REPORT TO CEO OF

EVERYTHING HONG KONG

DATE: 12TH SEP 2020

1
Table of Contents
Introduction:.........................................................................................................................................1
Leadership styles:.................................................................................................................................1
Autocratic or authoritarian style:.....................................................................................................1
Democratic style:..............................................................................................................................2
Laissez-Faire style:............................................................................................................................2
The development of leadership overtime and its types......................................................................2
Transactional leadership:..................................................................................................................2
Transformational leadership:...........................................................................................................2
Servant leadership:...........................................................................................................................3
Visionary or inspirational leadership:...............................................................................................3
Authentic leadership:........................................................................................................................3
Ethical leadership:.............................................................................................................................3
Transcendental leadership:..............................................................................................................3
Recommendations for a more positive approach, so decisions can be made about hiring a
replacement team leader:....................................................................................................................3
Difference between leadership and management:..............................................................................4
Innate and learned leadership skill:.....................................................................................................6
Critically discuss the relationship between leadership and corporate social responsibility in your
industry.................................................................................................................................................6
Corporate Social Responsibility (CSR) :...........................................................................................7
Critical Analysis:....................................................................................................................................8
Conclusion :...........................................................................................................................................9

2
Introduction:
This report aims to compare various leadership theory viewpoints that can clarify the current
negative situation and make suggestions for a more optimistic solution so that decisions can
be made about recruiting an "Everything Hong Kong" replacement team leader. The report
highlights why, despite the downside to themselves or their organizations, leaders of service
organizations make unethical decisions.

Leadership has not traditionally been investigated from an ethical point of view. In reality,
until 2001, there had been very little published research regarding the theoretical base of
ethical leadership (Northouse, 2004). Because of the poor and unethical leader at “
everything Hong Kong” staff turnover is high, morale is low, and repeat business is very
poor. The company provides its consumers with resources and they should be more informed
about their ethical practices.

Leadership styles:
Leadership literature has presented different types of leadership in management. Personal
principles provide the basis for a specific form of leadership growth [ CITATION Alo17 \l 1033 ].
These values were summarized as three key prospects by Askehave and Zethsen. The first
view is the viewpoint of supremacy. Leaders are authoritative, strong-minded, goal-oriented,
and power-seeking in this context [CITATION Ada09 \l 1033 ]. This style of leadership is
usually demonstrated by men [ CITATION Bon12 \l 1033 ] [ CITATION Ada07 \l 1033 ] and is
exercised by individuals.

Autocratic or authoritarian style:

Authoritarian leaders often referred to as autocratic leaders, have simple expectations of what
needs to be achieved, when, and how to do it. There is also a strong divide between the chief
and the supporters. With little to no input from the rest of the party, authoritarian leaders
make choices individually [ CITATION Ada07 \l 1033 ]. Researchers found that, under
authoritarian rule, decision-making was less innovative.

Lewin also discovered that switching from an authoritarian style to a democratic style is more
complicated than vice versa. Typically, the violence of this type is seen as controlling, bossy,
and dictatorial. Authoritarian leadership is better applicable to circumstances where group
decision-making has little time or where the leader in the group's most experienced member.

Democratic style:

3
Lewin's research showed that the most powerful leadership style is typically participative
leadership, also known as democratic leadership. Democratic leaders give advice to members
of the group, but they engage in the group as well and allow input from other members of the
group. [ CITATION Ada09 \l 1033 ]. Children in this group were less productive than the
members of the oppressive group in Lewin's research, but their efforts were of a far greater
nature. Participatory leaders facilitate the involvement of community members but maintain
the final say over the decision-making process. Group members feel involved and are more
inspired and creative in the process.

Laissez-Faire style:
Researchers found that the least active of all three classes were children under delegative
leadership, also known as laissez-fair leadership. In this party, the children also made further
demands on the chief, showed no cooperation, and were unable to act independently.
Delegative leaders provide group members with little to no input and leave the decision-
making up to group members [ CITATION Bon121 \l 1033 ]. Although this style can be effective
in circumstances where group members in an area of expertise are highly skilled, it also leads
to poorly specified positions and a lack of motivation.

The development of leadership overtime and its types

Transactional leadership :
They contend that by monitoring their attitudes, rewarding agreed-upon behaviors, and
mitigating performance issues by utilizing corrective transactions between leaders and
followers, transactional leaders influence followers.

