KFC Leadership Style | Analysis

KFC Leadership Style AnalysisEmployees never constitute on in the organizations, there must be some kind of teamwork enquire in the working process, both formal and informal. Leadership acts as an to the highest degree-valu adequate to(p) factor that strongly influences employees performance, motivation and attitude. It has been argued that differences amongst success and failure, whether in business, fight or footb altogether, leadinghip is largely attributable to success.1.1 Definition Of publications check outA literature review is specify as target to depute most-valuable facts regarding approaches on a topic in the methodological method. It besides means they argon not primary sources because it is not original or new work.1.2 Definition Of LeadershipLeadership is become very more on every managers mind today in organizations. Originations argon attempt collectible to the increasingly dynamic environment. As the challenges of leading and managing increase, att ractors of organizations call for to understand process, skills and bopledge to perform draw functions trenchantly.1.3 Definition Of motifMotivation is the ordainingness to exert lofty levels of effort to reach organizational goals, conditi unitaryd by the efforts ability to satisfy some mortal submit (Belasen Frank, 2008). Motivating employees be one of the continual challenges of managerial behaviour, that are excessively managers fundamental reasons for agreeable in various activities and work.1.4 Introduction Of KFCKentucky Fried Chicken (KFC), as we all know is one of the popular fast food outlets worldwide with the story Its finger lickin good. The first KFC outlet in Malaysia was opened on world-class January 1973 at Jalan Tunku Abdul Rahman, Kuala Lumpur. Today there are more than 390 KFC outlets nationwide and are still counting. Great tasting chicken has become synonymous with KFC and has been enjoyed by Malaysians ever since. The KFC we will be talking n igh is in Nilai, Negeri Sembilan.2.0 Literature Review2.1 Defining LeadershipLeadership fundament be defined as the process whereby one individual influence other sort out members towards attaining defined multitude or organizational goals (Orlando, 2008). More important, successful organizations consume effective leading, who are capable of increasing an organizations employee motivation in worm amend the overall performance and organizational productivity (Richard, 2007).In addition, Drucker in his The Leader of the Future sums up attracters as The only commentary of a leader is someone who has followers. It is said that many of the worlds vanquish leaders do not father the integrity as well as sure set which wont be discussed in the modern days.In my opinion, lead is diametrical from management. Managers have subordinates which are below them while leaders have people who follow them. Managers will normally utilize their built in bed of power in order to do thin gs. In the process of work, managers orders his or her employees while they will follow because of the reward given which is the minimum of their salary. aspect at the other way round, leaders gives up their authoritarian control, due to their followers which follows them in a voluntary way.2.2 Leadership TheoriesTerry (2000) has highlighted that leaders is an influence relationship between leaders and followers who intend rattling changes and outcomes that reflect their shared purposes. Block (2002) has noted that as a process, lead is, ideally the use of non-coercive influence to shape the stems or organizations goals, spark off sort towards the movement of those goals and help define group or organizational culture. trenchant LeadershipRussell, (2000) defined effective leader as those leaders who are able to improve organization productivities, in turn develop characteristic competitive advantages for organizations. In other words, effective leaders usually have an inspi ring vision they will try to form a group of people to work as a team, making them into a herculean team which utilizes as a competitive advantage. Effective leaders know how to make people function according to what they are good at, and how to motivate them to excel their performance. Leaders need to understand the balance technique in any individual team members quest with the objective of creating synergy. Leaders need his or her members in their team to forego the goal for the individual best coherent with the effort of the whole team.2.3 Leadership StyleAutocratic vs. egalitarian vs. Laissez-faire leadership musical modeTaggart (1989) defined that, broad classification of leadership style consists of authoritarian (or compulsory) style, democratic style and laissez-faire (genuine) style. The definition of autocratic style isIt is where the focus of power is with the manager, and all interactions within the group race towards the manager. The manager alone exercises decisi on-making and authority for determining policy, procedures for achieving goals. Work tasks and relationships, control of rewards or punishments.Kotter (1990) expressed Democratic leadership style takes wishes and suggestions of employees