Internationalisation is an aspect that many organizations in the twenty first century have taken advantage of. This has been heightened by the increase in globalisation in world economic markets. As organisations continue to embrace globalisation, outsourcing becomes a common practice therein. This includes outsourcing of knowledge workers and other professionals. Leadership styles are very essential as organisations embrace internationalisation or globalisation. There are various leadership styles that can be incorporated in overall management of organisations. This includes democratic or participative, authoritarian and free reign. This paper analyses case study that relates to South Africa and Australia.
(Bartol, 2005)This paper therefore looks at the aspects that would assist South African and Australian managers before being sent on overseas assignments. It further elaborates the strategy that Monash South Africa adopted in establishing a campus in South Africa. The paper then shows the strategy that South African Monash campus would have adopted in order to enhance effectiveness. This paper finally explains why it would be better for Australian Companies to set up joint ventures with partners in other countries like South Africa and China rather than stand alone operations.
(Bartol, 2005)An overall analysis of the case study shows differences in leadership styles between Australian and South African managers. It is quite essential to note that the environment has great influence on leadership style that is adopted in an organisation. This also includes the culture present in the organisation. The case study reveals that South African organisations have more of authoritarian style of leadership. (Dessler, 2001)This is highly depicted in language that is used by senior executives when addressing junior employees. They tend to use the word ‘must’ and even raise their voices.
On the other hand, Australian managers are used to a democratic style of leadership that involves negotiation in order for both parties to come to a consensus. (Bartol, 2005)When managers from Australia were sent to South Africa, their leadership style was viewed as weak by other employees. On the other hand, managers from South Africa to Australia were perceived to be too domineering and hence their leadership style did not bear much fruit. Various strategies would have been put in place before managers in both nations were sent out on overseas assignments.
One of this is whereby the managers would have undergone training and development as concerns the organisations that they were to manage in overseas nation. (Dessler, 2001)In this case, they would have been educated and trained on leadership styles that are currently used in the organisation. This includes aspects of culture and how employees perceive different styles of leadership. Organisational behaviour is also an aspect that highly relates to leadership styles in an organisation. They should be enlightened on behavioural aspects that relate to leadership.
(Bartol, 2005)Leadership behaviour in work includes; directive, supportive, participative and achievement oriented. They are concerned with people feelings and making things pleasant for the followers and defining tasks requirements and other aspects of the work agenda. The type of leadership adopted highly influences the relationship between the leader and the followers. Therefore new managers need to be highlighted on organisational behaviour evident within the organisations that they join. This would have enabled them to go with an informed mind on what employees expect in terms of leadership styles.