HRM
Leadership Issues at LG Displays
LG Display appear to have some issues leadership issues, with the way managers are interacting with the employees, with employs having a lack of trust and faith in the managers. The managers appear to assume that they the power to act in an arbitrary fashion, which is perceived as being unfair and detached by the employees, using their power in more of a coercive manner, rather than being seen as legitimate power, as it is only those who drink and smoke with the managers that good the good annual assessments. Coercive power is seen where an individual has the ability to use their power to punish others, this along with the lack of respect which undermines the potential for referent power which benefits leaders when it is present (Northouse, 2009).
The employees feedback also indicate a lack of communication and detachment, managers appear to have little knowledge of their employees jobs and roles, and the work they do, sometimes not knowing what responsibilities existed and other times failing to acknowledge hard or good performance while blaming employee for bad performance. Overall, the management style is one that is based on an assumption that employees should do as they are told, and that the position of manager automatically comes with certain powers which do not include considerate...
This approach may be characterized as autocratic or command style of leadership; where managers expect to be obeyed without questions and are task rather then people focused (Buchanan and Huczynski, 2011; Northouse, 2009).
Recommendations
To rectify the situation a number of measures may be considered, these deal the processes and the leadership styles. There are a number of models which look at leadership and assess the way in which leadership is, or is not, effective. An effective model to use is that of Goleman (2000), who postulates there are six potential leadership styles, and that a leader will be able to adapt to meet the needs of different situations. The six styles are coercive, authoritative, affilitive, democratic, pacesetting and lastly a coaching style (Goleman, 2000). Their needs to be a culture change that will allow the managers to develop their skills and knowledge of leadership in order to provide the leadership style that is most needed at any point in time. The current command or autocratic style may be good in emergency situation, but it is not associated with motivation and trust in the long-term (Buchanan and Huczynski, 2011; Northouse, 2009). The ability to adopt more democratic and coaching styles would be beneficial. This is likely to include more training…
