Management Concepts Temasek Holdings Essay

1.0 IntroductionTemasek Holdings is a outsize enthronization partnership found in Singapore. It is an wide awake participator in the investment game, holding sh ars and investments in a broad range of industries wholly over the world. As with many companies solely over the world, Temasek Holdings was affected strongly by the Global Financial Crisis, losing more(prenominal) than 30 per cent of the value of their portfolio (Schmermerhorn, J. Davidson, P. Poole, D. Simon, A. Woods, P & Chau, S.L. 2011). Temaseks CEO Ho Ching has been criticised for the investment losings that occurred during the economic crisis, and essential now lapse the company through the sum upd turbulency that has been presented to them.In doing so, a potential add that Temasek Holdings is up-to-the-minutely facing is one of attractionshiphip. If go round off management processes regarding leaders ar non applied, the company could face even worse consequences. To ensure that leaders does not beget an issue, Ho Ching must apply wakeless leadership techniques to Temasek Holdings. This report lead check out versatile leadership resources, determining an summateted approach to leadership that lead service this company in being fortunate in the future. Two leadership exemplifications allow for be assessed in-depth. It is expected that many(prenominal) go away assist the company in go along in the long-term, however one option result be more qualified and beneficial to Temasek Holdings.2.0 Literature Themes or ArgumentsAs Temaseks CEO has recently come in under fire for her stability in leadership, it is app arent that a miscellany must be made in the trend the company is managed if they are to achievementfully detain with the analogous CEO. Leadership is fundamental in regular circumstances, but it is even more essential to the stock through periods of instability, devising it vit tout ensembley important to the livelihood of the company to appl y take into account management procedures. It is impossible for a set of unique(predicate) characteristics to condition whether or not someone is a high-priced leader, however some received someoneal traits convey been identified as being common among successful leaders drive, self-confidence, creativity, cognitive ability, telephone line knowledge, motivation, flexibility, honesty and integrity. (Schmermerhorn, J. Et al. 2011). trance and fountain are also vital to good leadership however all of these things are not get tod in the same way.Many different behavioural theories have been produced in an attempt to define good leadership way of lifes. A widely utilise specimen of management is Fred Fiedlers misfortune copy. Fiedlers theory looks at twin(a) various types of throng to various emplacements, somewhat of an either/or concept. It is based on the fact that someones style of leadership is soulfulnessality-based, thus devising it severe to change. Rather, the Fiedler mannequin suggests putting people of specific leadership styles with office staffs that match that style, rather than arduous to change their personal leadership style, to achieve success (Wang, Victor C X Berger, Jim 2010, pg. 6).Fiedler classifies people into two leadership styles dealings-orientated and travail-orientated. Relations-orientated people are delineate as a person who is motivated to seek intumescency in interpersonal relations, who is concerned with good relations with others, who is considerate in his fundamental interaction with group members, and who tends to reduce anxiety and increase the personal adjustment of his co- conk outers, (pitchers mound, Walter. 1969, pg. 34) whereas a task-orientated person is characterised to be someone who rejects those with whom he great dealnot work, and obtains inquire gratification and self-esteem from performance of the task. He is, therefore, concerned with performing the task and he is pull up stakesing to relegate interpersonal relations to a secondary present (Hill, Walter. 1969, pg. 35) award I (Hill, Walter. 1969, pg. 36) above shows how relations-oriented and task-oriented people are determined, through leader-member relationships, leader position power and task structure. It does this by determining how intimately(p) a person interacts with people (relations) and how commit they are to tasks. According to Hill (1969), this pattern is impressive and and tests done strengthen with Fiedlers findings, make it an accurate manakin. Hill noted that there are so many vari commensurates that sometimes it is nasty to judge the exact leadership style that is appropriate for someone however it is useful as it helps to assign leaders to specific tasks and deputy how efficient leadership should be achieved. In regards to Temasek, it should be open what type of leader Ching is, and the company would need to work with that originally any leadership goals should be established .another(prenominal) common copy is the Hersey-Blanchard Situational Leadership system (SLT). It is widely utilise in the business sector and was developed by capital of Minnesota Hersey and Kenneth H. Blanchard. This model is based upon leaders adjusting their styles based on the due date of their following, which is indicated by the exercise set (how able and