these jobs necessitates
not only a diverse set of skills, but also major leadership qualities, such as the following:

• Integrity

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Healthcare, by nature, deals with moral issues about life and death. As such, it
necessitates the most stringent ethical requirements. Healthcare executives set the moral
tone for their employees, and that tone must be infused with integrity.

• Vision

Healthcare leaders must be able to look at the big picture. Leading a team into the future
necessitates planning, goal setting, and a clear vision.

• Strong listening skills

Leaders earn respect by demonstrating respect. Listening to others and soliciting staff
feedback allows leaders to hear the greatest ideas and acquire critical information. It also
demonstrates to employees that their contributions are valued by their managers.

1.3 Suggestions / Recommendations:


In my opinion, the best theories of leadership that could be used during this contingency period
is:

1) Contingency (Situational) Approach.


2) Transformational Leadership.

1.3.1) Contingency (Situational) Approach.

Healthcare professionals that employ a situational leadership approach understand that different
situations necessitate different leadership styles. Situational leaders assess the tasks at hand to
identify which leadership strategy is most appropriate. For example, when staff members are
learning a new task for which they have limited expertise, situational supervisors may issue
several commands while also providing extensive support. When employees are required to
manage duties in which they are highly skilled, a situational leader may distribute responsibility
while providing limited direction and support.

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The Situational Theory is related to the Contingency Theory in that it asserts that no single
leadership style is superior to the others. As the term suggests, the idea proposes that leadership
is conditional on the context. Simply put, leaders should match their leadership style to the
circumstances at hand by considering factors such as the job at hand, the character of their
followers, and so on.

According to Hersey and Blanchard (1969), there are four basic leadership styles. The
framework emphasizes the importance of matching the leader's style to the followers' maturity
level, often known as follower-readiness. There were basically two sorts of leadership styles,
according to Fiedler's Theory of Leadership Effectiveness.

Hersey and Blanchard (1969) argue that leaders adapt their styles to the readiness of followers.
Task-oriented leaders define the roles for followers, give definite instructions, create
organizational patterns and establish formal communication channels. Hersey and Blanchard
(1969) argue that leaders adjust their styles to the readiness of their followers. Task-oriented
leaders define followers' duties, provide specific instructions, build organizational structures, and
establish formal communication channels. Relationship-oriented leaders show concern for
others, try to resolve emotional issues, promote harmony, and maintain fairness. The framework
is summarised in Figure 1.1.

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The following are the explanations for the framework as illustrated in figure 1.1:

Situational leadership encompasses four general leadership approaches:

a) Telling. Leaders give directives about what to do and how to do it.


b) Selling. Leaders convince people to buy into their visions by interacting with them and
selling their ideas.
c) Participating. Leaders encourage individuals to get involved by sharing their ideas and
engaging in the decision-making process.
d) Delegating. Leaders delegate responsibilities for completing a task and offer only limited
input.

Hersey and Blanchard classified maturity into four different degrees:

M1 – Team members do not possess the motivation or tactical skills to complete necessary jobs.

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M2 – Team members are willing and ambitious to achieve something, but they lack the
necessary ability.

M3 – Team members possess the skills and capacity to accomplish tasks, but they’re not willing
to take accountability.

M4 – Team members possess all the right talents and are motivated to complete projects.

Mapping of leadership styles on follower’s maturity levels:

(a) Low maturity (M1) - Telling (S1);

(b) Medium maturity (M2) - Selling (S2);

(c) Medium maturity (M3) - Participating (S3); and

(d) High maturity (M4) - Delegating (S4).

1.3.2) Transformational Leadership

Transformational leadership focuses on empowering employees to participate in making changes


that can improve a healthcare business. Transformational leaders look for ways to share the
leadership process with people across all levels of management. The principle underlying this
leadership style is that anybody, regardless of job title, may demonstrate leadership.

Transformational leaders inspire and motivate employees to strive for the benefit of a healthcare
business. They develop loyalty in their employees through instilling confidence and a shared
vision.

They also gain respect through establishing relationships with and among staff members. While
transformational leaders are concerned with reaching goals, they are also concerned with the
people they lead, and they are committed to their own growth, development, and success.

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Transformational leaders may energize a group, create a clear vision for a team's goals and
objectives, and provide guidance that encourages action. As a result, they are more likely to
increase productivity and improve performance. They also boost morale and improve job
satisfaction.

