Preferred Leadership Communication Styles Across Cultures

Author(s):  
Joy Cherfan ◽  
Myria Allen
2022 ◽  
Vol 4 (2) ◽  
pp. 807-811
Author(s):  
Widya Rahayu ◽  
Komang Satria Wibawa Putra

To break the chain of spread of the Covid-19 virus, the government issued a PPKM policy which requires essential companies to only employ 25% of their employees, this has resulted in the company experiencing an unexpected crisis. the readiness of a company's leadership to determine the level of effectiveness in dealing with the onslaught of the Covid-19 pandemic. This analysis focuses on the leadership style in the company PT. BPR in dealing with the Covid-19 outbreak by examining the level of alertness, responsiveness, cohesiveness, and coordination between organizations. The results of the study show that leaders at PT BPR use an empathetic leadership style which is one of the choices for leaders to carry out leadership functions during the covid-19 pandemic. One of Rensis Likert's theories is 4 Systems or 4 Leadership communication styles. A leader must have the attitude of a Consultative Leader, meaning that with the current covid-19 pandemic, the leader should have little trust in his subordinates, subordinates need information, ideas or opinions through consultation. Because applying an empathetic leadership style alone is not enough to maintain the company and only reduces employee performance because it is considered that leaders provide opportunities and employees will be in a comfort zone.


2017 ◽  
Vol 2 (1) ◽  
Author(s):  
Muhammad Rodhiyallah ◽  
Amiartuti Kusmaningtyas ◽  
Hendro Tjahjono

The aim of the study was to analyze and determine the influence of leadership and communication, on employee motivation and performance at Satuan Polisi Pamong Praja Kota Surabaya. Branch, as many as 100 persons. Sampling technique samples (Slovin) data was analyzed with multiple linear regression with SPSS for windows program. The result of the research indicated that leadership, communication, and motivation simultaneously have significant effect on employees’ performances with determination value of 0,424 or 4,24%. Leadership, communication and motivation partially has significant effect on performance. Communication itself has dominant effect on employee’s performance.


Author(s):  
T.D. White ◽  
G.W. Sheath

Focused group projects engaging owners and managers of Maori farm businesses were initiated on the East Coast of New Zealand. The objective was to improve productivity and profitability on-farm through enhanced capability building and collaboration. Five group projects were evaluated. Critical success factors of learning groups were identified. Leadership, communication, organisation and commitment were required from project participants and facilitators. Collaborative and interactive processes built the knowledge and confidence of farm managers. Building trust was critical. Participation of mentor farmers reinforced learning in the group. Social network building was also important. We conclude that interactive group projects are a powerful way of building confidence of farm managers to communicate issues and make clearer, more strategically aligned decisions and actions. Collaborative farm initiatives foster ownership of issues, develop farmer support networks and ultimately the confidence to change. Keywords: experiential learning, farmer group, trust.


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