Leadership in workplace Human Resource Management

Abstract
Likert sub-divided leadership into 4 styles: exploitative-autocratic, benevolent-authoritative, consultative and participate. Choosing a leader with an appropriate leadership style is critical for a firms success. Thus, it is important to know what is leadership and its role and impact. Then, examine to understand which leadership styles are most effective. This study has three parts. The first part investigates leaderships information and the next one introduces Likerts styles. The last chapter discusses about styles and using own knowledge and experience to study which style is the best in Project Management. Responses revealed that there is no ideal leader for all situations and the leader should adapt the style to the circumstances. Likert chia quan h lnh o thnh 4 loi: chuyn quyn bc lt, thm quyn rng ri, c vn v tham gia. Chn c mt nh lnh o vi mt phong cch lnh o ph hp l yu t quyt nh s thnh cng ca mt doanh nghip. V vy, iu quan trng l bit c quan h lnh o l g? Vai tr v tc ng ca n n s pht trin ca doanh nghip? Sau iu tra hiu c kiu lnh o no l ph hp nht. Mn hc ny c c 3 phn. Phn th nht l tm hiu cc thng tin v quan h lnh o v phn tip theo s gii thiu v cc kiu lnh o ca Likert. Chng cui cng s tho lun v cc kiu lnh o v s dng kin thc v kinh nghim ca bn thn nghin cu kiu quan h lnh a no l tt nht trong Qun l d n. T nhng phn hi cho thy rng khng c mt nh lnh o l tng no cho mi trng hp v mt nh lnh o ti ba l phi lm cho phong cch lnh o ca mnh thch nghi vi tng hon cnh.

Leadership in workplace Human Resource Management

Chapter 1 Introduction
Definition of leadership ( nh ngha s lnh o)
It is not easy to define exactly what leadership is. Someone thought that, a leader might be: the members of the group think a particular person would make the best leader or someone who is first among equals, acting in the capacity of a chairperson or someone who is high and mighty above the group Tht khng d cht no nh ngha chnh xc quan h lnh o l g. Mt vi ngi cho rng mt nh lnh o c th l: Cc thnh vin ca mt nhm ngh mt ngi c bit no c th lm ngi lnh o tt nht. Hoc mt s ngi ngh ngi no ng u trong nhng ngi ngang bng nhau c kh nng lm ngi lnh o. Hay c mt s ngi li ngh ngi no v cng kiu ngo ng trn mt nhm ngi s tr thnh ngi lnh o. Some researchers who have studied leadership in organized settings tend to state that people endowed with authority are leaders. Therefore, supervisors and managers within organizations can be called leaders. Many theories of leadership are concerned with managerial influence and the term leadership and management is sometimes used interchangeably. How ever, some scholars can see differences between management and leadership. Mt vi nh ngin cu, nhng ngi tm hiu v quan h lnh o trong mt h thng thit lp c t chc thng pht biu rng nhng ngi c tri phc cho quyn lc l nhng ngi lnh o. V vy, cc nh gim st v qun l trong mt t chc c th gi l cc nh lnh o. Nhiu hc thuyt v quan h lnh o c lin quan n tm nh hng qun tr v thut ng quan h lnh o v qun tr i lc c s dng thay th cho nhau. Tuy nhin, mt vi hc gi c th thy c s khc nhau gia quan h lnh o v qun l.

Leadership in workplace Human Resource Management

Kotter (1990, What do leaders really do? Harvard Business Review) felt that leadership and management is two distinctive a complementary system, each having its own function and its own characteristic activities, but both are necessary for the management of complex organizations. According to Kotter, management is about planning, controlling, and putting appropriate structures and systems in place, whereas leadership has more to do with anticipating change, coping with change, and adopting a visionary stance. Kotter (1990, trong cun Cc nh lnh o thc s lm g?, Ton cnh thng mi Harvard) cm thy rng quan h lnh o v qun l l 2 h thng tch ri nhng li b sung cho nhau, mi lnh vc c chc nng v c trng hot ng ring, nhng c hai u thit yu cho qu trnh qun tr ca cc t chc phc tp. Theo Kotter, qu trnh qun tr l lp k hoch, kim sot v p dng cc cu trc v h thng ph hp, trong khi , qu trnh lnh o l phi lm vic nhiu hn vi vic tin on s thay i, m phng s thay i v chp nhn cc quan nim c tnh nhn xa trng rng. In light of the above management and leadership could be defined as: - Leadership is a force that creates a capacity among a group of people to do something that is different or better. This could be reflected in a more creative outcome, or a higher level of performance. In essence leadership is an agency of change and could entail inspiring others to do more than they would otherwise have done, or were doing. - By contrast, management is a force more preoccupied with planning, coordinating, supervising, and controlling routine activity, which of course can be done in an inspired way. Managerial leadership could be viewed as an integral part of the managerial role, and its significance grows in importance as one moves up the organizational hierarchy. Da vo nhng g cp trn, ta c th nh ngha qun tr v lnh ao nh sau: - Lnh o l sc mnh to ra kh nng mt nhm ngi lm mt iu g khc bit hoc tt hn. iu ny c th c phn chiu kt qu sng to hn, hoc mc hot ng cao hn. V ct li, lnh o l mt tc lc ca s thay i v c th to ra ng lc gip ngi khc lm tt hn nhng g h ng ra c th lm v ang lm.