Transformational leadership is frequently cited as the most effective leadership style. Bernard M.
Bass, a researcher, identified this approach for the first time in the late 1970s and later developed
on it. Transformational leaders have the ability to motivate and inspire their followers while also
directing positive change in their organizations.

Emotionally intelligent, active, and passionate are characteristics of these leaders. They are
dedicated not just to assisting the company in achieving its objectives, but also to assisting group
members in accomplishing goals.

According to research, this leadership style leads to better performance and enhanced group
satisfaction than other leadership styles.

There were four different components of transformational leadership:

1) Intellectual Stimulation: Transformational leaders encourages followers to learn new


opportunities, explore new ways of doing things and encourage creativities.
2) Individualized Consideration: transformational leaders keep lines of communication open for
their followers to share ideas and they are able to offer direct recognition to each follower's
unique contributions in order to create supportive connections.
3) Inspirational Motivation: Transformational leaders have a strong vision that they can
communicate to their people. These leaders may also instill in their followers the same
enthusiasm and drive to achieve their objectives.
4) Idealized Influence: Followers look up to transformative leaders as role models. They imitate
and absorb leaders values due to trust and respect.

In certain cases, healthcare executives can benefit from a transformational leadership approach.
Transformational leadership, for example, works well when team members have advanced skills
in the area in concern. However, transformational leadership may not be the most appropriate or
beneficial in instances when staff members lack skills and require close supervision.

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1.3.3 Transformational Leadership Benefits

When dealing with disruptive change, adopting a transformational leadership approach might be
beneficial. To fulfil the specific measurements required by value-based care, health leaders may
find that a transactional style to leadership is advantageous. Cost control and data collection
necessitate rigid adherence to roles and procedures.

1.4 Essential Hospital Leadership Skills


Hospital leaders should develop specialized abilities for guiding their organisations through
disasters and managing their staff during times of crisis. The following are examples of essential
skills:
 Decision-making
In a crisis, hospital leaders must be able to make quick, informed decisions, such as
identifying which resources should be deployed for emergency response.

 Communication
 In times of crisis, healthcare leaders must successfully communicate new policies and
procedures to patients and employees while remaining cool, confident, and trustworthy.

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They would also need to properly break down complex and delicate subjects like gauging
and regulating the spread of life-threatening illnesses.

 Organization
Because crises can cause chaos, hospital leaders must be prepared to maintain order while
adapting to unexpected logistical requirements.

 Social-emotional skills
Hospital leaders will need to help employees cope with fear and stress, as well as urge
them to persevere in the face of tough and often dangerous situations.

PART 2

QUESTION 1

1.0 LEADERSHIP THEORY


Leadership theories are point of views that explain how and why people become leaders. The
theories focus on the traits and activities that people could use to improve their leadership
abilities.

Leadership can be defined as a process by which one person inspires others to achieve group or
organization goals. Leadership is a process of influence. Without followers, leaders cannot exist.

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Leadership prompts the followers to volunteer action. The voluntary aspect of compliance
distinguishes management from other influences based on official power. Finally, leadership
leads to a purposeful and intentional action of the followers in a kind of ordered environment.
Many, but not all, leadership studies focus on the nature of workplace leadership.

1.1 WHAT IS A LEADERSHIP THEORY?


Leadership theories explain how and why specific individuals become leaders. They concentrate
on the characteristics and behaviors that people might acquire to improve their leadership
qualities. Some of the top qualities that experts feel are essential for effective leadership include:

 Strong ethics and high moral standards


 Great self-organizational skills
 Efficient learner
 Nurture’s growth in employees
 Fosters connection and belonging

According to research, these characteristics are seen as the most significant by leaders all around
the world. And leadership theories can help explain how leaders might harness and develop these
characteristics. Leadership theories have recently become more structured, making them easier to
grasp, debate, and analyze in action.

This implies that leadership should, at the end of the day, be elevating and inspirational. Leaders
should push the people they lead to reach new heights, allowing them to develop into the
individuals they know they can be. Transformational leadership is a critical psychological
perspective for leaders to know and comprehend if they are to truly influence and impact others.
Different leadership theories discuss how to produce stronger and more effective leadership,
encouraging followers to become leaders themselves.

