Analysis of leadership style and influences in a manufacturing company

Contents

1.0 Introduction 3

2.0 Leadership style and influences 4

2.1 Leadership style 4

2.1.1 Leadership style of the manufacturing department of Hong Ling Garment Factory 5

2.1.2 Leadership style of the manufacturing department of New Era Textile Garment Company 6

2.2 Influences due to leadership style 6

2.2.1 Influences on performance 6

2.2.2 Influences on human maintenance 7

3.0 The supportive and task oriented leadership 9

3.1Theory on leaders’ supportiveness and task oriented leadership 9

3.1.1 The importance of supportive leadership for performance 10

3.1.2 The importance of task oriented leadership for performance 11

3.2 Training issues (750) 12

3.2.1 Training on leader’s supportiveness 12

3.2.2 Training on task-oriented leadership 13

4.0 Charismatic leadership theory 14

4.1 The definition of charismatic leadership theory 14

4.2 Leadership effectiveness of the integrated department based on Fielder’s contingency theory 16

4.2.1 Current situation 16

4.2.2 Leadership effectiveness analysis based on charismatic leadership theory 17

4.3 Improvement on leadership position 19

4.3.1 The modification on institution 19

4.3.2 The improvement on the cooperation and flexibility between working teams 20

5.0 Recommendation 20

5.1 Strengthen the motivation mechanism and combine the technique of give and take relationship 20

5.2 Providing constructive feedback 21

5.3 Building technical competence of the workers 21

6.0 Conclusion 22

Figures

Figure 1.0 Fiedler’s Contingency Mode 10

Figure 2.0 distinguishing characteristics of charismatic leaders and non- charismatic leaders China inflation Rate 15

Part II– Leadership Effectiveness

  1. Introduction

The integrated manufacturing department of New Era Textile Garment Company now has 2, 500 workers and 50 staffs after the integration with the manufacturing department of Hong Ling Garment Factory. Due to the similar marketing orientation of women clothes making, the manufacturing equipment are relatively easy to compatible between the two departments. Meanwhile, there is a strong culture of just, fair and open in the integrated department which is fit for the characteristics of the workers in manufacturing department because most of the workers are peasants who care about the fairness in the working places so much.

But, because of the integration, there are still some existing problems for the leader to solve and modify. And to enhance the effectiveness of the leadership of the integrated manufacturing department of New Era Textile Garment Company, the paper would make a deliberate analysis on the following issues and then make a proper recommendation.

The first issue is the analysis on the leadership style field. It includes the leadership styles in manufacturing departments of Hong Ling Garment Factory and the original manufacturing department of New Era Textile Garment Company. And then it makes a discussion of the influences of the leadership styles on the performance and human maintenance parts.

The second issue is the analysis on the overall importance of the leader’s supportiveness and task oriented leadership on the performance of the integrated manufacturing department. And then it gives some training suggestions for the leader to improve the effectiveness on the basis of the Fiedler’s Contingency Mode. For instance, when the situational favorability is intermediate, the leader’s supportiveness is importance for the department to have a better performance. While the situational favorability is either highly favorable or very unfavorable, the task oriented leadership can have a better effectiveness.

The third issue is the analysis of the leadership effectiveness of the organization on the basis of the charismatic leadership theory via the aspects of future goals, expertise and environmental sensitivity, articulation, influence as well as competence. And then, it gives some proper suggestions on the improvement of the leadership position based on the analysis of leadership effectiveness such as institution modification and improvement on the cooperation and flexibility between working teams.

At last it gives an overall recommendation for change and improvement of the leadership effectiveness in the integrated manufacturing department, which includes strengthening the motivation mechanism and combining the technique of give and take relationship, providing constructive feedback as well as building technical competence of the workers.

