business leadership

Would you describe yourself as a task-oriented leader or a relationship-oriented leader? This week, you read about the style and skills approaches to leadership. Consider the styles and skills addressed in this week’s media, Effective Leadership Styles and Find Your Personal Communication Style. Are communication or social interaction skills necessary for every leader? Will a particular style work best in certain situations?
Imagine that you work for a large, UK-based pharmaceutical corporation and you have just been assigned to lead a team in a new branch office that is located in Lagos, Nigeria. As the leader, you have to decide whom to hire, how to achieve the first-year goals that have been given to you, and how to create a timeline for key milestones.

With these thoughts in mind, for this week’s second discussion, post a 1,000- to 1,500-word response to the following question to the
•How will the concepts addressed in this week’s textbook reading as well as in the articles ‘Developing Advanced Decision-Making Skills in International Leaders and Managers’ and ‘From Experience to Experiential Learning: Cultural Intelligence as a Learning Capability for Global Leader Development’ help you succeed in this new assignment?

•Northouse, P.G. (2013) Leadership: theory and practice. 6th ed. Thousand Oaks, California: SAGE Publications, Inc.

?Chapter 3, ‘Skills Approach’

In this chapter, the author describes the components of the three-skill approach to leadership and details the full skill-based model of leadership. Finally, he outlines the strengths and criticisms of the skill-based model and provides suggestions for its application in business practice.

?Chapter 4, ‘Style Approach’

This chapter describes various research studies and models of leadership behaviour and describes the style approach to leadership. The author discusses the strengths and criticisms of the style approach as well as its application to business practice.
Articles

•Kok-Yee, N., Van Dyne, L. & Soon, A. (2009) ‘From experience to experiential learning: cultural intelligence as a learning capability for global leader development’, Academy of Management Learning & Education, 8 (4), pp.511-526, Business Source Premier [Online]. Available from: http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?title=academy+of+management+learning+%26+education&volume=8&issue=4&spage=511&date=2009

This article examines cultural intelligence and its relationship to leadership self-efficacy, cultural fluency, and flexibility in leadership styles during international assignments .The authors explore the concept of experiential learning and how cultural intelligence helps build global leadership capacity.
•Safi, A. & Burrell, D. (2007) ‘Developing advanced decision-making skills in international leaders and managers’, Vikalpa: The Journal for Decision Makers, 32 (3), pp.1-8, Vikalpa [Online]. Available from: http://search.ebscohost.com.ezproxy.liv.ac.uk/login.aspx?direct=true&db=buh&AN=27536111&site=ehost-live&scope=site

This article examines the concept and process of critical thinking as it relates to managerial decision-making. The authors identify barriers to the development of effective managerial decision-making skills and propose ways in which managers and leaders can develop decision-making skills

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