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1.2 MAJOR LEADERSHIP THEORIES

1.2.1 Behavioral theory

The behavioral leadership theory focuses on how leaders behave and assumes that these
characteristics can be imitated by other leaders. It is sometimes referred to as the style
hypothesis, and it proposes that leaders are not born successful, but may be developed through
learnable conduct. Behavioral theories of leadership place a strong emphasis on a leader's actions
—this theory contends that observing how a leader acts is the best predictor of leadership
effectiveness. Behavioral learning theory focuses on actions rather than traits. In this approach,
patterns of conduct are observed and classified as "leadership styles." Task-oriented leaders,
people-oriented leaders, country club leaders, status-quo leaders, dictatorial leaders, and others
are examples of leadership styles. In the end, a leader's actions and actual behaviours are what
define success in this theory.

1.2.2 Contingency theory

The contingency leadership theory, also known as situational theory, focuses on a leader's
context. These ideas investigate the situational repercussions of a leader's success or failure. The
effectiveness of a leader is directly impacted by the situational setting. While a leader's
personality is a crucial aspect in their success, the context and position of the leader are far more
important. This theory considers specific leadership styles and proposes that good leaders may
modify their leadership style depending on the situation. It also implies that it may be desirable
to choose the correct type of leader for a certain situation. Types of contingency theories include
the Hershey and Blanchard’s Situational Theory, the Evans and House Path-Goal Theory, and
Fiedler’s Contingency Theory.

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1.2.3 Great Man theory

According to the great man theory of leadership, often known as the trait theory, good leaders are
born. They have natural characteristics and skills that make them exceptional, and these cannot
be taught or learned. According to the trait theory, leaders are deserving of their positions
because of their unique traits.
There is a lot of criticism levelled at the trait theory, primarily that leaders are either born or not,
and that there is no work or effort required to become a leader. This implies that social or
psychological leaders are predetermined, and that leaders cannot emerge from the shadows—
they are either chosen or not.

1.2.4 Management theory

Management theory, also known as transactional leadership, is focused on supervision,


organization, and group performance. Transactional leadership is a system of rewards and
punishments that is frequently used in business. Managers recognize and reward successful
employees. They may be punished if they fail. Transactional rewards and punishments are
founded on the idea that people only do things for the sake of receiving a reward. Their
psychology forbids humans from acting out of goodness, but rather out of the promise of a
reward.

1.2.5 Relationship theory

The relationship theory of leadership concentrates on leaders who are primarily concerned with
their interactions with others. They are frequently mentors for employees, taking time to speak
with them and attempting to meet their requirements. These kinds of leaders are concerned with
making work fun for as many people as possible, as well as creating a positive work atmosphere.
According to studies, this type of leadership conduct is the most beneficial for many employees.
Managers that value relationships often obtain greater results from their personnel.

1.3 LEADERSHIP STYLES

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A leader's leadership style describes how they directs, motivates, guides, and manages groups of
people. Political movements and social transformation can be inspired by great leaders. They can
also inspire others to excel, develop, and innovate.

1.3.1 LEWIN'S 3 STYLE MODEL OF LEADERSHIP


Leadership styles are classifications of how a person behaves while leading a group. Lewin’s
leadership styles are Authoritarian Leadership (Autocratic), Participative Leadership
(Democratic) and Delegative Leadership (Laissez-Faire):

1) Authoritarian leaders make decisions without having to consult their team


members, although if their input would be useful. This is useful when decisions must be
made fast, when team input is not required, and when team participation is not required
for a successful outcome. However, this style can be demoralising, resulting in high
levels of absenteeism and staff turnover.

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2) Participative leaders make the final decisions, but team members are involved in the
process. They foster creativity, and people are usually highly involved in projects and
decisions. As a result, team members are more likely to be satisfied with their jobs and
productive. However, when you need to make a quick decision, this is not always an
effective method to adopt.
3) Laissez-faire leaders allow their team members a lot of leeway in how they do their
work and establish their deadlines. They offer resources and advise as needed, but
otherwise they stay out of sight. This autonomy can lead to great job satisfaction, but it
can also be harmful if team members don't manage their time efficiently, or if they lack
the knowledge, skills, or self-motivation to accomplish their jobs properly. (Laissez-faire
leadership can also emerge when managers have no control over their job or their
employees.)

Question 2
2.0 Badariah Leadership Styles - Authoritarian Leadership
(Autocratic)
In my opinion, Badariah leadership styles is Authoritarian also known as Autocratic leaders, she
has clear expectations of what needs to be done, when and how. This leadership style focuses
primarily on the leadership and the follower’s control. The leader and the members are also
clearly divided. With little or no input from the rest of the group, authoritarian leaders take
decisions autonomously.