Transformational leadership:
By creating and sharing a common vision and encouraging them to look beyond self-interest
for the benefit of the team and company, transformational leaders influence their followers.
Based on ongoing empirical development by Bass, Avolio, and other scholars (Avolio, 1999;
Bass, 1998), the most recent model of transformative leadership incorporates five dimensions
of leadership: idealized qualities, idealized attitudes, inspirational motivation, intellectual
stimulation, and individuality. [ CITATION Huh13 \l 1033 ] [ CITATION Bas99 \l 1033 ]

Servant leadership:
A Servant Leader shares power puts the needs of the workers first and inspires people to
learn and perform as strongly as possible. Servant management reverses the norm, which
places as a primary priority customer service partners.[ CITATION Lin171 \l 1033 ]

4
Visionary or inspirational leadership:
Visionary leaders are motivated by what a business can become and encouraged by it. It is
possible to use inspirational leaders to inspire a business to stay the course and create
enthusiasm around the mission and vision [ CITATION Bas99 \l 1033 ]. It is the role of visionary
leaders to help move towards creativity and to cultivate a new path for the business.

Authentic leadership:
Authentic leadership is a type of style of leadership in which individuals behave in a
genuine, real, and authentic manner that is true to who they are as individuals. Authentic
leadership advocates believe this style of leader is ideally placed to encourage employees '
confidence, loyalty, and good results.

Ethical leadership:
Ethical leadership is a style of leadership in which people show behavior in every aspect of
their lives for the common good that is reasonable and necessary. The following three key
elements are composed of it: Be the Example. An example is the noble quality of a
leader[ CITATION Car95 \l 1033 ].

Transcendental leadership:
A strategic leader who leads within and between the levels of self, others, and organization is
a transcendent leader. Self-leadership requires the duty to build personal strengths by being
self-aware and constructive.[ CITATION Fox09 \l 1033 ]

Recommendations for a more positive approach, so decisions can be made

about hiring a replacement team leader:

Hire a leader not a boss

Being a boss means having the ability to make choices and the authority to execute them. A
leader, on the other hand, has more than just the authority and power of their position.
Leaders also have excellent character, combined with a superior ability to lead people in
constructive, persuasive ways and inspire them.

The new team leader should have the following characteristics:

 Inspiring others: motivating them to do great work

 Leading by example: fueling a vibrant company culture by living its best principles
every day

5
  Empowering team members: providing the tools, training, and guidance they need
to succeed
 Collaborating: working side by side with team members to set lofty goals and
achieve them

 Gaining faith: building a caring relationship with each member of the team by
applauding their accomplishments, listening to their suggestions and concerns,
clearing their work barriers, and helping them grow in their careers
 Innovation promotion: Actively finding new ways of doing stuff, inspiring team
members to do the same.
 Praising and rewarding: Always give credit to their party for a job well performed
rather than hogging the limelight

Employees note this kind of leadership and respond to it. By forming a relationship with
someone they like and want to please, it motivates them to do their best. That, in turn, leads
to substantial business advantages.

Difference between leadership and management :

When a company invests in an employee, they aim to help the employee integrate into a
functional system that is successful. And it's in this system's domain where an individual can
show whether they are good leaders or good managers [ CITATION Gab02 \l 1033 ]. Leaders will
concentrate on harmonizing the environment in the workplace and aligning strategic priorities
with activities. The administrators would work closer to the field-concentrating on improving
productivity.

Process Management Leadership

Vision  Plans and budgets  Establish the

6
  Develop processes strategic direction
and set timelines. and refines the
vision
Human Development  Delegate  Align the
responsibility organization to the
 Implement the vision
vision  Communicate the
 Display low vision, mission, and
emotions strategic direction
 Limit employee  Display drove, high
choices emotion
 Increase choices
Execution  Control processes  Motivate and
 Identify problems inspire
and solutions  Aim to satisfy basic
 Monitor results human needs
 Take a low-risk  Take a high-risk
approach to approach to
problem-solving problem-solving

outcome  Provides expected  Promote useful and

results to leadership drastic changes.
and other
stakeholders
[ CITATION Man19 \l 1033 ]

Innate and learned leadership skill:

Innate leadership Skills Learned leadership skills
Humility: putting the needs of others Strategic thinking: developing a vision of
ahead of their own where you want to be

Empathy: knowing how to get things Planning and delivery: planning how to
done through people achieve the vision and deal with
challenges

7
 Vision: the ability to see things others People management: finding the right
don’t see or before others see them people and motivating them to work

Risk-taking: comfort with being out front Change management: recognizing,

and charting new territory responding, and managing changes to
vision and plans

Part 2:

Critically discuss the relationship between leadership and corporate social

responsibility in your industry.