Leadership in workplace Human Resource Management

- Ngc li, qun tr l kh nng lin quan nhiu hn n vic lp k hoch, phi hp, gim st v kim sot cc hot ng m c th c thc hin khi c truyn cm hng. Lnh o qun tr c xem l mt phn khng th thiu ca vai tr qun tr v tm quan trng ca n ln dn ln khi mt ngi ai di chuyn n nhng v tr cao hn trong phn cp ca t chc.

Roles and impacts of leadership

Vai tr v nh hng ca quan h lnh o

One of the most important factors determining the success of a project is the quality of its leadership. Therefore, it can be easily understood that the leadership issues gain wide coverage in the contemporary management theory. The leadership itself can be defined as a process by which an individual influences the other persons, in order to accomplish the pre-defined objectives. This definition implies that the leadership is closely related to human resources, which are today appraised as the most important determinant of a successful project. Consequently, a successful enterprise can not exist without skillful leadership and initiation of members' activity, as well as induction of employees' high motivation and engagement. Mt trong nhng nhn t quan trng nht quyt nh s thnh cng ca mt d n l cht lng ca lc lng lnh o. V vy, cng d dng hiu l cc vn thuc v quan h lnh o xut hin bao trm trong cc thuyt v qun tr ng thi. S lnh o, bn thn n c th c nh ngha l mt qu trnh trong mt c nhn c tm nh hng n nhiu ngi khc t c cc mc tiu hoch nh. nh ngha ny cn hm cha rng s lnh o lin quan mt thit n ngun nhn lc, vn m ngy nay c cao l yu t quan trng bc nht quyt nh s thnh cng ca mt d n. Kt qu l mt doanh nghip thnh cng khng th tn ti nu thiu nhng ngi lnh o ti ba v s khi xng cc hot ng ca cc thnh vin trong cng ty, cng nh s gn kt v ng lc cao ca nhn vin cng ty.. Experience shows that the manager's efficiency depends on his leadership style. This fact has initiated many research activities, which tried to assess which is the best leadership style. Significant leadership theories have been created

Leadership in workplace Human Resource Management

during these attempts, beginning with the early leadership profiles, through the behavioral theories, to the contingency theories regarding leadership. Recent research shows that the contemporary leader is characterized by the supportive leadership style that shows leader's concern for subordinates' well being and personal needs. Leadership behavior is open, friendly and approachable, and the leader creates a team climate and treats subordinates as equals. Such a leadership style ensures the highest possible involvement of all the employees in reaching the company's objectives. The consequences are felt in the rapid growth of production, employment and standard of life. However, the issue is raised whether such a style is appropriate for all the environments and conditions, especially to the countries in transition. Kinh nghim cho thy rng s thnh cng ca cc nh lnh o cn ph thuc vo phong cch lnh o ca h. S tht ny khi ngun cho rt nhiu cc hot ng nghin cu nhm c gng tip cn phong cch lnh o tt nht. Cc thuyt lnh o quan trng c hnh thnh t nhng c gng ny, bt u l nhng m t s lc u tin, thng qua nhng thuyt ng x n nhng thuyt ngu nhin lin quan n s lnh o. Nhng nghin cu gn y ch ra rng mt ngi lnh o ng thi c c trng bi phong cch lnh o h tr, rng ngi lnh o l ngi quan tm n s tha mn cng nh nhng nhu cu c nhn ca cp di. Hnh vi lnh o l ci m thn thin v d tip cn, v ngi lnh o tao ra c tinh thn lm vic ng i, i x vi cp di cng bng nh nhau. Phong cch lnh o nh vy s to ra c nhng gn kt cao nht c th gia cc nhn vin trong vic t n mc tiu ca cng ty. Cc kt qu s c nhn ra s tng trng sn xut, vic lm v cht lng cuc sng. Tuy nhin, vn c t ra l liu mt phong cch lnh o nh vy c ph hp vi mi mi trng v iu kin hay khng, c bit l cc quc gia trong thi khi chuyn i. Leadership is a management function that is mostly directed towards people and social interaction, as well as the process of influencing people so that they would achieve the goals of the organization or the common goals. Without quality leadership and initiation of the members activities, stimulation of high motivation and engagement of people, there is neither successful organization nor successful company. Experience has shown that managerial efficiency differs depending on