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Researchers observed that under authoritarian leadership, decision-making was less innovative.
Lewin found that it is more difficult to convert to a democratic style than vice versa from an
authoritarian approach. Abuse of this strategy is often perceived as dominating, bossy, and
dictatorial.

When there is minimal time for group decision-making or when the leader is the most
knowledgeable member of the group, authoritarian leadership is the best option. When the
circumstance calls for quick choices and prompt action, an autocratic style will work. It, on the
other hand, tends to generate dysfunctional and even hostile situations, pitting followers against
the domineering leader.

2.1 Case Analysis


Authoritarian Leadership is where leaders spell out the goals, deadlines and methods while
making decisions on their own with little consultation with others. The leader does not normally
become involved in the group's work, and creative decisions are less likely to be made under this
leadership style.

Badariah’s statements that refers to Authoritarian Leadership Styles

1) Dominating, bossy, and dictatorial.


 “Look, were very busy here and we get the plum assignments. I can’t baby-sit
you. I’ll show you your desk and introduce you to the team members. You’re

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going to have to take care of yourself. Of course, I’m here to help and my door’s
always open. But you have to pin me down and get me when you need my help.
After that, you’re on your own.”
 “Look, you can figure this out. Unless you’ve any other big questions, I’ve got to
get ready for a meeting.”
2) Does not offer constant feedback and a poor listener
 1st meeting, Adam tried to get her to explain what exactly she was looking for.
Badariah looked it over and made a broad, vague response.
 2nd meeting, Adam asked for some general guidance and help on many of the
specific of the project. Badariah did not respond, instead she cut their meeting
short and had no further contact with Adam.
3) Self-rule: didn’t accept input from subordinate, Authoritarian leader rely on their
own intuitions and beliefs.
 “Why didn’t he come in and check it out with me to make sure that he was doing
it right, especially after he completed this first part? It was really so simple and I
took so long to explain it.”

2.2 TRAITS AND PRINCIPLES OF AUTOCRATIC LEADERS


Below are some of the most popular characteristics attributed to autocratic leaders:

1. Unlimited Rule
No matter what, the leader is in command. Procedures, regulations, and policies are all
decided by them.

2. Reliance on Self
Autocratic is derived from the Greek word, which meaning "self-rule." Because leaders
do not accept input from colleagues, they are made to rely on their intuitions and beliefs.

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3. Full Accountability
Because autocratic leaders decide on project completion dates and which tasks are
assigned, they carry the majority of the responsibility for the project's success. If it
doesn't work out, the blame will most likely fall on their shoulders.

4. Possessing Expertise
It would be unwise to bring in an autocratic leader who was not equipped to handle the
responsibilities of full accountability and total authority. As a result, autocratic leaders
are required to have a high level of skill and experience in the field to which they are
assigned.

5. Clarity and Consistency


Transparency is essential for an effective dictatorial leader. Because they make the
majority of the decisions, they must be skilled and adept at properly communicating their
needs to others. These leaders must also be consistent in their statements and behaviours.
The environment has to be secure. As a result, authoritarian leaders will seek to maintain
consistency in rules, processes, and policies.

2.3 ADVANTAGES OF AUTOCRATIC LEADERS

1. Rapid Decisions
Decisions and input from high management might take a long time to reach employees in
organizations with several layers of leadership. Because autocratic leadership is handled
by a single individual, preparations may be made quickly. This avoids workers from
having to cease initiatives or postpone deadlines, which has a negative impact on
production.

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2. Quick Crisis Management
When an autocratic leader is in charge, he or she may more readily manage a crisis. If
there is a short-term fiscal crisis or a high number of empty positions, an autocratic leader
can rapidly bring their knowledge to the situation and manage it.

3. Potentially Decrease Employee Stress

This is a less likely advantage, although it could happen depending on the personality of
the organization's employees. Making decisions or coming up with fresh ideas can be
difficult for some people. Employees who just want to come to work and do their tasks
may become stressed. As a result, an autocratic leader who bears the responsibility of
decision-making may create a less stressful workplace for someone who does not value
innovation very highly.

