Leadership in Organizations

Many people suggest that the ideas developed around leadership in Western organizations are not really applicable in more Confucian societies, even within societies as economically developed as Korea.
Some people suggest that being an effective leader depends upon one’s style, and of course, a so-called democratic style displayed by some Western executives may not work as well in Korea. Others believe that given the hierarchical nature of many Korean organizations, leadership is seen as something that can only be exercised by those in the upper ranks. Still others suggest that the high-power distance of these Eastern societies, which instils respect for authority, means that managers have to be obeyed, no matter what they say or do. So, are there any universal characteristics that are equivalent with good leadership?
Leaders seek to achieve organizational goals through the willing cooperation of their staff. The essential point is “willing,” as demanding compliance, in our modern knowledge economy, is no longer realistic for the long term. Even where appointed leaders get away with a command and control approach, those who obey may not be doing so willingly and therefore may not give their all.
Today, leadership is recognized as being about relationships where inspiration, influence, a positive attitude and effective communication are essential features. Leaders inspire their staff to achieve organizational goals, ensure an alignment of values, empower them to become more self-directed and link efforts to reward.
What sort of person can inspire others to achieve certain goals or undertake particular tasks and deliver maximum effort day in and day out? Research in many countries has found that employees tend to be willing to follow people whom they can trust, are forward-looking, confident, passionate and most of all, credible. These personal qualities are not particular styles or behaviors, but they generally transcend as important qualities to have in different cultures and work environments.
Importantly, research has also shown that these qualities are not something that one has to copy from someone else. Likewise, they are not something we are born with and they are not fixed for life, nor do they reflect one’s position in the hierarchy. They are a reflection of our personality and values and can be developed over time.
This development begins with self-awareness, understanding oneself and how one is perceived by others. Most importantly in this journey of self-awareness is one’s ability to identify and understand one’s emotional reaction to certain circumstances, how to manage those reactions and the ability to recognize others’ emotional reactions. This is often labelled as “Emotional Intelligence,” and it is certainly something that can be developed. If relationships are the essence of leadership activity, then the role of emotions in those relationships is crucial. Learning how to identify and manage one’s emotions and knowing how these affect one’s relationships with others (including staff members) becomes the essence of effective leadership.
While the conceptualization of relationships may differ in different cultures, the role that emotions play is part of the human condition that binds us all. We may express ourselves differently, but the need to understand others and manage them as a leader is common and important to all.