2.0 Leadership style and influences

2.1 Leadership style

According to McCrimmon (2007), leadership style is the style and way of providing direction, implementing plans and motivating employees, which varies from different personality and situational need. And there are several styles of leadership based on different schools such as autocratic, participative, and delegative and so on (Clark 2008). And the followings are the leadership styles in the manufacturing department of Hong Ling Garment Factory and New Era Textile Garment Company respectively.

2.1.1 Leadership style of the manufacturing department of Hong Ling Garment Factory

Autocratic Leadership is the style that the leaders tell the working staff what should be done and how the tasks should be accomplished without getting the followers’ suggestions (Fleming 2010). Meanwhile the power and decision making authority are largely centralized in the hands of the leaders (Clark 2008). As for the employees’ part, they are expected to obey orders without any explanations delivering to them (Fleming 2010).

Before the acquisition, the leadership style in the manufacturing department of Hong Ling Garment Factory is obviously autocratic. For instance, the leader in the manufacturing department always divides the tasks and sets deadlines directly to each team leader, and then each team leader also assigns the tasks and claims the deadlines to the workers directly. The authority of task distribution is almost centralized in the leader and the workers have no chance to give advice and have no choice but to follow the directions from its leader. And then let’s take the stern punishment policies in the manufacturing department for example. The policies show clearly that the workers’ own salary would be deducted when the errors in making garment occurs in order to assure the quality. And the set of this kind of policies is so structured set and rigid, once the mistakes happen, the workers have no other choice but to obey the rules.

By and large, from the above analysis, it can be concluded that the leadership style in the manufacturing department of Hong Ling Garment Factory is autocratic.

2.1.2 Leadership style of the manufacturing department of New Era Textile Garment Company

Participative leadership is that some followers are involved in the decision making procedures rather than simply obey the orders, while the final decision making authority is still maintained by the leader (Clark 2008). And the key point is that the group members are asking to work with their competence and offer input on how to divide the tasks, in another word, the leader enables the members to work based on their own space and set their own deadlines(Fleming2010).

The leadership style in the manufacturing department of New Era Textile Garment Company is obviously participative style. The distribution and nature of individual task, for example, the assignment is fulfilled through the cooperation of each team on the basis of their professional knowledge and working experience such as the cooperation among cutting workers, trimming workers to make a garment. At the same time, the communication between the workers and the workers, workers and the leader are very open and the leader of the manufacturing department is welcome to the information and advice from the workers in order to make manufacturing department have a better performance.

2.2 Influences due to leadership style

2.2.1 Influences on performance

2.2.1.1 The influence on performance from the acquired manufacturing department

As the situation mentioned by Seijts(2006) that the garment manufacturers in Guangdong often have very short production time due to designers’ modification of their design at the last time in order to satisfy the latest fashion, the time is limited for the leader of manufacturing department to make a decision. Based on this information, the autocratic Leadership style of direct task distribution can help the department to save time and become more effective to fulfill the tasks without any dispute (Kisner n.d.). And meanwhile, the manufacturing department is not a separated unit and it also has to collaborate with other departments such as the design & sampling department, marketing department and human resource department and so on, so the characteristics of directly tasks distribution and deadlines setting from the autocratic Leadership style of manufacturing department can also help it save time and avoid arguments, which can make the cooperation among other department more effective and simple(Fleming 2010).

2.2.1.2 The influence on performance from the manufacturing department of New Era Textile Garment Company

From the characteristics of participative leadership style in the manufacturing department of New Era Textile Garment Company, it can be concluded that this kind of leadership style has a beneficial outcome on the performance area. Due to the participative leadership style in this department, the decision making is full of the intelligence essences from followers, which is more creative and higher quality compared with the individual decision made only by the leader (Fleming2010). Such kind of high quality decisions can help the manufacturing department have a better performance (McCrimmon. 2007). For instance, the innovation of the advance pricing policy for the piece work largely solve the deliberate slowing down problems of workers, which enhances the productivity of the manufacturing department.

