Report Format (MGMT20125 Assessment 2 T1 2013) Comment [m1]: This document explains the format for the Report for MGMT20125 Assessment 2 in T1 2013. As explained in the Course Profile for T1 2013, you will choose between: EITHER: ‘Much of the research on leadership set for this course and referenced in your text is based in “Anglo” countries, particularly the USA and the UK. Are theories of leadership as described in your textbook relevant in other countries? OR Report on the individual leader In writing your report, please use subheadings (see the Student Guide). I am happy to discuss the format of the Report for MGMT20125 with individual students via email or telephone calls. Each Report must address the assessment criteria in the Course Profile. I expect the structure of your Reports to have: 1. Title Page 2.An Abstract or an Executive Summary 3.Table of Contents 4.Introduction 5.Body (addressing assessment criteria as laid out in the Course Profile) 6.Conclusion 7. References (cite current/latest but relevant references, 2008-2013) ================================ Title Page The front page of your assignment 2 should be a cover page. The Title Page should include: •The assessment number and title •The course code and name •Your name •Your student number •Assessment due date Abstract or Executive Summary About 150-200 words briefly describing the contents of your essay. Table of Contents This page will highlight all headings (and subheadings) with page numbers. Introduction The report should start with an introduction. The introduction should introduce the topic in a way that prepares the reader for what is to come. The introduction is followed by the body The body (subheadings) This captures issues raised in the assessment criteria. Use several subheadings to communicate your ideas. Conclusion Your report should finish with a succinct conclusion that should bring together what was covered in the report. It should NOT introduce any new ideas, but it may make suggestions for future directions. It is the last thing the reader will read, and you want it to finish on a high. References See example NB: I have permission to reproduce some sections of past marked reports.

ASSESSMENT NUMBER: 2 ASSESSMENT TITLE: ASSESSMENT ITEM 2— REPORT COURSE CODE: MGMT20125 COURSE NAME: LEADERSHIP & GOVERNANCE STUDENT NAME: HOMER SIMPSON (not real name) STUDENT NUMBER: S0111222

ASSESSMENT DUE DATE: THURSDAY (09 MAY 13) 12:00 PM AEST

Executive Summary

This report highlights South Korea’s employment relations difficulties where unethical, autocratic and hierarchical leadership styles have prevailed. Leader behaviour scales used in Anglo-Saxon countries such as the University of Iowa’s autocratic to democratic, as well as task and relational orientated scales such as the Ohio State Universities’ consideration and initiating structure, and the Michigan leadership model which relates to job-centred verse employee-centred practices are evaluated…Culture dimensions which include power distance factors, collectivism and individualism, as well as the amount of uncertainty avoidance there is in Korea are also assessed and provide background information of Korean leader and employee behaviour. Examples throughout this paper signify constraints faced in South Korea from poor leadership and cultural factors… Application of effective Anglo-Saxon behavioural leadership theories at present would most likely fail, unless persistence for democratic leader behaviours and opportunities for implementation were actioned and supported by Korean leaders and employees…Finally, the paper concludes by showing how…________________________________________________

Comment [m2]: A good executive summary will briefly mention the key issues discussed in the Report. For example, if you choose to examine, say the ‘Applicability of Anglo-Saxon Behavioural Leadership Theories in South Korea’, your executive summary would: 1.Briefly mention a background of South Korea 2.Briefly mention some specific and unique HRM practices used in South Korean organisations 3.Briefly mention the chosen Anglo-Saxon leadership theories that would be examined in your report 4. Mention how the chosen leadership theory (theories) apply to South Korean context 5.Describe some recommendations This should be done within a page, and there is no need for references in the executive summary

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Table of Contents

Executive Summary ................................................................................................................................................ 3

Table of Contents .................................................................................................................................................... 4

1. Introduction ......................................................................................................................................................... 1

2. A background of South Korea’s leadership and employment relations ............................................................... 1

3. Understanding ethical behaviour and governance in South Korea ..................................................................... 2

4. Influencing governance in South Korea .............................................................................................................. 2

6. Managing South Korean organisations ............................................................................................................... 3

7. Applying Behavioural Leadership Theories in South Korea ................................................................................ 4

8. Reference List ..................................................................................................................................................... 5

Comment [m4]: Table of contents indicates the subheadings of content to be discussed, as well as the Reference list. In writing your report, please use subheadings (see the Student Guide). For the Rockhampton and Flex students: I am happy to discuss the format of the Essay for MGMT20125 with individual students via email or telephone calls. Students from other campuses should direct questions to their respective lecturers. The subheadings should reflect your chosen topic. Whichever subheadings you choose, they should help you answer the overarching question of EITHER: ‘Much of the research on leadership set for this course and referenced in your text is based in “Anglo” countries, particularly the USA and the UK. Are theories of leadership as described in your textbook relevant in other countries? OR Report on the individual leader You can easily generate a Table of Contents using the MS Word programme in your computer.