Leadership in workplace Human Resource Management

the managers leadership style. This has stimulated numerous researches that have tried to answer the question of which leadership style is the best. Quan h lnh o l mt nhim v ca qun l, n hng n con ngi v s tng tc x hi, ging nh qu trnh tc ng n con ngi h c th gt hi nhng thnh cng trong t chc hay thnh cng chung ca tp th. Nu khng c mi quan h lnh o vi cc thnh vin mi bt u lm vic, s kch thch ng lc cao v s quyt tm tham gia ca mi ngi, iu s lm cho t chc khng thnh cng cng nh cng ty khng gt hi nhiu thnh qu. Kinh nghim cho thy rng nhng hiu qu khc nhau ca qun l ph thuc vo phong cch lnh o ca ngi qun l. iu ny kch thch nhiu nh nghin cu c gng tr li cu hi : Vy phong cch lnh o no l hon ho nht?

Chapter 2 Theories of Leadership ( Cc thuyt v quan h lnh o)

2.1 Traits of leaders ( c im ca nhng lnh o gia)
Given the traditional view that leaders are born, then it might be expected that the early studies of leadership focused on the personal qualities of the individual leaders themselves. Rather than they went about their tasks, or indeed what the nature of their leadership tasks were, or whom they were leading. Nu ra mt quan im truyn thng l khi xut hin hc thuyt lnh o, ngi ta mong i rng nhng nghin cu u tin v mi quan h lnh o nn tp trung vo cc phm cht nng lc c nhn ca cc lnh o gia. Hn l tp trung vo nghin cu cng vic ca h, hay tm hiu bn cht thc s ca cc cng vic ca cc nh lnh o l g hoc h ang lnh o ai. Verma (1996) argues that effective leaders exhibit the following traits: Flexibility, ambition, intelligence, decisiveness, and consciousness of social environment, willingness to take responsibility, creativity, persistence, energy and tolerance for stress. Verma (1996) tranh lun rng nhng nh lnh o hiu qu c cc t cht sau: mm do, tham vng, thng minh, qu quyt v c kin thc v mi trng x hi, s sng lng nhn trch nhim, s sng to, kin nh, y nhit huyt v c th chu ng c p lc cng thng.
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He explains that these are personality traits that can be developed through training. ng ta gii thch rng nhng c im ny l cc yu t thuc v c nhn mi ngi m c th c pht trin thng qua qu trnh rn luyn. As well as these traits there are skills necessary for success: conceptual skills, social skills, diplomacy skills, communicational skills and organization and administration skills. Cng vi nhng c im nu trn l cc k nng cn thit cho s thnh cng bao gm: k nng t duy, k nng x hi. k nng ngoi giao, k nng giao tip, k nng qun l v k nng t chc.

2.2 Styles of leaders ( Cc phong cch lnh o)

Leadership style refers to the manner in which leaders go about the process of leading. One's style is determined by many factors. Personality, social expectations and customs, specific tasks to be accomplished, and compositions of group are all determinants of leadership style. Mi quan h lnh o l khi nim ln quan n cch cc lnh o gia thc hin qu trnh lnh o ca mnh. Phong cch ca mt ngi c quyt nh bi nhiu nhn t. Nhn cch, cc k vng v tp qun ca x hi, cc cng vic c th phi hon thnh v s kt hp ca mt nhm l tt c cc yu t quyt nh ca mt phong cch lnh o. Likert - Rensis Likert, Director of the Michigan Institute, developed a tool for managers to use to determine their leadership style and the productivity level of their work groups. First, the manager is asked to identify the most successful work group of which he is aware. Commonly groups reflect participate management styles are identified. Next, the manager is asked to pick the least successful work group known. Again, profiles resembling authoritative or defensive management styles are identified. Likert Rensis Likert, vin trng vin nghin cu Michigan, pht trin mt cng thc cc nh qun l s dng nhm quyt nh phong cch lnh o v nng sut lm vic ca nhm. Trc tin, nh qun l s c yu cu nh hnh nhm lm vic hiu qu nht m anh ta bit. Thng th cc nhm phn chiu c phong cch qun tr c nh hnh. Tip theo sau , nh qun l

Leadership in workplace Human Resource Management

c yu cu chn nhm lm vic t hiu qu nht. Mt ln na, mt h s s lc no tng t vi cc li lnh o phng th v quyn lc li c nh hnh. Last, the managers are asked to describe their own work group. Almost always profiles reflecting a blend of defensive/participate managerial styles are drawn. As a method of cross checking, Likert then asks workers to describe the managerial style in their group. Workers usually see leadership style in their group as a little more authoritarian as their bosses do. Cui cng, cc nh qun l c yu cu m t nhm lm vic ring ca h. thng th cc s lc phn nh s pha ln ca li lnh o qun tr c phm cht v li lnh o phng th c rt ra. p dng phng php kim tra cho, Sau , Likert s yu cu cng nhn m t li qun tr trong nhm ca h. Nhn vin lun thy li lnh o trong nhm ca h t c ti hn nh ng ch ca h vy.

