Mgts 1301
13011.0 Introduction
Through the analysis of various hypothetical approaches to leadership and behaviour style one may effectively come to understand the leadership role taken by the Japanese president. Naoto Kan. A greater understanding of specific leadership and behaviour preferences specific to culture and environment used within corporate environments can be achieved by referring to the relevant scholarly articles written by Green, Nebeker, Boni’s Fukushige and Spicer. Each work accurately demonstrates examples of alternative approaches to planning and control that can be directly applied to the floods scenario. The ideas explored in this literature will then be used as a conceptual framework upon which the response of president Kan can be analysed in relation to his leadership of through and after the 2011 Japanese earthquake / tsunami. Through this analysis, one may reach a degree of understanding where it is possible to critically assess president Kan’s leadership and behaviour during the Japan’s natural disaster.
2.0 Management Theory on Planning and Controlling
2.1 Article 1
The academic study undertaken Fukushige and Spicer refers to the importance of understanding the effectiveness of a particular leadership style from assessing the needs and wants from an employee’s retrospective. Most studies tend to analysis leadership practices from a leader’s perspective. Very little research has considered followers' leadership preferences, therefore representing a significant avenue for study given that leader effectiveness is potentially defined by the responses of those around them (cited by Fukushige and Spicer 2007, p.508). Their study goes on further to argue that the popular Bass and Avolio's (1997) "full-range leadership Model" which conceptualizes transformational and transactional forms, regardless of its popularity, was developed in the U.S.A and ideals differ to that of their case study country of Japan. In many cases culture can create some
Through the analysis of various hypothetical approaches to leadership and behaviour style one may effectively come to understand the leadership role taken by the Japanese president. Naoto Kan. A greater understanding of specific leadership and behaviour preferences specific to culture and environment used within corporate environments can be achieved by referring to the relevant scholarly articles written by Green, Nebeker, Boni’s Fukushige and Spicer. Each work accurately demonstrates examples of alternative approaches to planning and control that can be directly applied to the floods scenario. The ideas explored in this literature will then be used as a conceptual framework upon which the response of president Kan can be analysed in relation to his leadership of through and after the 2011 Japanese earthquake / tsunami. Through this analysis, one may reach a degree of understanding where it is possible to critically assess president Kan’s leadership and behaviour during the Japan’s natural disaster.
2.0 Management Theory on Planning and Controlling
2.1 Article 1
The academic study undertaken Fukushige and Spicer refers to the importance of understanding the effectiveness of a particular leadership style from assessing the needs and wants from an employee’s retrospective. Most studies tend to analysis leadership practices from a leader’s perspective. Very little research has considered followers' leadership preferences, therefore representing a significant avenue for study given that leader effectiveness is potentially defined by the responses of those around them (cited by Fukushige and Spicer 2007, p.508). Their study goes on further to argue that the popular Bass and Avolio's (1997) "full-range leadership Model" which conceptualizes transformational and transactional forms, regardless of its popularity, was developed in the U.S.A and ideals differ to that of their case study country of Japan. In many cases culture can create some