2.4 DISADVANTAGES OF AUTOCRATIC LEADERS

1. A Threat of Micromanagement
It's probably hard to turn it off for a person who gives way to autocratic leadership. As a
result, autocratic leaders are likely to become micro-managers and offer staff no room to
execute their job.

2. A Lack of Ownership

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Employees do not have the opportunity to take ownership or accountability for their work
if authoritarian leaders are always assuming responsibility for how work is done. This can
lower employee morale and place all blame on the leader, even if the error is not his or
her fault.

3. Culture
What happens when a leader fails to uphold ethical standards and refuses to create a fair
working environment? Who can step in and make the leader accountable, putting an end
to the behavior? One of the most common criticisms levelled against authoritarian rulers
is this. The work environment is determined by an autocratic leader's moral compass.

4. High Dependence
If all decisions rise and set on the leader, then there is not a plan in place for if they have
to leave for any reason. Employees may become so reliant on their leader that they can't
function without them.

5. A Lack of Trust
Humans want to be in trusting relationships, whether they are personal or professional.
Autocratic leadership styles do not prioritize trust, and interactions do not lead to a long-
term relationship. This will lower morale and may have a negative influence on
engagement.

2.5 What would I do?


After analyzing Madam Badariah’s case, I realize that I have the same leadership style with her. I
am Customer Care / Operation Manager for Columbia Asia Hospital. I led the front office team
and responsible for the smooth hospital operations.

My favorite quote during interview: “Have you work with a lady boss? I am very strict; I accept
no nonsense. We are battling Covid-19 I’m looking for a committed person who willing to work

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in long hours. We provide on job training for three months and after that you’ll be on your own.
So, are you willing to take the challenge?”

However, I am not 100% an Authoritarian leader. I am being serious during the interview session
to ensure the candidate understand the seriousness of the pandemic situation. We have candidates
who came for the interview just because they are looking for a “glamourous” job in an
established company. And most of them, failed to perform and give up during their first month.

I would say, I am practicing a combination of Authoritarian and Participative leadership styles.


Being a leader for frontlines, both leadership styles are equally important to get result and job
done. I practice Authoritarian styles with new recruits. This is because they don’t have any
experience and need to perform as per organization expectations.

I practice Participative styes with my senior team member. I asked for their opinion and
suggestions for improvements. We do regular brain-storming session and I made decision based
on best practice method. By doing so, my senior team member feels appreciated and satisfied
with the outcome.

Laissez-faire leadership styles will not work for my department. This leadership styles can be
damaging as team members don't manage their time well, don't have the knowledge, skills, or
self-motivation to do their work effectively.

I my opinion, Madam Badariah should practice the same, combination of Authoritarian and
Participative leadership styles. This will turn the outcome better with Adam and their task. I
would like to suggest Madam Badariah to apply effective leadership communication as follows:

1. Downward communication:
a) Share regular updates and the logic behind your actions to build trust and improve
leadership communication.
b) Share news regarding company announcements, branch openings, and new hiring,
for example.
c) Share company goals and objectives regularly.

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2. Upward communication:
a) Easily implement daily or weekly status updates for your team members by
creating a status feed “How did you contribute to the team’s goals this week?”.
b) Regularly ask question like “How can we improve?”.

3. Spend less time on meetings by making them more productive so that everyone is always
on the same page.

QUESTION 3

3.0 Emotional Intelligence and Leadership

Emotional intelligence is described as the ability to comprehend and control one's own emotions
as well as perceive and impact the emotions of others. Researchers John Mayer and Peter
Salovey originated the concept in 1990, but psychologist Daniel Goleman popularized it later.

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3.1 The importance of EQ to Madam Badariah as a female leader:
Leaders set the tone for their organization. If they lack emotional intelligence, it could have far-
reaching effects, such as lower employee engagement and a higher turnover rate. Empathy, social
skills, self-awareness, self-regulation, and motivation are all components of emotional
intelligence in leadership. It is what allows you to effectively coach teams, handle stress, provide
feedback, and work with others.

Someone must keep it together when the workplace erupts or when bad emotions simmer just
beneath the surface, creating a toxic working environment. A leader with high Emotional
Intelligence can also help to build a toxic-free working atmosphere in the first place.
According to Chris Underwood's article on the importance of emotional intelligence, leaders
with high EQ can celebrate team balance and diversity, encourage and influence others, make
key decisions, and positively influence strategy.