2.2.2 Influences on human maintenance

2.2.2.1 The influence on human maintenance from the acquired manufacturing department

As the information offered by Seijts (2006) that, the turnover rate of workers in the garment manufacture industry of Guangdong province of China is relatively high, it is necessary to recruit new workers for the manufacturing department of Hong Ling Garment Factory under such circumstance. Then the autocratic Leadership style in manufacturing department can help the company to have some positive outcomes in the area of human maintenance. At first, the direct task distribution and deadline setting characteristics can make untrained staff, such as some new workers without working experience in the garment manufacture industry, understand what should do and how to do, which can help the new workers quickly become proficient and mature enough to facilitate the development of the department(Kisner n.d.). Secondly, that the characteristics of the tasks in manufacturing department is relatively routine such as the standard fifteen procedures, the autocratic leading style of direct task distribution and deadline setting, can help new workers have a fast adaptation to the working environment and self development via repeating the same work(McCrimmon 2007). Thirdly, the stern punishment policies, resulting from the autocratic Leadership style in manufacturing department, make it relatively easy to motivate and control these workers in this department and meanwhile have the standard rules to solve the problems arousing by the bad performance of workers (McCrimmon 2007).

2.2.2.2 The influence on human maintenance from the manufacturing department of New Era Textile Garment Company

Thanks to the participative leadership style in this department, the leader often encourages the workers to involve actively in their team works and openly express their suggestions, creativity as well as abilities. This kind of style can help the department to establish strong team work spirit as well as provide opportunities for the workers to further develop some skills and competence (Fleming2010). And meanwhile, it can also encourage the staff to work hard without too many deliberate slowing down problems, due to the relatively open minded communication mechanism inside the department, which can help the leader to solve the related problems before it become difficult to handle out (McCrimmon. 2007). Furthermore, this kind of leadership style may also help the department to decrease the turnover rate of the workers, because of the relatively fair working environment created by the leaders and the relatively safe salary policy such as the advance pricing policy, which offer the workers more chances to develop as well as steady working environment (McCrimmon. 2007).

3.0 The supportive and task oriented leadership

3.1Theory on leaders’ supportiveness and task oriented leadership

According to Fiedler’s (1967 cited in Hughes, Ginnett & Curphy2006) contingency model, there are two kinds of leadership, one is supportive and the other is task oriented. A supportive leader is concerned with its employees and often tries to establish mutual trust and respect, as well as listens to the needs of employees. While task oriented leader is primarily motivated by the accomplishment of tasks and often provides clear directions and sets performance standards. And the effectiveness of the two kinds of leadership depends on the situational favorability including the leader-member relations, task structure and position power, which is shown in Figure 1.0. (Hughes, Ginnett & Curphy 2006).

Figure 1.0 Fiedler’s Contingency Mode

Dimensions:

3 Situations

Sit Con (Situation Control)

High Sit Con Situation

Moderate Sit Con Situation

Low Sit Con Situation

LMR – Leader-member relations

Good

Good

Poor

Poor

TS – Task structure

High

Low

Low

High

Low

PP – Position power

High

Low

High

Low

High

Low

High

Low

Situations

I

II

III

IV

V

VI

VII

VIII

Predictions

TASK MOTIVATED BEHAVIOR LEADER IS BEST FIT TO SITUATION I, II & III

RELATIONSHIP MOTIVATED BEHAVIOR LEADER IS BEST FIT TO SITUATION IV, V & VI

TASK MOTIVATED BEHAVIOR LEADER IS BEST FIT TO SITUATION VII & VIII

 

Source: Adapted from business.nmsu.edu; Sometimes the situation demands your leadership

3.1.1 The importance of supportive leadership for performance

Daft (2008) mentioned that if the situational favorability is moderate just as the Figure 1.0 shows in situation IV, V and VI, the supportive leader performs better because the skills on human relations are very crucial for one organization to achieve high group performance. For instance, the situational favorability of the manufacturing department in New Era Textile Garment Company is as follows. At first, the relationship between leader and workers is generally cooperative and friendly, due to the relatively open decision making process and employee oriented leader style (McCrimmon 2007). And then, the task structure is relatively unstructured in the manufacturing department, due to the high turnover rate in this industry there are lots of green hands works which increase the difficulty of task replacing (Seijts 2006). Moreover, the leader position power is also relatively low in this department, because of the tradition of openly decision making and team work that the authority and power aren’t concentrated too much in the hands of the leaders.

