Learners can explain what cross-cultural studies have found about leadership styles and understand how to adapt leadership style to different contexts. Learners can apply organisational practices and leadership differences to manage people and the organization effectively
THE PRIME MINISTER’S POWERFUL BETTER HALF
Ho Ching‟s power has been recognized by many. As chief executive officer of Temasek Holdings, she ranked number 18 on a list of Asia‟s most powerful women. How did a shy, Standford-educated electrical engineer end up with this kind of power? Ho was a government scholar who started off in civil service and ended up working for the Defense Ministry in Singapore. There she met and married Lee Hsien Loong, Singapore‟s current prime minister and the son of Lee Kwan Yew––one of modern Singapore‟s founding fathers. Ho‟s experience, education, and connections led to her appointment as chief executive of Temasek, where she oversees a portfolio worth over $50 billion and influences many of Singapore‟s leading companies. Temasek Holdings was established in 1974 in an attempt by the Singapore government to drive industrialization. Through Temasek Holdings the Singapore government took stakes in a wide range of companies, including the city-state‟s best known companies: Singapore Airlines, Singapore Telecommunications, DBS Bank, Neptune Orient Lines and Keppel Corp. The company‟s Web site describes Temasek‟s “humble roots during a turbulent and uncertain time” and its commitment “to building a vibrant future [for Singapore] through successful enterprise.” Ho‟s appointment to Temasek in May 2002 caused some controversy; as prime minister her husband has a supervisory role over the firm. Ho denies any conflict of interest: The issue of conflict does not arise because there are no vested interests. Our goal is to do what makes sense for Singapore, I don‟t always agree with him (Mr. Lee) and he doesn‟t always agree with me. We have a healthy debate on issues. In her role as CEO, Ho is pushing for a more open policy and an aggressive drive into the Asian market. Under Ho‟s leadership Temasek has decided to publicly disclose its annual report with details of its performance––details that have formerly remained private and been known only to Temasek executives. Ho is concentrating on broadening Temasek‟s focus beyond Singapore, most recently opening an office in India. At a recent conference of top Indian companies, Ho appealed to investors to look to India for opportunities for Asian growth: Since the Asian financial crisis in 1997, the word Asia had lost a bit of its sparkle. But that sparkle is beginning to return. In the 1960s and 1970s, the Asian economic miracle referred to East Asia, specifically Japan. The 1970‟s and 1980s saw the emergence of the four Asian Tigers of Korea, Taiwan, Hong Kong, and Singapore. Now is India‟s turn to stir, standing at an inflexion point, after 10 years of market liberalisation and corporate restructuring. Since 1997, Singapore‟s trade with India grew by 50 percent, or a respectable CAGR of about 7.5 percent. Confidence is brimming in India, and Indian companies began to reach out boldly to the world over the last five years. All these waves of development have shown that Asia, with a combined population of 3 billion, has been resilient. If Asia continues to work hard and work smart, honing her competitive strengths and leveraging on her complementary capabilities across borders, the outlook in the next decade or two looks very promising indeed.
1.We have described power as the capacity to cause change and influence as the degree of actual change in a target‟s behaviours. Ho Ching‟s power as a leader has been recognized by many, but would you describe Ho Ching as an influential leader? Why? 40 marks I would definitely describe Ho Ching as an influential leader. Leader’s roles are to...