into consideration. It is more a kind relations approach, in which all members of the group are seen as equal, and they are all important contributors to the final decision.Laissez-faire leadership style involves express mail control or influence of leaders over his or her group members. A member is given a goal and mostly left(a) alone to decide how to achieve it. The leaders function as one of the group member, and he only provide direction and suggestions when necessary.Task predilection and spate Oriented Leader BehaviorAnother way of tone at different leadership styles is in terms of dimension of leader behavior. As early as 1950s, a large body of look for at University of Michigan and Ohio State University suggested that leaders differ g reatly on the dimensions at the high end of two dimensions is task orientation versus people orientation.Task Orientation leader behavior is more concern about the production and primarily focus on getting the course done. Whereas the People Orientation leader behavior reflects how much a leader is interested for the people around him, providing support and encouragement for them. There is no ampere-second percent right or wrong in using which leader behavior, it depends on the situation and organizations nature business.2.4 Situational FactorsPath-goal TheoryDifferent organization has different business environment, we must take the situational factors into the consideration to analyze and evaluate the strong point of the leadership. Bartram Casimir (2007) cited in Houses path-goal surmise argued that the primary function of a leaders job is to coach and guide workers to choose the best path for reaching their goals, in the mean time to make valued rewards available in the wo rk place. In short, the leader should clearly know the paths to achieve goals.As showed in the path-goal framework, the path-goal possibleness contends that employees tend to listen to leaders who are play an service of process role in their works, in other words, effective leaders clarify what employees need to do to get to where they should be, and they help the employees to do so. Moreover, Stone Russell (2004) argued that the theory suggests job satisfaction, motivation, and actual performance are enhanced.In addition, path-goal theory also states four types of leadership behaviors to help their employees accomplishing tasks. (1) Directive leadership, which is an approach focused on providing specific guide and on planning work rules and schedules. (2) The supportive leadership mainly focuses on build good relations with employees and fulfills their needs and wants. (3) The participative leadership, whereby the leader allow employees to get involved in the decision making pr ocess. (4) The achievement oriented leadership is talking about the company leader who sets challenges and expects employees improve performances.Furthermore, the environmental characteristics include three factors like task structure, authority outline and work group. Directive leadership style does not match with high task structure. It is not necessarily for leaders to repeatedly tell employees the sine qua non of some routine works. The authority system is another important characteristic that will affect the leadership styles. The higher degree of formality the little effective of employees performances will show.Source House, R.J. Mitchell, T.R. 1994, Path-goal theory of leadership, Journal of Contemporary Business, vol. 3, pp. 21-36.3.0 closing and RecommendationIn sum, developing an effective leadership in organizations is the most essential, yet the most difficult tasks for organization management. Great leadership is the combinations of individual traits, leading skil ls and of course the situational contexts. As we have discussed above, effective leadership is hold both intra ain and interpersonal skills. The intrapersonal skills are of paramount important, as it is logical and unmistakable that success or great leader all start from within. just with personal inside strong desire to excel, passion, enthusiasm, determination, commitment, faith and effective personal values can a person become a current leader for others. A great leader among the people always starts as a great leader of his own. Then, interpersonal skills come into place, where the ability and skills to network, transfer and interact with the other people come into place. The effective leaders can guide companies through many different channels. Because of this, it is important to know which leadership qualities motivate employees the best. Throughout the analysis and evaluation, there have been many leadership style theories identified. As we have found that, the autocrati c leadership style has gone out of fashion in recent years, though certain situations, such as emergencies situations.Therefore, effective leaders must adjust the leadership style to various situations. In that sense, there is no one leadership style is appropriate for every occasion or situation. The most effective style to use depends upon the situation and whether the group members are willing and able to take on the responsibility. To be effective as a