Globalisation Comparative Review
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Globalisation leads to work teams which composed of members from different countries of the world as well as different cultures. The leaders need adaptive leadership to leads this cross-cultural teams. Communication is not only important in daily lives but also plays a fundamental role in all facets of the business. It is one of athe most important factors which improves or destroys the relationship between leaders and employees.
A number of recent articles (Cappelli et al. 2010; Ladkin & Weber 2011; Useem 2010) have explored the role of communication in the relationship between leaders and employees. While Useem’s article is an anecdotal reflection, Cappelli et al. and Ladkin and Weber is research report on an empirical study. A key factor of all three articles is the influence of leadership style in communication. This review will compare and evaluate the perspectives of these articles in terms of the employee empowerment, the significance of people and the medium of communication.
All three articles discuss the reason for the employee empowerment. Cappelli et al. claims that Indian leaders take a long time to empower their employees because this is against the traditional Indian (p. 95). The author gives the example of the auto-maker Maruti Udyog, which empowering staff by helping them seek their solution, which means that the Indian leaders give issues to staff and let them do it until reach 100% of their solution, and these staff would feel proud of this solution. According to Useem, the leaders should set the missions clear but avoid micro-managing staff whereas also give those the freedom (p. 4). In addition, the Union commander in Civil War battle-field did not say how to hold the left flank of the Union army line if the Confederate attacks but he unambiguously explained what, and this is the reason why the Union will this battle-field. The articles further note that the battle field is likely to change the result if the commander did not give the freedom to solider to decide how to do it (p. 5). Similarly, Ladkin and Weber argue that leaders should set the missions whereas they should also give freedom to their managers. These articles also emphasize that the managers need the room to show their expertise and experience such as time horizons and some skills (Yulk, cited in Ladkin and Weber 2011, p. 278).
The three articles focus on the medium of communication. Useem and Ladkin and Weber concur that the main communication channels between leaders and employees are a traditional channel such as face-to-face. While Useem notes that the general who is the Chairman of the U.S Joint Chiefs meets the solider, individual handshake each troop, and this creates an indelible impression on troops, Ladkin and Weber also argues that the leaders should consider communication channels and promotional channel in relation to the expectation of employees and customer, respectively (Useem p. 3; Ladkin & Weber p. 283). In addition, in terms of personal relationship, Ladkin and Weber