Based on the above information, the situational favorability in the manufacturing department of New Era Textile Garment Company belongs to intermediate part (Daft 2008). Under this circumstance, the people oriented and supportive leader may be moderately well liked. And with the well built interpersonal skills, the leader in this department can create a positive group atmosphere to improve relationships and clarify unstable task to improve the effectiveness and performance of the department.

3.1.2 The importance of task oriented leadership for performance

Daft (2008) also claimed that when the situational favorability is either unfavorable like the situation VII, VIII in Figure 1.0 or highly favorable like the situation I, II and III in Figure 1.0, the task-oriented leaders can lead the department have a better performance. Let’s take the acquired manufacturing department for example. On the part of leader-member relations, it is relatively poor in the acquired manufacturing department. Due to the work first and pay later policy as well as the stern punishment rules, both the leader and the workers in the department almost only focus on their self interests, which leads to the indifferent relationship between the leader and workers. On the task structure aspect, the ambiguous goals setting and short term focusing plan make the task distribution and replacing confused, which results in a poor task structure. Furthermore, the position power in the department is high concentrated in the hands of its leader, such as the high centralized authority and power of decision making. On the basis of the information, the situational favorability for the acquired department is unfavorable. At this time the task oriented leadership can help the members more effective and the department have better performance compared with the people oriented leader (Hughes, Ginnett& Curphy 2006).

In the unfavorable situation, a strong leader such as the task oriented leader may well define task structure and establish authority over subordinates. Because, the relationship between leader and members are poor anyway, a strong task orientation will make no difference to the leader’s popularity. And the task oriented leader can help the task finished on time and without any dispute especially when the time is limited like the situation in the garment manufacture industry (Daft 2008).

3.2 Training issues (750)

3.2.1 Training on leader’s supportiveness

According to the above analysis, it is recommendable for the leader in the integrated manufacturing department of New Era Textile Garment Company to adopt the supportiveness or people oriented leadership when the situational favorability is intermediate(Daft 2008). For instance, after the integration of the manufacturing department of Hong Ling Garment Factory into the manufacturing department of New Era Textile Garment Company, there may be some resistance from the works in the new unit, due to the difference in rules, policies, culture and so on in the original two units. In order to improve the relationships between the leader and the members in the new manufacturing department, clarify task structure to all the members and establish position power, it is necessary for the leader of the integrated manufacturing department to adopt the supportive or people oriented leadership (Daft 2008). And the well functioning people oriented leadership should also be well developed and trained, so based in advice from Sugarman (n.d) the followings are some tips for the leader of the integrated department to develop the people oriented leadership skills.

Firstly, to be a successful people oriented leader, the leader in the manufacturing department should develop a good knowledge of the garment manufacture industry such as the process of making garment and related issues, which can make the leader smart enough to guide the subordinates, make decisions and prove his or her ability to attract more followers. Secondly, the leader in the department should also develop good interpersonal skills such as communication skills and an open mind towards the employees, which is important to build a trust and open environment and increase the working morale. Thirdly, the leader of the department should also have the characteristics of confidence, assertiveness and mutual respect. These essences may trickle down to the subordinates and help the leader build a fantastic team.