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1. Introduction South Korea has faced many hardships through unethical, authoritarian and hierarchical leadership styles (current references?). These hardships have largely related to referendums at the hands of ineffective leaders, and inequalities based on position power through chaebol arrangements, an absence of corporate governance, and strong cultural norms (current references?). Effective behavioural leadership styles suitable for today’s workplaces inform that Korea’s authoritarian style and position power (chain-of-command) leadership is ineffective for ensuring long-term organisational sustainability (current references?). This paper will analyse behavioural leadership theories and evaluate their applicability to South Korea. Behavioural leadership styles assessed include the Iowa State University leadership model which concentrates on autocratic and democratic behaviours, the Ohio leadership model which focuses on task-orientated and relational-orientated behaviours through consideration and initiating structures, and the Michigan leadership model that looks at job-centred verse employee-centred practices (references?). These leadership styles are presented and compared between Anglo-Saxon and South Korean organisational behaviour. Furthermore, culture dimensions (originally evaluated by Geert Hofstede in 1980) including collectivism/individualism, high/low power distance, and high/low uncertainty avoidance will be assessed against Korean cultural norms. Background information relating to Korea’s leadership behaviours and employment relations, comparisons of cultural and workplace practices against ‘Anglo’ countries, and corporate governance concerns are also incorporated. This paper will highlight relevant reasons for comparisons of behavioural leadership where changes and challenges consistent to the effects of globalisation, such as diversity, attitudes, convergence, and technological, economic and

environmental factors are evolving...__________________________

2. A background of South Korea’s leadership and employment relations Korea’s employment relations system has had significant changes since the post-war period of 1945.

After this period, aspects relating to the ‘American’ and ‘Japanese’ model of employment relations such

as cooperation, consultation and the prevention of unemployment have been adopted, though the

effectiveness and application of these models has been limited. These limitations have been attributed

by Korea’s power-position leadership, cultural norms, and widely accepted chaebol arrangements.

Korean ‘chaebol’ arrangements where families own and manage more than two large businesses have

caused many inequalities…There are many different styles of leadership, and situational leadership

theories indicate that the effectiveness of a leader may be influenced by the situation (Lussier & Achua

2007).

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Comment [m6]: A good description of the background information of the country under discussion. In relation to culture and leadership, I expected some reference to the GLOBE Study by House. Hofstede, G 2001, Culture’s consequences, Sage, Thousand Oaks, CA. House, RJ, Hanges, PJ, Javidan, M, Dorfman, PW & Gupta, V 2004, Culture, leadership and organizations: the GLOBE study of 62 societies, Sage, London.

Comment [m7]: The writing here is for illustration purposes

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3. Understanding ethical behaviour and governance in South Korea

Korea’s workplace culture and climate has been damaged as a result of leadership failures through ineffective

reforms that consisted of unethical practices and behaviours. Hahm and Kim (1999) inform that there has always

been corruption and bribery in Korea’s local government and view these failures as more trials and errors of

democratisation. Despite ongoing public support for reforms post 1945 to address democracy, Korea has been

limited in achieving democratic success for the employment relations, which is significantly attributed by power

distance factors. Power distance factors have enabled a lack of checks and balances to occur, which reduces

pressure for leaders to behave ethically (Khatri 2009)…. The Organisation for Economic Cooperation and

Development’s (OECD) Principles of Corporate Governance provide an international benchmark for

both OECD and non OECD countries (OECD Principles of Corporate Governance 2004).

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4. Influencing governance in South Korea

There are many aspects to ensuring effective corporate governance, including having a framework in place which is appropriate and effective for the situation; the existence of an organisational culture which values high integrity and high performance. However, in South Korea….As leadership is based on being able to influence the behaviour of others, and behaviour is associated with values and culture (Hoogervorst, van der Flier & Koopman 2004), the culture of the organisation can have an immense affect on the effectiveness of a leader. An effective leader must be able to instil common values and establish a culture which is conducive to their goals (Lussier & Achua 2007).

Comment [m8]: Need to cite more current references (2007-2012)

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5. South Korea’s Cultural and Workplace Practices: How they differ from Anglo-Saxon Countries

Culture and workplace practices in South Korea are significantly different from Anglo-Saxon countries. Communication in Korean workplaces displays a vertical pattern (top-down) and feedback from the bottom is restrictive (Khatri 2009). This varies from many ‘Anglo’ countries where feedback and communication is perceived as a necessary element for improving organisational outcomes. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

6. Managing South Korean organisations Large Korean organisations are managed in a centralised manner where only the top tier managers make decisions. This varies from Anglo-Saxon countries where both centralised and decentralised management occurs. _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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Comment [m12]: The writing here is for illustration purposes only. Cite current references.