willing or confident) of followers (Schmermerhorn, J. Et al. 2011). When maturity (psychologically and performance-wise) is reached, it instrument a step- follow out in support and guidance quite a little occur, instilling a positive characteristic of trust and confidence. A manager must look at employees and evaluate how opera hat to perform a certain task in a certain situation, and when the situation changes, the leadership style previously used may not be as successful in the new situation (Hambleton, Ronald K Gumpert, Ray. 1982, pg 227).Again, leadership styles are defined as relationship-orientated and task-o rientated, however in this model leadership styles are classified into tetrad groups delegating, participating, selling and telling. This model is beneficial to companies as it has various different types of stages based on top of the classification of relations-orientated and task-orientated leadership (Figure 1). It breaks down the two types except, into the four types above, thus making it easier to classify. Again, however, variables come into play, and it depose be seen from various inquiry that the SLT model does have its limitations. Goodson (1989) states that when however studies have been conducted on this model, the main classifier of groups (maturity or competence) makes almost no leaving to the leadership style of a person (Goodson, Jane R McGee, Gail W Cashman, James F. 1989, pg. 446).Also, Goodson established that in these tests no actual tone of maturity and/or readiness was very possible when conducting interrogation on the SLT model, making it difficult to say for certain whether the model can be force outive. Furthermore, Blank (1990) makes further reference to the fact that there is lilliputian to no research supporting this model in his studies, saying that both basing the research on the main figure (maturity) as well as more entangled methods, little support was found to assert with the main theorems of the model (Blank, Warren Weitzel, stool R Green, Stephen G. 1990, pg. 579). false3.0 RecommendationsIn the baptismal font of Temasek Holdings, it can be said that adopting a new leadership approach will be entirely beneficial for the company. No information is given as to what current leadership styles are used, but the summate of censure being received before long illustrates that a change is needed. Of the two leadership theories discussed, it can be said that both have negative and positive points, as with any business directive.Fiedlers model uses three determining agents leader-member relationships, leader position power and task structure, to determine how a leadership style will work effectively. This is essentially beneficial to a business as it allows more than one factor to determine a leadership style, with child(p) a more accurate exposition of what leadership style will fit a situation. This model was also corroborated with research conducted by Hill (1969) who conducted a ingest that demonstrated that Fiedlers was almost forever and a day effective in the workplace. However, there were limitations in regards to variables. As every person is so different personality-wise there is a large number of variables, not all of which can be categorised. Because of this, some variables may be missed or excluded, but overall the final result does not change, making the model very effective.The second theory, Hersey-Blanchards SLT, uses maturity as the basis of reason how a leadership style will be effective. This could be effective to some extent, however both Goodson (1989) and Blank (199 0) signal that just one determining factor is not enough to warrant an effective model. The model is beneficial as it breaks down leadership styles into four obvious categories the chore is determining which personality fits into these categories. No lapse measure of maturity is possible, making it difficult to categorise leadership styles. Goodson (1989) also states that maturity and competence has no real effect on leadership styles.Looking at these results, it can be recommended that for Temasek Holdings to continue operational at a high level, the Fiedler model of contingency should be used as a model for assigning leadership tasks. Giving every leader in a business tasks based on their personality is advantageous as it means instead of the person working with something they are not specifically styled for, they are able to be fit with tasks that suit them. Overall, this will make a significant change both in employee satisfaction (workers are doing jobs that suit their pers onality style, thus making them more content) as well as production, as the leadership style they are assigned will work well for them. Models by Hill (1969) are further evidence that this model does indeed work, and that it can bring positive effects to Temasek in the future.If Temasek Holdings chooses to operate within this leadership model, criticism for the way the business is run will be lessened. Both in the soon and long term this form of leadership will be beneficial to the company, impact both large positions (for example, the CEO Ho Ching) as well as smaller managers within the company. The research shows that this is the best model for Temasek to use to bring it the most success in the future.