3.2.2 Training on task-oriented leadership

According to the above analysis, it is recommendable for the leader in the integrated manufacturing department of New Era Textile Garment Company to adopt the task oriented leadership when the situational favorability is high or low (Daft 2008). According to the real situation of the garment manufacture industry of Guangdong providence, the high turnover rates and limited production time are often a headache to the leader of manufacturing department, which is the same issue for the leader in the integrated manufacturing department of New Era Textile Garment Company (Seijts 2006). To handle the awkward situation, it is necessary for the leader to adopt task oriented leadership under such condition, because the task oriented leadership can give subordinates clearly directions and a great deal of structure information which concentrates a lot on the task achievement(Hughes, Ginnett, & Curphy 2006). It can help the New Era Textile Garment Company fulfill the requirement of customers on time and avoid some extra expense on freight cost due to the delay time of the production (Daft 2008). On the basis of the advice from Sugarman (n.d), the following is the tips for the leader of the integrated manufacturing department to develop the skills as a task oriented leader.

At first, the leader should develop these qualities which they order the subordinates to posses. For example, if the leader wants the employees to be confident, be disciplined, the leader must first have these traits. Secondly, it is crucial for the leader to know the employees in the manufacturing department well enough which can facilitate him or her to well assign task and have better outcomes. Thirdly, goals setting as well as norms and rules building are very important. The proper goals, norms and rules can guide the employees what should do and how to do and control the behavior of the employees which can reduce the disputes of task achieve process.

4.0 Charismatic leadership theory

4.1 The definition of charismatic leadership theory

According to Conger and Kanungo (1998) as well as Mark (2009), the charismatic leader is one who creates an atmosphere of motivation based on an emotional commitment to and identity with his or her vision, philosophy, and style on the part of followers. And from the Figure 2.0(Daft 2008), we can get the distinguishing characteristics of charismatic leaders on the aspects of likableness, trustworthiness, relation to status quo, future goals, articulation, competitions, behavior as well as influence.

Figure 2.0 distinguishing characteristics of charismatic leaders and non- charismatic leaders.

Non-charismatic leaders

Charismatic leaders

Likableness

Shared perspective makes leaders likable

Shared perspective and idealized vision make leader likable and an honorable hero worthy of identification and imitation

Trustworthiness

Disinterested advocacy in persuasion attempt

Passionate advocacy by incurring great personal risk and cost

Relation to status quo

Tries to maintain status quo

Creates atmosphere of change

Future goals

Limited goals not too discrepant from status quo

Idealized vision that is highly discrepant from status quo

Articulation

Weak articulation of goals and motivation to lead

Strong and inspirational articulation of vision and motivation to lead

Competitions

Uses available means to achieve goals within framework of the existing order

Uses unconventional means to transcend the existing order

Behavior

Conventional, conforms to norms

Unconventional, counter-normative

Influence

Primarily authority of position and rewards

Transcends position; personal power based on expertise and respect and admiration for the leader

Source: Jay A. Conger and Rabindra N. Kanungo and Associates, Charismatic Leadership: The Elusive Factor in Organizational Effectiveness (San Francisco: Jossey-Bass, 1988), p. 91

4.2 Leadership effectiveness of the integrated department based on Fielder’s contingency theory

4.2.1 Current situation

The manufacturing department of Hong Ling Garment Factory has already been integrated with the manufacturing department of New Era Textile Garment Company. And the new department is faced with these issues. The first issue is the necessity of integration the two departments’ people together. The second issue is to integrate the related technology of the two department together such as the combination of working skills, knowledge, techniques and other resources including raw materials as well as manufacturing equipment(Russell 2007). The third one is the importance of culture building and assimilation in the new department due to the cultural diversity stemming from the two manufacturing departments in two different factories (Ashraf & Galor 2007).

Due to the above current situation, the leader in the new manufacturing department that is to say the integrated manufacturing department has carried out the following policies and means to facilitate the integration going on smoothly.

At first, the leader of the integrated department tries to spread the culture of just, fair and open to every employees on the manufacturing department and integrate people together via team competition policy, lowliest places elimination policy and the foundation of three committees including quality control committee, advice given committee as well as compensation and benefits committee. Secondly, to combine the technology of the two departments together, the leader of the integrated department carries out the quality claim policy on working process, apprenticeship policy as well as advancing pricing policy.