2.3 Likerts four styles of leadership ( Bn phong cch lnh o ca Likert)

Likert proposed four styles of leadership ranging from the autocratic to democratic. These, he argued characterize the culture of an organization and thus should be considered as descriptive. Each style or system has particular structural and behavioral characteristics measured against six criteria. These are: Motivational forces Communications procedures Interactions and influence Decision making process Goal setting methodology Control processes

Likert xut 4 phong cch lnh o lnh o t c on chuyn quyn n dn ch. Vi bn phong cch ny ng y tranh lun rng chng lm ni bt vn ha ca t chc v v th chng nn c nhn nhn l khng gii hn. Mi phong cch lnh o hoc mi h thng u c cu trc ring v c trng ng x c o lng thng qua 6 yu t, bao gm: Cc nh hng c tnh ng vin

Leadership in workplace Human Resource Management

Cc quy trnh giao tip S tng tc v nh hng Qu trnh a ra quyt nh Phng php thit lp mc tiu Quy trnh kim sot

His view was that effective management was equivalent to effective human resources management. He suggested that the best style of leadership is participate. Quan im ca Likert l s qun l c hiu qu cng ging nh qun tr ngun nhn lc hiu qu. ng ta xut phong cch lnh o tt nht l tham gia. The four styled are: Exploitative authoritative ( chuyn quyn bc lt) Benevolent authoritative ( chuyn quyn nhn c) Consultative ( c vn) Participate (tham gia)

Likerts research finds that styles are naturally occurring and difficult to modify. It is necessary to train managers to be flexible and able to diagnose situations accurately Nhng nghin cu ca Likert cho thy rng cc phong cch xut hin mt cch t nhin v kh c th thay i chng. iu cn thit l o to cc nh qun l tr nn linh hoat mm do v c kh nng phn on tnh th tht chnh xc.

Exploitative style ( phong cch bc lt)

Exploitative authoritative is a style in which the leader imposes his or her decisions on the group or team. Motivation is through sanctions and treats. Power is centralized and communications are poor and infrequent Chuyn quyn bc lt l kiu phong cch m cc nh lnh o p t nhng quyt nh ca h ln cc nhm, cc i. ng lc lm vic l cc ch ti thng pht. Quyn lc tp trung trong tay cc nh qun l cn qu trnh giao tip th ngho nn v khng thng xuyn.

Leadership in workplace Human Resource Management

Benevolent style ( phong cch nhn t)

Benevolent authoritative is a style in which the leader is paternalistic. This is particularly common in small organizations, family firms and entrepreneur-led businesses. Motivation is through a reward system. Senior managers feel responsible for the project but lower level members of the team do not. There is little team working and poor and infrequent communications. Trong phong cch lnh o nhn t cc lnh o gia c tnh gia trng. phong cch lnh o ny kh ph bin cc t chc nh, cc cng ty gia nh v cc cng ty c iu hnh bi cc doanh nhn. ng lc thc y lm vic l ch thng. nhng nh qun l cp cao hn cm thy c trch nhim i vi cc d n nhng nhng thnh vin cp di th khng hn nh th. Cc nhm lm vic kh thu gn, giao tip th ngho nn v khng thng xuyn.

Consultative style ( Kiu lnh o c vn)

Consultative style leadership involves supervisors trusting their subordinates. Motivation is though rewards and some involvement in decision making and strategic planning. In this type of leadership style a high proportion of the team feel a commitment and responsibility to the team goals. This is a higher level of communication and team working than in the authoritative styles Nhng lnh o gia c kiu lnh o c vn thng tin tng cp di. ng c lm vic l ch thng v mt s u tin trong vic a ra quyt nh v lp k hoch chin lc ca cng ty. Trong li lnh o ny, a phn cc nhm lm vic cm nhn s gn b v trch nhim i vi mc tiu ca nhm. Giao tip v lm vic nhm mc cao hn cc kiu lnh o chuyn quyn.

Participate style ( Kiu lnh o tham gia)

Participate leadership style is the optimum according to Likert. The leader has complete trust in team members. Phong cch lnh o tham gia l phong cch lnh o tt u nht theo quan im ca Likert. Nh lnh o t trn nim tin vo cc thnh vin trong i ca mnh.