leader, its important to know your group in terms of knowledge, ability, desire and willingness, and be localise to adapt your style to suit the dynamic environment. An important task in the coming years will be the training and testing of hereafter leaders.Further more, organizations have to have a bigger picture of pertinacious term success, that is strengthening leadership competencies will improve organizational effectiveness. When subordinates indisputable their leaders leadership, and they deem it is equitable for them t o obtain satisfactory rewards and outcomes when they made the superlative efforts. Therefore, effective leadership leads to a positive motivation and motivated employees will satisfy the customers of the organizations. In a long-term, it will help organization creating or maintaining a sustainable organizational competitive advantage.ReferencesSvensson, G Wood, G. (2007). Sustainable leadership ethics a continuous and iterative process.Retrieved on March 10, 2010, fromhttp//www.emeraldinsight.com/ cleverness/ViewContentServlet?contentType=ArticleHYPERLINK http//www.emeraldinsight.com/ incursion/ViewContentServlet?contentType=ArticleFilename= make/EmeraldFullTextArticle/Articles/0220280304.htmlHYPERLINK http//www.emeraldinsight.com/ brainwave/ViewContentServlet?contentType=ArticleFilename= create/EmeraldFullTextArticle/Articles/0220280304.htmlFilename= publish/EmeraldFullTextArticle/Articles/0220280304.htmlBelasen, A Frank, N. (2008). Competing values leadership quadrant roles and personality traits. Retrieved on March 10, 2010, fromhttp//www.emeraldinsight.com/ incursion/ViewContentServlet?contentType=ArticleHYPERLINK http//www.emeraldinsight.com/ keenness/ViewContentServlet?contentType=ArticleFilename= print/EmeraldFullTextArticle/Articles/0220290202.htmlHYPERLINK http//www.emeraldinsight.com/ sagacity/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220290202.htmlFilename=Published/EmeraldFullTextArticle/Articles/0220290202.htmlHay, A Hodgkinson, M. (2006). Rethinking leadership a way forward for teaching leadership? Retrieved on March 10, 2010, fromhttp//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220270205.htmlHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/022027020 5.htmlFilename=Published/EmeraldFullTextArticle/Articles/0220270205.htmlOrlando J. (2008). The formulation of a leadership development praxis linking intentions to outcomes. Retrieved on March 10, 2010, fromhttp//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220290604.htmlHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220290604.htmlFilename=Published/EmeraldFullTextArticle/Articles/0220290604.htmlBartram, T Casimir, G. (2007). The relationship between leadership and follower in-role performance and satisfaction with the leader. Retrieved on March 10, 2010, fromhttp//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/ EmeraldFullTextArticle/Articles/0220280101.htmlHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220280101.htmlFilename=Published/EmeraldFullTextArticle/Articles/0220280101.htmlRichard K.(2007). A strategic approach for integrating theory to practice in leadership development. Retrieved on March 10, 2010, fromhttp//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220280503.htmlHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220280503.htmlFilename=Published/EmeraldFullTextArticle/Articles/0220280503.htmlLeskiw, S.L Singh, P. (2007). Leadership development learning from best practices. Retrieved on March 10, 2010, fromhttp//www.emeraldinsight.com/Insight/Vi ewContentServlet?contentType=ArticleHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220280504.htmlHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220280504.htmlFilename=Published/EmeraldFullTextArticle/Articles/0220280504.htmlTerry, L. (2000). Explaining ethical failures of leadership. Retrieved on March 10, 2010, fromhttp//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220210401.htmlHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220210401.htmlFilename=Published/EmeraldFullTextArticle/Articles/0220210401.htmlBlock, L. (2002). The leadership-culture connection an e xploratory investigation. Retrieved on March 10, 2010, fromhttp//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220240602.htmlHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220240602.htmlFilename=Published/EmeraldFullTextArticle/Articles/0220240602.htmlRussell, R. F. (2000). The role of values in handmaiden leadership. Retrieved on March 10, 2010, fromhttp//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220220204.htmlHYPERLINK http//www.emeraldinsight.com/Insight/ViewContentServlet?contentType=ArticleFilename=Published/EmeraldFullTextArticle/Articles/0220220204.htmlFilename=Publish ed/EmeraldFullTextArticle/Articles/0220220204.htmlTaggart, J. 1989, Motivation and Leadership For Executive Members, Managers, Committee Chairs, Factsheet Ontario Ministry of Agriculture and Food, No.89-178.Kotter, J 1990, A force for Change How leadership differs from management, Free Press, New York.House, R.J. Mitchell, T.R. 1994, Path-goal theory of leadership, Journal of Contemporary Business, vol. 3, pp. 21-36.