Comment [m13]: Here, you could also describe effective followership and how it relates to organisational outcomes

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7. Applying Behavioural Leadership Theories in South Korea

Culture provides a frame of reference for particular leadership styles to emerge (Hanges, Lord & Dickson 2000, p. 146). What is perceived as appropriate in one country may not be appropriate in other countries. Significant research informs that there is ambiguity about the best cultural dimension approach and situational factors must be considered (Dickson, Den Hartog & Mitchelson 2003; Lankau & Chung 2009; Lussier & Achua 2010).

8. Conclusion

Research on effective Anglo-Saxon behavioural leadership theories informs that there is increased relevance for

applying these theories in South Korea. Despite this, customary factors must be taken into consideration so that

a smoother transition of leader behaviours can occur. This paper informs that the effectiveness of directive,

autocratic, low consideration, and job-centred leadership styles used in Korea, as opposed to participatory,

democratic, high consideration, and employee-centred leadership styles have significant limitations for improving

democracy in today’s workplace environments..._________________________________________

Comment [m14]: Good references to support arguments

Comment [m15]: Your report should finish with a succinct conclusion that should bring together what was covered in the report. It should NOT introduce any new ideas, but it may make suggestions for future directions. It is the last thing the reader will read, and you want it to finish on a high. This section can also be turned into a Recommendations section. This section can also be turned into a Recommendations section.

Comment [m16]: The paper must address the assessment criteria as set out in the Course Profile. Student should use current, relevant references (2008-2013). The referencing style must in accordance with the guidelines set out by the Faculty/ CQUniversity. Make sure that your paper does not exceed the word limit!

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8. Reference List Avolio, BJ, Reichard, RJ, Hannah, ST, Walumbwa, FO & Chan, A 2009, ‘A meta-analytic review of leadership impact research: experimental and quasi-experimental studies’, Leadership Quarterly, vol. 20, pp. 764 -784. Bijlsma-Frankema, K & Koopman, P 2004, 'The oxymoron of control in an era of globalisation: Vulnerabilities of a mega myth', Journal of Managerial Psychology, vol. 19, no. 3, p. 204.

Busco, C, Frigo, M, L., Giovannoni, E, Riccaboni, A & Scapens, R, W. 2005, 'Beyond compliance: why integrated governance matters today’, Strategic Finance, vol. 87, no. 2, p. 34.

Caldwell, C, Hayes, LA, Karri, R & Bernal, P 2008, ‘Ethical stewardship: implications for leadership and trust’, Journal of Business Ethics, vol 78, pp. 153-164. Carcello, JV 2009, 'Governance and the common good', Journal of Business Ethics, vol. 89, pp. 11-18. Drew, SA, Kelley, PC & Kendrick, T 2006, 'CLASS: Five elements of corporate governance to manage strategic risk', Business Horizons, vol. 49, no. 2, pp. 127-38, (online Science Direct).

Fairholm, M, R. & Fairholm, G 2000, 'Leadership amid the constraints of trust', Leadership & Organization Development Journal, vol. 21, no. 1/2, p. 102.

Lussier, RN & Achua, CF 2007, Leadership: Theory, Application, Skill Development, 3 edn, Thompson Higher Education, Mason.

OECD Principles of Corporate Governance, 2004, 6, OECD Publications Service, <http://oberon.sourceoecd.org/vl=2404071/cl=15/nw=1/rpsv/cgi-bin/fulltextew.pl?prpsv=/ij/oecdthemes/9998010x/v2004n6/s1/p1l.idx>.

Sankar, Y 2003, 'Character not charisma is the critical measures of leadership excellence', Journal of Leadership & Organizational Studies, vol. 9, no. 4, p. 45, (online ProQuest).

Shapira, Z 2000, 'Governance in Organizations: A Cognitive Perspective', Journal of Management & Governance, vol. 4, no. 1-2, p. 53.

Watson, G, H. 2003, 'Corporate Governance: Quality at the Top', Quality Congress. ASQ's ... Annual Quality Congress Proceedings, vol. 57, p. 123.

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Comment [m18]: Ensure you read the Faculty (FABIE) Guide on Referencing. Reference list needs to be made up of mostly relevant, but up-to-date, current journal articles. Minimum of 12 journal articles. Cite many latest relevant journal articles (2008-2013) if you expect to score well in the assessment You may use the many journal articles linked in your MGMT20125 MOODLE website when writing your essay (assessment 1) and report (assessment 2).

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Comment [m20]: Include more references