Impact Of Globalization On The 21st Century

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Advances in transportation and telecommunication infrastructure have been major factors in globalisation in the 21st century. Globalisation presents a number of challenges to modern organisations and leaders which must be carefully managed to allow an organisation to meet its goals, mission and strategies. While there is no one leadership style or theory that is a fit for all organisations, each theory has its merits. The Full Range Leadership Model and Complexity Leadership Theory both present effective ways to utilise human resources to achieve organisational goals (Burchell, 2009) but differ in their foundational differences and research methodologies. This essay will review both models and their effectiveness for dealing with the challenges presented by globalisation. The Full Range Leadership Model developed by Avolio and Bass (2004) attempts to depict the range of leadership styles from non-leadership to more transformational styles (see figure 1). Figure One: Full Range Leadership Model A Laissez-Faire leader is essentially a non-leader, where the manager avoids the leadership role and offers little in terms of direction or support (Kirkbride, 2006). Managers utilising this leadership style delay taking decisions, do not provide feedback and do not motivate or recognise employee work (Mathieu, Neumann, Babiak & Hare, 2015). Transactional leadership ranges from passive and active Management-by-Exception to Contingent Reward (Kirkbride, 2006). Management-by-Exception
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