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Chapter 3 Own work place experiences Nhng tri nghim ca bn thn chn cng s
3.1 Leadership styles ( cc kiu lnh o)
In my knowledge, fundamental characteristics of these styles can be briefly described as follows: Theo hiu bit ca ti, nhng c trng nn tng ca nhng phong cch lnh o ny c th c m t tm lc nh sau:

Exploitative autocratic: ( chuyn quyn bc lt)

In this style, manager has no trust insubordinate. All the decisions are being made at the top. Subordinates are pressed to work with fear, are often subjected threats and punishments, with occasional rewards. Control function is concentrated at the top management level. Parallel to the formal organization, an informal organization with separate objectives is created. Those objectives are often confronted with those of the formal organization. Theo li lnh o ny cc nh qun l khng c s tin tng cp di. Tt c cc quyt nh u c tin hnh cc cp trn cao. Cp di b p buc lm vic trong lo s v thng trc vi s e da v trng pht v rt him khi c mt phn thng no. Chc nng kim sot tp trung trong tay cc nh qun l cp cao. Song song vi t chc chnh thc th t chc phi chnh thc vi nhng mc tiu ring bit cng c hnh thnh. Nhng mc tiu ny thng i u vi nhng mc tiu ca t chc chnh thc.

Benevolent autocratic: ( chuyn quyn nhn c)

In this style, manager has some trust in subordinates. This relationship can be described as a master-servant one. Even in this case, objectives are set at the top management level, in which the key decisions are also made, but some routine decisions are delegated down the hierarchy. Managers mainly motivate with rewards, but do not avoid punishments either. Control function is still
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concentrated at the top management level, although some control can be delegated to the middle management. Nhng nh qun l theo li lnh o ny tin tng cp di ca mnh. Mi quan h ny c th c m t nh l mi quan h gia ng ch v y t. thm ch trong trng hp ny, cc mc tiu cng c quyt nh cp qun l cp cao, v cc quyt nh sng cn ca t chc cng c ra i, nhng mt s quyt nh thng l th giao cho cp thp hn. Cc nh qun l thng ng vin tinh thn lm vic ca nhn vin bng ch thng, v cng khng trnh khi cc hnh pht. Chc nng kim sot cng tp trung cp cao mc d mt vi chc nng kim sot cng c phn quyn cho cp qun l bc trung.

Consultative: ( C vn)
In this style, manager has substantial, but not complete confidence in subordinates, who are allowed to make less important decisions on the lower hierarchy levels. Communication flows both up and down. The most important means of motivation are rewards, with occasional punishments. Interaction between superiors and subordinates contains a certain amount of trust. Informal organization may evolve, but its objectives are either compatible with the formal organization, or are only partially confronted to it. y, cc nh qun l ng vai tr quan trng nhng khng hon ton tin tng vo cp di nhng ngi c php a ra cc quyt nh t quan trng hn cp thp hn. S giao tip din ra c 2 hng, t cao xung thp v t thp ln cao. Hnh thc ng vin quan trng nht l thng v thi thong l cc hnh pht. S tng tc gia cp trn v cp di cng cha ng mc tin tng no . T chc phi chnh thc c tn ti nhng nhng mc tiu ca n c th hoc thch hp hoc i u vi mc tiu ca t chc chnh thc.

Participate ( tham gia)

In this style, management has complete confidence in subordinates. All hierarchical levels are included into the decision making process. Communications flow not only up and down the hierarchy, but also in all directions. Motivation is based on the participation in decision making and involvement in setting goals and appraising progress toward them. Interaction between superiors and subordinates are friendly, which results in increase of mutual trust. Objectives of both the formal

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organization and the informal organization are frequently corresponding, so all the actions are directed toward the accomplishment of previously defined organizational objectives. Such a model of leadership styles has been the basis for the design of the research instruments for the practical diagnosis. Cc nh qun l tuyt i tin tng cp di. tt c h thng cp bc c tham gia vo qu trnh ra quyt nh. Qu trnh khng ch theo chiu ln xung m xuyn sut mi hng. ng lc lm vic c cn c da s tham gia vo vic a ra quyt nh, thit lp cc mc tiu v nh gi cc qu trnh thc hin chng. S tng tc gia cp trn v cp di rt thn thin v chnh iu ny to ra s tin tng ngy cng tng trong t chc. Cc mc tiu ca t chc chnh thc v t chc khng chnh thc thng tng ng vi nhau. V vy m cc hot ng c tin hnh mi hng, u nhm ti s thnh cng ca cacc mc tiu ca t chc c vch ra. Li lnh o kiu mu nh th ny tr thnh nn tng ca vic thit k cc cng c nghin cu cho cc phn on thc t.

