Comparative-review.doc

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Comparative review
Leadership, a vital management skill, is the ability to motivate a group of people toward a common goal. Good leadership requires implementing clear vision and right mission for the organization. Mission can be defined as a short-term task or goal of the company and vision is the long-term strategy of the organization.

There are a number of articles (Ladkin &amp; Weber 2011; Cappeli et al. 2010; Useem 2010) have examined the vision and mission which need to be possessed in good leadership. While Useem focuses on adaptive leadership training programme, the reports by Cappeli et al. analyses of the leadership styles of current business leaders in India. In contrast, Ladkin and Weber analyses the business knowledge and valuable experience of the Hong Kong tourism industries. A major focus of all three articles is the mission and vision required for excellent leadership. This review will compare and contrast these three articles in relation to empowering employments with communication skills, creating a sense of mission and adapting to the changes in new business environment.

The three articles all discuss the significance of empowering employees by communication skills to convey the mission and vision of the company. All three authors point out those successful leaders should both give their employees appropriate freedom to create their own ideas and try to guide and inspire with communication skills too. Useem highlights that leaders should align employees across an organization by conveying strategic purpose to achieve a common goal and putting emphasis on the innovation of their employees (p. 78). Similarly, Ladkin and Weber stress that leaders should give their managers freedom to use their own experience though they need to provide objectives and the vision of the company (p. 278). According to Cappeli et al., leaders should create a social mission of encouraging openness to engage employees and employees can create their own solutions quickly and they will feel proud of themselves (p. 95). The three articles all emphasize that leaders should give their employees some freedom for innovation. Cappeli et al. notes assert that companies can create a social mission to make employees notice meaning from their job which can be called as task significance (p. 94) while Useem creating personal relationship and personal link helps leaders to manage people through competitive times (p. 75). Both Cappeli et al. and Useem stress that communication skills are significant to leadership. Cappeli et al. point out that empowering through communication helps employees to examine and then create their own solutions to the issues (p. 95). Like Cappeli et al., Useem stresses that leaders need to make the clear goal and eschew micromanaging someone who will carry out them (p. 77).

Moreover, all three articles express a similar view about creating a sense of mission is essential for successful leaders. There is general agreement that companies must put the organization before themselves. Cappeli et al. emphasize that India leaders put high emphasis on transformational style which inspire their employees to pay attention to the goals of the organization (p. 93). Similarly, Useem stresses that leaders need to affirm that the organization is the major significance in business rather than the individual calculus, and a good leader should try to accomplish the mission and put their team and company before themselves (p.76). Enduring principles for competition such as improving competencies, containing social missions and taking the long-term vision can all enhance the agility of the organization (p. 92). Leaders should provide new idea and inspiration for the future of the company, and put more emphasis on innovation with a long-term vision (p. 278). Both Cappeli et al. and Useem note that companies should keep a preemptive organizational culture and guide their employees to avoid personal gain to make a sense of mission.

Finally, the three articles all analyze the importance of leaders who has a long-term vision to adapt the new business environment. As part of this consequence, the three articles all suggest that leaders should enhance the comparativeness under the challenges but still have some differences. Cappeli et al. stress that the investment in social mission and human capital are vital to the competitiveness of the organization (p. 94). In contrast, Ladkin and Weber emphasize that leaders need to notice the significance of continual learning (p. 285) while Useem highlights that business leaders need an organizational culture such as military leaders to achieve success when they face uncertain business environment and new types of competitors (p. 78). Cappeli et al. advise that Western leaders should enhance social mission and invest in training to adapt competitive business environment (p. 93). Similarly, Useem takes an agreement on continuing training employees for company exercises is very important (p. 77). In contrast to the other authors, Ladkin and Weber highlight that leadership of the various working environments has changed so that a great number of industry challenges that require new leadership skills (p. 285).

In summary, these three studies make important exploration about what do successful leaders need to do for implementing mission and vision. It is recommended that future studies are based on qualitative and quantitive research in the mission and vision of the leadership.

Reference；
1） Cappelli. P, Singh. V. J &amp; Useem. M, 2010, ‘Leadership Lessons from Indian’, Harvard Business Review, pp. 91-97.
2） Ladkin. A &amp; Weber. K, 2011, ‘Leadership Issues and challenges in the Tourism Industry, A Hong Kong Perspective,’ Asia Pacific Journal of Tourism Research, Vol. 16, NO. 3, pp. 273-288.
3） Useem. M, 2010, ‘Four Lessons in Adaptive Leadership’, Harvard Business Review, pp. 2-5.

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