3.2 Top 5 characteristics of emotional intelligence in leaders?


According to Daniel Goleman, the psychologist who popularized the term 'emotional
intelligence', EQ consists of:

1. Self-awareness
2. Self-regulation
3. Motivation
4. Empathy
5. Social skills

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1. Self-awareness
As a self-conscious leader, you are aware of your emotions. You are aware of how your
emotions impact those around you. Your self-awareness isn't only limited to emotions.
You are conscious of your ego as well as your strengths and flaws. You want to make
sure that your ego and personal attributes serve the workforce and organization well.

Tip to improve self-awareness as a leader: slow down


Pause. Take it slowly. Don't react to situations right away. Take the time to think
critically and analyze what you've learned (which means challenging your own
assumptions as well as those of others). Make certain that your reaction is measured and
acceptable, and that it is not ruined by emotional reactions in the heat of the moment.

2. Self-regulation
Consider yourself to be your own employer — firm but fair. You maintain emotional
control. You don't blow out, and you don't jeopardise your work ethics. You are
responsible for your actions. People around you are reassured and driven to take positive
action when you are calm. Holding yourself accountable and acting properly upholds
organisational principles and sets a good example.

Tip to improve self-regulation as a leader: stay calm


When you consistently respond to pressure in a calm manner, it fosters a general sense of
enhanced wellbeing in the workplace. Emotional literacy is critical to mental health at
work.

3. Motivation
Understanding WHAT you want to do and WHY you want to do it contributes to
motivation. Understanding the ‘why' aspect typically necessitates some self-reflection,
which is where strong Emotional Intelligence comes in.

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Motivated leaders set high work standards for themselves and work consistently toward
goals. Leaders with high Emotional Intelligence understand what motivates their
employees and coworkers and can encourage and motivate them to find their own reasons
for working to the best of their abilities.

Tip to improve motivation as a leader: value optimism


Perceive optimism as a positive reaction to stress. Leaders understand that optimism is
more than merely ‘thinking happy thoughts.’ It means being able to perceive the benefits
of a situation, and using that constructive optimism to sustain your commitment to
succeed

4. Empathy
As an empathic leader, you can put yourself in the shoes of others. This ability will assist
you in developing members on your team, challenging stereotypes and unfair
assumptions, providing smart critical feedback, and being a good listener when your team
requires someone responsive in charge to help them overcome difficult situations.
An empathetic leader fosters a healthy work environment based on team loyalty and
mutual respect.

Tip to improve empathy as a leader: acknowledge feelings, not just words


You're aware of how body language works. When it comes to communication, how
something is stated can be just as significant as what is said. Long silences after news is
delivered, a sigh an employee tried to disguise, or an employee who simply appears
exhausted, these things matter. Aim to respond to these nonverbal clues as an empathetic
leader. Address the underlying feelings. Allow the employee to convey the difficulty or
need they are experiencing so that you may collaborate on a solution.

5. Soft skills
The art of building an emotional connection through communication is what social skills
are all about. Leaders with strong social skills can deliver bad news and celebrate good
news in such a way that people believe there are limitless actionable opportunities for

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growth. Leaders with strong communication skills are also adept at resolving conflicts
and managing change in a polite manner that is appropriate for the sensitivity of the
situation. When a decision will have an impact on people's lives, leaders with high
Emotional Intelligence will demonstrate that they respect the needs, concerns, and hopes
of those concerned.

Tip to improve social skills as a leader: resolve conflict with care and
communication
You may avoid a toxic workplace environment by focusing on conflict leadership rather
than conflict management. As a leader, you have the ability to influence others, and how
you do so is a crucial aspect of your abilities.
Emotional intelligence is not a "soft option" in leadership. It could be the key to your
success!

3.3 SUMMARY

1. Many things might have an impact on the leadership process. As a result, it is difficult to
establish a single defining statement to describe what leadership entails.

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2. Leadership is a function that is comprised of three major components: the leader, the
followers, and the situation in which the leader must work.

3. Women in leadership have long been a topic of discussion in terms of gender equality,
and countries have laws and regulatory regulations in place to ensure a quota of women
in key positions in both the public and private sectors.

4. As the international economy becomes more interconnected and interrelated, being a


global leader involves being at the center of leadership discussions. A simple decision to
adjust one aspect of the task would have far-reaching consequences for the worldwide
supply chain of products and services.

(5824 words)

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https://www.referenceforbusiness.com/management/Int-Loc/Leadership-Theories-and-Studies.html

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