The appropriateness of leadership styles (S ph hp ca cc phong cch lnh o)

Exploitative autocratic and Benevolent authoritative styles ( phong cch c on chuyn quyn v quyn nng nhn t)
Power in both styles is at top with no consultation. Autocratic leaders tend to make decisions on their own without seeking or allowing input from group members. They supervise group member closely and are quick to both praise and punish. Sc mnh c hai phong cch trn tp trung b phn cp trn m khng cn c s c vn no. Cc nh lnh o c on c xu hng thc hin cc quyt nh ca mnh m khng tm kim hay cho php cc thnh vin ca nhm tham gia gp kin. H gim st cht ch cc thnh vin trong nhm v thng pht cng t phn minh. Exploitative - autocratic is a form of organization in which management makes most of the decisions, passes them down the line, and very little mutual trust exists between employees and managers. Benevolent - authoritative

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organizations is less extreme on all the variables mentioned in the descriptions of the former. c on chuyn quyn l mt dng t chc m ngi qun l a ra hu ht cc quyt nh, chuyn xung h thng pha di v tn ti rt t tnh thn gia qun l v nhn vin. T chc quyn lc nhn t th t cc oan hn khi xt v nhng yu t cp trn. An example of autocrat is a military. The priority for this leader is task accomplishment. To achieve this goal he exercises tight control over all processes in the organization, defines and sets goals, controls goal fulfillment, gives rewards and punishments, and manages by orders. Military man type leaders make most key decisions for their subordinates and expect others to do what they are told. Organizational goals are more important than personal ones for military man. Mt v d cho tnh chuyn quyn l trong qun i. u tin ca kiu lnh o ny l hon thnh nhim v. t c mc tiu ny ng thc hin kim sot cht ch tt c cc quy trnh trong t chc, nh ngha v thit lp mc tiu, kim sot thc hin mc tiu, a ra cc phn thng v k lut, v qun l bi cc cng vn yu cu. Cc nh lnh o kiu qun nhn a ra quyt nh quan trng nht i vi cp di ca h v mong i nhng ngi khc lm c nhng g m h c giao. Trong qun nhn, mc tiu t chc l quan trng hn hn so vi c nhn. Obedience is crucial and military man makes evaluations based on the degree tasks are fulfilled, and followers are obedient. The working climate is very formal, full of routines and procedures, and sometimes rather tough. In a military mans organization, people are promoted by their ability to do the task and follow the command. Tun lnh l mt iu quan trng v ngi qun nhn nh gi chng da trn mc honh thnh nhim v v nhng ngi theo anh ta phi bit nghe li. Trong t chc qun s, con ngi b thc p lm vic ht kh nng ca h hon thnh nhim v v thc hin mnh lnh. A politician is an example of authoritarian. The priority for this leader is his personal power. He organizes the processes at work in a way that he has only
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people completely devoted to him nearby. A politician-type leader controls via relations. This control gives him the opportunity to reach his personal objectives in his career. Chnh tr gia l mt v d ca con ngi c on. iu m cc nh lnh o ny u tin l quyn lc c nhn ca mnh. ng ta t chc qu trnh lm vic theo mt cch thc m ch c sc mnh ca ng ta n gn tng c nhn mt v khin h phi ng h mnh. Mt nh lnh o chnh tr iu khin cng vic thng qua cc mi quan h. Kh nng kim sot ny mang li cho ng ta c hi t c nhng mc tiu c nhn trong s nghip ca mnh. This type of a leader would never let his followers be more clever or competent than himself because he would see this as dangerous. The climate in an organization with politician leaders is full of flattery and intrigue. Plotting is very popular among employees as a way to show the leader who is more devoted to him. People are promoted by the ability to satisfy their leaders vanity. Organizational goals are taken into consideration only as long as they coincide with personal objectives. y l mt dng lnh o m s khng bao gi cho php nhng ngi theo mnh thng minh hn mnh hoc c thm quyn hn mnh bi v iu s lm cho ng ta cm thy nh l mt mi nguy. Mi trng trong t chc ca chnh tr gia y ry nhng nnh ht v mu m. Mu mo c dng rt ph trong m nhn vin nh l cch thc thu ht s ch , u i ca lnh o dnh cho tng nhn vin. Ngi b thc p kh nng lm hi lng lnh o ca h mt cch gi di. Mc tiu t chc ch c a ra xem xt, quan tm khi m n trng vi mc tiu ca tng c nhn.

Consultative and Participate styles. (Phong cch c vn v tham gia)

Emphasis of leadership at both of below is on the creation of supportive, friendly, interpersonal relationships based on trust, participation and two-way communication. Tm quan trng ca c hai phong cch trn c th hin trong vic to ra mc tiu cng vic, s thn thin, mi quan h c bn gia ngi vi ngi trong thc t, s tham gia v giao tip hai chiu.