Leaders face economic, social, and environmental challenges nowadays. Unfortunately,

business confidence is poor nowadays. Leaders must foresee changes and be catalysts for
moving their organizations towards a sustainable society in this dynamic global climate of
instability and ambiguity [ CITATION Cha11 \l 1033 ]. Economic, social, and environmental
problems are facing organizations: globalization, economic crisis, population growth
(overpopulation), natural resource exploitation, extreme poverty (rich-poor gap),
unprecedented inequality, global migration, religious extremism and terrorism, geopolitical
and ecological crises, global warming and its effect on climate change, environmental
challenges, economic and environmental challenges [ CITATION Cze18 \l 1033 ]. In this context,
sustainable development and social responsibility are very' hot' subjects, taking into account
all these complex challenges. There is a need for a 'holistic structure in the age of sustainable
development in which society strives for economic, social, and environmental objectives.' For
businesses, the challenge is to integrate legal, social, and environmental principles into their
business practices. [ CITATION Dha16 \l 1033 ] 'In society, a company plays a noticeable
position that goes beyond the core business and beyond what is needed by law and
contributes to added value for the company and society'. Some of the most commonly
discussed subjects are leadership and corporate social responsibility ( CSR), which produce
comprehensive literature. There are economic, social, and environmental problems facing
leaders. The rapid pace of change is pushing leaders to find creative and imaginative ways to

8
deal with various stakeholders, often in conflict with their desires, needs, and demands
[ CITATION Lin17 \l 1033 ]. Sadly, today's trust in businesses is poor. Leaders should predict
changes and serve as catalysts for moving their organizations towards a sustainable society in
this dynamic global climate of instability and ambiguity.

Corporate Social Responsibility (CSR) :

Over the past decade, Corporate Social Responsibility has become "one of the (new)
organizational problems, certainly when viewed from the perspective of increasing
environmental needs and responsibilities." Although there is a plethora of CSR literature and
there are many definitions available, the term is still difficult. There's a lot of ambiguity
because, both in theory and reality, There are several different concepts, such as "corporate
citizenship, sustainable business, environmental responsibility, the triple bottom line; social
and environmental responsibility; business ethics and corporate transparency," that connect
with, are related or interchangeable with CSR. Several misunderstandings have been caused
by various interpretations of CSR and have created obstacles for organizations to address
CSR opportunities and challenges. [ CITATION Car95 \l 1033 ]The definition and theories of
Corporate Social Responsibility ( CSR) have been studied and categorized by various
scholars and numerous international organizations, including the European Union in
particular, and interpreted in different ways. Alexander Dahlsrud emphasized that "There is
still some doubt as to how CSR should be defined, despite multiple attempts to bring about a
consistent and unbiased definition of CSR." Dahlsrud analyzed the content of 37 CSR
definitions to research the similarities and differences between the available definitions and
defined five dimensions: the stakeholder dimension, the social dimension, the economic
dimension, the voluntary dimension, and the environmental dimension. One of the most
detailed, complete, and most commonly accepted CSR models that many researchers have
further employed, Carroll has suggested and developed. Corporate social responsibility has
been defined as a multi-layer concept with various obligations in the four-layered pyramid
model: economic (to earn profits); legal (to follow the law), ethical (to behave appropriately,
justly, honestly), and philanthropic (to be a good citizen). "Chandler and Werther also stress
the importance of addressing numerous" ethical, legal, national, and economic "arguments for
CSR" [ CITATION Cha11 \l 1033 ]. A company needs a successful community to not only
generate demand for its goods but also to provide a positive atmosphere and public assets. To
provide employment and wealth creation opportunities for its residents, a society requires
effective business.

9
Critical Analysis:
Leadership and CSR The world of the 21st century is formed by rulers. "Leadership, or the
lack of it, seems to be responsible for just about all these days, Keith Grint thinks."
Leadership is a very nuanced term. Many meanings have been established over time and
there is no agreement on a term that is widely agreed upon. There are just as many concepts
of leadership as there are individuals who have attempted to define the term. The
convergence of management and ethics is a must to create a sustainable planet.[ CITATION
Mul13 \l 1033 ] Leadership plays a critical role in fostering ethical and moral behavior.
Besides, leaders should be models for followers and strive to form organizations through their
principles and features. When faced with ethical dilemmas, workers depend on their leaders
for guidance.