Due to the above implementations carried out by the leader, we can conclude the leader of the integrated department is charismatic leader because the leader is the one who creates an atmosphere of motivation based on an emotional commitment such as the just, fair and open culture and identity with his or her vision, philosophy such as several policies implementation, and style on the part of followers.

4.2.2 Leadership effectiveness analysis based on charismatic leadership theory

On the based of charismatic leadership theory, we would analyze the leadership effectiveness of the integrated manufacturing department from the following aspects.

The first one is at the aspect of future goals. Because even the wages for garment making is reasonable, once it is paid after the work has done, there is a commonsense that the boss has taken the advantage of workers, which often results in the deliberate slowing down of the jobs of the workers to show the complexity of the tasks (Ying 2009). This kind of phenomenon always results in the low productivity. The leader of the integrated department adopt the effective advancing pricing policy, which shows the just and fair attitude towards the workers, enhances the working morale and productivity and cleans some misunderstandings between the workers and the company (Ying 2009). And from the information, we can find that the leader’s vision is highly different from others while is very effective.

The second one is on the expertise and environmental sensitivity aspect. The leader has a good sense of environmental sensitivity. The just, fair and open culture building is the shining point of this characteristic. The workers of the manufacturing department are almost peasants so the emphasis of commitment, loyalty to the organization is useless (Seijts2006). Due to the characteristics of the Chinese peasants, the just, fair and open culture is one of the most suitable and effective means to attract the peasant workers and reduce the turnover rate (Ying 2009).

Furthermore, in the articulation aspect, the task structure and the vision as well as goals of the leader are clearly clarified to the workers. For instance, the implementation of the team competition policy can enhance the pressure among each working teams which makes the workers focus more on the improvement and development of their productivity (Ying 2009). And meanwhile, the implementation of the lowliest places elimination policy makes the inside competition more fair (Ying 2009). At the same time the foundation of three committees including quality control committee, advice given committee as well as compensation and benefits committee also help the integrated manufacturing department make sure the fairness in the working process of its workers, which is a great contribution (Ying 2009).

At last, on the influence aspect, the relationship between the leader and the followers are good. The proper culture building as well as suitable policies setting including team competition policy, lowliest places elimination policy and so on reduces a great number of resistance and conflicts stemming from the integration of the two departments, which makes the relationship between the leader and the employee more harmonious.

While all the things have two sides, there are still some pitfalls and ineffectiveness due to the leadership of the integrated department.

At first on the future goals as well as expertise and environmental sensitivity fields, due to just, fair and open culture, there is a lack of complete and full established institution in the department. And the good relationship and harmonious inside atmosphere are mostly due to the charm of the leader, which may hinder the inheritance of the culture once the leader leave and affect the future development (Ying 2009). Moreover, on the competence part, the leader orients the workers of the manufacturing department as the migrant workers who are lack of knowledge. This kind of orientation may affect the capability improvement of the workers, because this kind of orientation may reduce the attractiveness of the integrated department to attract more high quality employees, which may reduce the overall competitiveness of the manufacturing department (Ying 2009). At last, on the influence aspect, the relationship between the workers and workers also has some hidden danger. Due to the common phenomenon of small groups in working teams, the workers come from the same place have a better communication with each other on the basis of the same dialects, which often makes people from different place excluded. The Guan xi net work is an important part in Chinese society, so the small group phenomenon may lead to the reduction of the working morale from the excluded people and even turnover (Ying 2009).

4.3 Improvement on leadership position

4.3.1 The modification on institution

Based the above information, we can get some ineffectiveness of the leadership from the integrated manufacturing department. One is the institution isn’t complete enough and the main factor results in the harmonious working atmosphere in the department is the charm of the leader, which is difficult for the successor to inherit (Ying 2009). To alleviate the situation which the successor has to face, there is also a need for the leader to gradually establish a relatively complete institution, which is easily for the successor to inherit and better for the future development.