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I choose the clergyman is an example of consultant. The priority for this type of leader is assuring an effective climate in the organization and good relations between all employees (including between management and nonmanagerial employees). Clergyman leaders feel that teamwork is important for setting and achieving organizational goals. Ti chn ngi gio s lm v d cho s c vn. Li th ca phong cch lnh o ny l tnh m bo hiu qu cho xu hng chung ca t chc ( m bo mt mi trng c hiu qu trong t chc) v mi quan h tt p gia cc nhn vin vi nhau (bao gm c gia nhn vin thuc v khng thuc thm quyn qun l). Cc nh lnh o gio s cm thy rng lm vic nhm rt quan trng i vi s thit lp v t c nhng mc tiu ca t chc. As soon as agreement about organizational goals is achieved, clergyman leaders delegate tasks to be carried out and only exercise loose control. The group is the most important element in the clergymans organization. People are promoted by their ability to work in-groups. In a clergymans organization, climate is very informal including loose procedures and standards, which give employees much freedom in organizing their jobs. Ngay sau khi t c tha thun v nhng mc tiu ca nhm, cc nh lnh o gio s chuyn giao nhim v thc hin cho cp di v ch p dng kim sot mt cch lng lo. Nhm l yu t quan trng nht trong t chc ca gio s. Ngi ta c thng chc nh vo kh nng ca h lm vic trong mt nhm. Trong t chc ca gio s, xu hng chung ca t chc l khng trng nghi thc bao gm s mm mng trong th tc v tiu chun, chng mang li cho nhn vin rt nhiu s thoi mi trong t chc h lm vic. Participate is a type of organization stressing open, supportive leadership and group methods for decision making and goal setting. Tham gia l mt hnh thc t chc ch trng li lnh o m, h tr, v phng php lm vic nhm cho vic a ra quyt nh v thit lp mc tiu. Participate leadership allows people to grow, to learn and to produce on their own. They are able to motivate themselves and need not rely on sources for external motivation. They are capable of setting their own goals and making decisions as to method of goal attainment. They can be trusted to put forth an honest and energetic effort. Participate leaders are most effective when they "help

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the group to grow, to emerge, and to become more free". The leader serves the group best when he is "a whole person, is direct, real, open, spontaneous, permissive, emotional and highly personal". The effective leader becomes unnecessary and replaceable. "The good leader tends not to lead." Li lnh o tham gia cho php mi ngi c th trng thnh, hc hi v pht huy theo cch ca ring h. H c kh nng ng vin chnh bn thn h v khng cn phi l thuc vo bt k ngun ng vin bn ngoi no. H c kh nng thit lp mc tiu ca ring mnh v a ra cc quyt nh cng nh phng php t c mc tiu . H c tin tng em ht sc c gng lm vic mt cch trung thnh v y nhit huyt. nhng nh lnh o theo phong cch ny s lm vic tt nht khi khi h gip cho nhm ca mnh pht trin, ni bt v tr nn khng b rng buc. Cc lnh o gia phc v nhm ca mnh tt nht khi anh ta l mt ngi ton vn, trc tip, chn thnh, ci m, thng thong, thoi mi, bit xc ng v c tnh c nhn cao. lnh o gia tt l ngi c khuynh hng khng phi lnh o We can take the statesman as an example of democrat. The priority for this leader is achieving organizational goals, but he strives for consensus about the best way to achieve them. A statesman leader understands the task and is not interested in discussing that. Instead he focuses discussion on how best to accomplish the task he has identified. Further, this type of leader negotiates with employees about how they use their time, how responsibility is allocated, and the best way to accomplish tasks, but command is centralized. Chng ta c th ly v d mt chnh tr gia l mt ng vin ng dn ch. a phn trong s h u t c cc mc tiu v mt t chc, nhng ng ta phi c gng ginh c s nht tr v cch tt nht lm sao t c nhng mc tiu . Mt chnh tr gia hiu r cng vic ca mnh v ng ta khng quan tm n vic bn lun v chng, v thay v ng ta tp trung vo vic tho lun lm sao hon thnh c nhng cng vic m ng ta toan tnh. Hn th na, lnh o gia theo phong cch ny tha hip vi ngi lm cng v cch h s dng thi gian, cch h phn chia trch nhim v cch tt nht hon thnh cng vic, nhng mnh lnh th tp trung. Statesmen type leaders are well aware that in order to achieve optimal results, it is essential to obtain employees commitment and involvement. This

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leaders slogan is lets get there together! Under a statesman, employees are promoted based on their competence. The culture in a statesmans organization is formal and business-like. Chnh tr gia cng nhn thc r c rng t c nhng kt qu ti u th iu cn thit l c c s tn tm v gn b vi cng vic ca nhng ngi lm cng. Khu hiu ca cc nh lnh o l chng ta hy cng nhau n . Di thi mt chnh tri gia, nhng ngi lm cng c thng tin nh vo nng lc ca h. Vn ha trong t chc ca mt chnh tr gia cng chnh quy v nh mi trng kinh doanh vy. Likerts prescription to organizations was to move towards participate style, claiming that this had a significant impact on organizational effectiveness Nhng quy nh ca Likert i vi cc c quan t chc l nhm hng n kiu lnh o tham gia, v tuyn b rng iu ny c mt nh hng ng k n hiu qu v mt t chc.

