Among the early leadership theories focused on the Essays

Among the early leadership theories focused on the Essays Among the early leadership theories focused on the leader (leadership trait theories), Miramar Group employs leaders who possessing several traits of Drive (Ability to work under pressure), Honesty and integrity(Strong sense of integrity), Job-relevant knowledge(Diploma or above in Purchasing and Supply Chain Management or related discipline, Minimum 3 years' relevant working experience in hospitality industry, Product knowledge in hospitality industry, Fluent in written and spoken English Cantonese) and Extraversion(Strong interpersonal and communication skills) with reference to the job requirement of Sales Manager and Procurement Officer. Among the early leadership theories focused on how the leader interacted with his or her group members (leadership behavior theories), Miramar Group labeled employee oriented from the early leadership studies of University of Michigan Studies. According to the Miramar's belief : Our team is the backbone of our business and the foundation of our success. The Group regards employees as its most precious asset. The Group strives to provide a continuous learning environment and opportunities to its employees at all levels to help them grow and excel in performance that took a personal interest in the needs of the followers. At Miramar, every team leader and manager takes on the role to nurture new team members, to build up their expertise and to encourage their personal growth. As well as the leader emphasize on interpersonal relationships, therefore developing the Miramar Management Development Program by offering a one-on-one coaching sessions from senior executives to ensure that indi viduals maximize their fullest potential. Subsequent to continued deployment of resources towards employee training and development programs, the Group has been awarded "Manpower Developer" by the Employees Retraining Board every year since 2011. Miramar Group labeled democratic style from the early leadership studies of University of Iowa Studies as well. According to the mission of the group : We provide a work environment that encourages innovation, hard work and an entrepreneurial spirit among our employees that mean the leader who involved employees in decision making. Also, with reference to the work culture of the group and Terms of Reference of the Remuneration Committee, we can see it delegating authority (a culture of taking ownership and empowerment, never says "no" and always offer alternative solutions) (The Committee is authorized by the Board to seek any information it requires from any employee of the Company in order to perform its duties) and encouraging participation (a philosophy that encourages creativity and innovation, a spirit of unity, understanding and co-operation). In addition, twenty-first-century leaders do face some important leadership issues. In this section, we look at these issues that include managing power, cross-cultural leadership. Most effective leaders rely on several different forms of power to affect the behavior and performance of their followers. For example, the Chairman and Chief Executive Officer (Mr. Lee Ka Shing) of Miramar Group, employs different types of power in managing his followers. He has been in charge of corporate policy formulation and schematization, then gives orders to the subordinates(legitimate power), remunerate employees by offering competitive benefits and compensation packages and continuous professional development programmes(reward power), and disciplines those who commit infractions(coercive power). As an effective leader, he also strives to have expert power(based on his expertise and knowledge of promoting the Group's business development and enhancing its competitiveness and status in the industry) and referent power(based on his being admired) to influence his followers. Furthermore, The Group is the "Equal Opportunity Employer"; it values dedication and respect, and work hard to instill a sense of unity, ownership and professionalism in all of its employees in supporting the achievement of the Group's Mission, Vision and Business Strategies. It is the policy of the Group to remunerate employees in a fair and equitable manner. The Group develops a performance-driven culture and adopts Total Rewards Management for talents attraction, employee recognition and retention. The Group regularly reviews its Remuneration and Benefits Program on the basis of the relevant laws, and keeps in line with market practice, market conditions and market levels of remuneration.