4.3.2 The improvement on the cooperation and flexibility between working teams

Because the small-group phenomenon become one of the factor results in turnover of some workers, it is crucial for the leader of the integrated department to improve the cooperation and flexibility of these working teams. It is recommendable for the leader to increase the interaction of different teams, such as the mechanism of exchanging workers between groups to optimize the human resource.

5.0 Recommendation

As the manufacturing department of New Era Textile Garment Company is newly integrated, the environment for some of the workers from the manufacturing department of Hong Ling Garment is totally new. To integrate the two manufacturing department as a whole, the leader of the integrated department has already done some excellent work including clear task structure setting and clarification, harmonious relationship building, and the just, open and fair culture building and so on, while there are still some fields which need to be improved. And the followings are some recommendations to help the leader to be more effective.

5.1 Strengthen the motivation mechanism and combine the technique of give and take relationship

Based on the characteristics of peasant workers, these policies including team competition policy, lowliest places elimination policy, quality claim policy as well as advancing pricing policy are simple enough and useful for the workers to understand and self discipline. While, there is also a need for the department to further motivate their working morale and productivity. The way the transactional leader does to build relationships is a useful means to motivate the working morale especially when the time is limited (Babou 2008). For example, direct reward such as money reward is a useful attractiveness for the peasant workers to worker more active and productive.

5.2 Providing constructive feedback

It is necessary for the leader of the manufacturing department to take care of the importance of the feedback given to the subordinates. The development of the good feedback skills can help the leader to guide the employees to develop and modify themselves so as to improve their performance (Hughes, Ginnett & Curphy2006). For instance, if the leader has found one of the team leader has made a misjudgment of putting wrong people n wrong position, he or she can give the team leader proper suggestions privately to correct the mistakes which can also help the team leader build good reputation in his or her team. By and large, the good feedback skills for the leader can make the whole department function more smoothly.

5.3 Building technical competence of the workers

Technical competence concerns the knowledge and repertoire of behaviors one can bring to bear to successfully complete a task, which is important for the garment manufacture industry (Hughes, Ginnett & Curphy2006). The high technical competence of the workers in garment manufacturing department can help the factory to beat other competitors in the market, so it is necessary for the leader of the integrated manufacturing department to enhance the technical competence of the workers via formal education or training, such as the cutting skills, trimming skills and other related issues (Hughes, Ginnett & Curphy2006).

6.0 Conclusion

This paper is focus on the analysis of leadership effectiveness of the integrated department of New Era Textile Garment Company. It includes the analysis of the following issue. The first one is the analysis of leadership style. For instance, in the manufacturing department of Hong Ling Garment Factory, it is autocratic leadership, and in the manufacturing department of New Era Textile Garment Company, it is participative leadership. Both of the two kinds of leadership style have their advantages to facilitate the good performance and human maintenance of each manufacturing department under different circumstance.

The next issue is the research of the leader’s supportiveness and task oriented leadership aspects. And according to different situation, there are different rate of effectiveness of each leadership style. To improve the leadership effectiveness of the people oriented leadership as well as task oriented leadership, the paper gives some training tips such as professional knowledge development, interpersonal skills improvement, goals setting skills and norms and rule building and so on.

The third issue is the analysis of the leadership effectiveness on the basis of the charismatic leadership theory. It affirms the leadership effectiveness on the fields of future goals, expertise and environmental sensitivity, articulation as well as influence aspect. And at the same time, it also gives some suggestions due to some ineffective aspects of the leadership. These suggestions include modification on institution as well as improvement on the cooperation and flexibility between working teams.

At last this paper offers some suggestions on the whole leadership effectiveness of the integrated manufacturing department, such as strengthening the motivation mechanism and combining the technique of give and take relationship, providing constructive feedback as well as building technical competence of the workers.

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