Own experiences ( kinh nghim bn thn)

Although Likert were arguing that democratic style of leadership offered the best results. Some of other researchers argument was that the democratic style were not always best, and sometimes more authoritarian style were appropriate. In my opinion, the leader should adapt the style to the circumstances. Mc d Likert tranh lun rng kiu lnh o dn ch to ra kt qu tt nht nhng mt s nh nghin cu khc cho rng kiu lnh o dn ch khng phi khi no cng tt nht v i khi kiu lnh o c ti li thch hp. Theo kin ca ti, cc nh lnh o nn thch nghi vi tng hon cnh. The circumstances are referred to as situational dimensions, since they define the variables within which leadership is exercised. The variables are: Cc hon cnh lin quan ti cc chiu hng tnh hung khc nhau, v vy h nh ngha cc bin trong cc lnh o gia phi thc hnh, bao gm: The position of the leader: a major element of which is the rational legal authority held within the organization. This includes the jurisdiction over subordinates and the authority to implement reward and punishment systems.

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V th ca nh lnh o: yu t quan trng v chnh ng nht quyn lc hp php c nm gi trong t chc. iu ny bao hm thm quyn phn xt i vi cp di v quyn thi hnh ch thng pht. The structure of task: over which leadership is being exercised. This includes the extent to which the task are structured and defined, and the extent to which responsibility for who does them is laid down within the organization. Cu trc cng vic: lin quan n nhng g cc lnh o gia ang thc hin. iu ny bao hm phm vi m cc cng vic c kt cu, nh ngha v phm vi trch nhim m ngi phi gnh chu trong mt t chc. The relationship between the leader and the group: means the extent to which the members of the groups like and trust the leader, including their willingness to follow his instructions. Mi quan h gia nh lnh o v nhm: c ngha l phm vi m cc thnh vin trong nhm yu qu v tin tng nh lnh o, bao gm c s sn lng tun theo nhng yu cu ca ng ta. If any of these variables change, it might be necessary to change the leadership style accordingly. Nu mt bin no thay i, th iu cn thit l thay i phong cch lnh o theo . Its easy to find that authoritarian styles worked best in situations that were very favorable or very unfavorable to the leader, while democratic styles work best when conditions were moderately favorable. Tht d dng nhn ra rng kiu lnh o c ti pht huy tc dng cao nht trong nhng trng hp thc s c li hoc tuyt i khng c li cho nh lnh o, trong khi kiu lnh o dn ch th pht huy tc dng cao nht trong iu kin thun li va phi. Whether a situation was deemed favorable depended on the three variables mentioned above, with a favorable situation existing where: the leader has strong authority granted by the organization the task are clearly defined and structured the leader is liked and trusted by the members of the group

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Leadership in workplace Human Resource Management

D mt trng h c cho l c li ph thuc vo 3 bin cp trn , nhng n thc s tn ti khi: nh lnh o c t chc trao cho quyn lc ln. cng vic c nh ngha v kt cu r rng. Nh lnh o c yu mn v tin tng

An unfavorable situation is the opposite, which is weak authority, unstructured tasks, and a lack of liking and trust between leader and group. Between these two extremes, any or all of the variables can occupy a range of intermediate positions. Leadership is exercised at different levels of the organization. Mt trng hp khng thun li th tri ngc, l khi nh lnh o t c quyn lc, cng vic c kt cu yu, v nh lnh o khng c s yu mn v tin tng. gia hai kha cnh khc xa nhau ny, bt k hoc tt c cc bin c th hnh thnh mt dy cc v tr trung gian. S lnh o c tin hnh bt k v tr cp bc no ca t chc.

Conclusion
It is generally accepted that there is no ideal leader for all situations. The variables involve in leadership behavior and success is wide and unquantifiable. It is only possible to identify them and recognize the kinds of situations in which different combinations of attributes may be most beneficial. it is then necessary to require that leaders have the ability to vary the way in which they amalgamate their attributes depending on the situation changes. Neither alternative is really viable although some leaders do have some ability to change their style within limits. A transfer of leaderships is for most organizations unrealistic that in any case could be extremely disruptive if allowed to happen frequently. The ability to select appropriate leaders in such situations must also be in question. S tht l khng c mt nh lnh o l tng no cho tt c cc trng hp. nhng bin lin quan n hnh vi v s thnh cng ca mt nh lnh o th rt rng v khng th m c. chng ta ch c th nhn bit cc trng hp

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trong s kt ni khc nhau gia cc thuc tnh no l c ch. V vy iu cn thit l cc nh lnh o i hi phi c kh nng bin i linh hot cch h lin kt cc thuc tnh, ty thuc vo s thay it ca hon cnh. Khng phi s thay th no cng d nhn thy mc d mt vi nh lnh o c kh nng thay i li lh o ca mnh trong gi hn cho php. Chuyn i vai tr lnh o trong hu ht cc t chc l khng thc t v trong bt k trng hp no, n c th dn n s ph v nu chng ta cho php n din ra thng xuyn. Kh nng la chn c nh lnh o thch hp trong nhng trng hp nh th t hn cng l mt cu hi ln.

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