Leadership Traits and Organizational Effectiveness

Multinational Companies
Student`s Name
Institution Affiliation
Leadership Traits and Organizational Effectiveness
Leadership is vital for the success and failure of any organization. In international companies, leadership styles determine the leadership traits and behaviors adopted by managers. Organizational leaders who are bossy and classic tend to hold decision-making rights (Khan, & Adnan, 2014). Moreover, according to Iqbal, Anwar, and Haider (2015), bossy leaders tend to force their subordinate to conduct organizational activities rigidly. Rigidity kills creativity and innovation. Moreover, Iqbal, Anwar and Haider (2015) state that bossy leaders promote a one-sided conversation hence discouraging vies that may be of help to the multinational company.
A bureaucratic leader, on the other hand, is one who forces subordinated to follow the rules and procedures of the organization. In this regard, the leader only cares about the organization and ignores employees. According to Germano (2010), a bureaucratic leader solely focuses on systematic completion of tasks. Additionally, a bureaucratic leader negatively impacts on organizational performance, as put forward by Khan, and Adnan, (2014). According to them, leaders with bureaucratic leadership kill employee motivation and creativity. The two managerial traits discussed, bossy character and bureaucratic leadership serve the same purpose of making employees feel as though they are not part and parcel of the organization. Consequently, lack of freedom, creativity, and motivation negatively affects the success of a multinational company.
Managers and Subordinate Expectations
In my view, it is essential for Multinational managers to understand the expectations of their subordinates for effective leadership. About Toegel, Kilduff, and Anand (2013) who are in support of my view, it is essential for managers to be close and understand employee expectations. For instance, Toegel, Kilduff, and Anand (2013) Say that the expectations should extend from work-related dimensions to emotional support. Understanding of subordinate expectations, especially emotional expectations and helping employees make managers be attributed leadership qualities by the employees. This has a positive outcome because it fosters managerial respect. It also enables managers to know and act appropriately concerning employee expectations.
For a country with high power distance, I would recommend for transactional leadership style. According to Uchenwamgbe (2013), a transactional leader is one who willingly gives something in expectations for a return. This type of leadership style poses the best form of motivation. Where motivation exists, employees will work with minimal supervision. Out of personal experience, multinational companies such as Tianshi and always, which uses transactional leadership do well because employees are promised free international travels and rewards such as posh cars and yachts on exemplary performance. The awards promote hard work even in the absence of direct managers.
Transformational Leaders
In my view, transformational leaders differ based on cultural backgrounds. Research conducted by Almandeel (2017) on transformative leadership style, type of personalit...