The conduct of leaders should be "visible and consistently ethical, both internally and
externally to the company." Also, "excellent businesses do more than speak about ethics, take
meaningful action to address ethical concerns, and apply realistic ethical instruments to their
management practices". Ethics has a "key role in leadership practice". There is a greater need
for responsible leaders and accountability in organizational processes nowadays. Corporate
Social Responsibility (CSR) 's task is "to restore one of the most important resources for the
survival of companies: trust." For various reasons, companies chose to integrate CSR into
their companies. It is important to differentiate between popularity-gaining activities and
those that build confidence.[ CITATION Lin171 \l 1033 ] Trust, ethics, CSR, and leadership are
interlinked. "Too many, administrators have seen corporate social responsibility ( CSR) as
yet another source of pressure or fad nowadays." The ethical structure is Corporate Social
Responsibility. For the good of their members, representatives, and organizations
participating in CSR act: staff, consumers, vendors, society, and society as a whole. The use
of non-coercive control and "soft power" that are again unique to leadership is expected by
CSR.  

Not only through the sense of ethical culture, but also through the lens of transformative,
transactional, gender, bureaucratic, educational, and advocacy leadership.[ CITATION Lia07 \l
1033 ]

Conclusion :
The report evaluates the various styles of leadership, describes the core principles and sheds
light on the nature of leadership, talks about leadership growth over the years, and presents

10
examples of great individual personalities who have positively affected many others,
classified into those types of leadership that have the same type of characteristics.

Unfortunately, leaders do not view the broad range of advantages provided by partnering with
their local group at the correct value. Leaders should recognize in the age of transparency that
businesses are part of society and that social concerns are important to their business. Leaders
should both volunteer and inspire staff to volunteer and make charitable contributions to the
community. Long-term corporate success should be more concerned with ethical concerns
and community engagement. A new form of leadership that promotes the values of CSR is
required, taking into account the increasing interest in a sustainable society.

References
Adair, J. (2007). Fundamentals of leadership Palgrave Macmillan. New York, NY.

Adair, J. (2009). Leadership & Motivation: The Fifty - Fifty Rule and the Eight Key Principles of
Motivating Others.

Alonso‐Almeida, M. P.‐F. (2017). Leadership styles and corporate social responsibility management:
Analysis from a gender perspective. Business Ethics: A European Review, 147–161.

Bass, B. M. (1999). Ethics, character, and authentic transformational leadership behavior. The
Leadership Quarterly, 181-217.

11
Bonitto, L. &. (2012). Leadership and ethics in the service industry. Consortium Journal of Hospitality
& Tourism Management, .

Bonitto, L. &. (2012). Leadership and ethics in the service industry. . Consortium Journal of
Hospitality & Tourism Management,

Carlson, D. S. (1995). Institutionalization of organizational ethics through transformational

leadership. . Journal of Business Ethics, 829-838.

Chan, S. H. (2011). A study of human resources recruitment, selection, and retention issues in the
hospitality and tourism industry in Macau. Journal of Human Resources in Hospitality &
Tourism, 421-441.

Czerniachowicz, B. L.-S. (2018). The Relationships Between Leadership and Corporate Social
Responsibility: Systematic Literature Review. Journal of Corporate Responsibility and
Leadership.

Dhar, R. L. (2016). Ethical leadership and its impact on service innovative behavior: The role of LMX
and job autonomy. Tourism Management. 139-148.

Fox, J. (2009). Training managers to behave. Time, 173(20), 41.

Gabriele, E. F. (88-102). Ethics leadership in research, healthcare, and organizational systems:

Commentary and critical reflections. Journal of Research Administration. , 2011.

Huhtala, M. K. (2013). Ethical managers in ethical organizations? The leadership-culture connection

among Finnish managers. . Leadership & Organization Development Journal, 250-270.

Liang, T. C. (2107). Transformational leadership and employee voices in the hospitality industry. .
International Journal of Contemporary Hospitality Management, 374-392.

Ling, Q. L. (2017). Servant versus authentic leadership. Cornell Hospitality Quarterly, 53-68.

Ling, Q. L. (2017). Servant versus authentic leadership. Cornell Hospitality Quarterly. 53-68.

Mullins, L. J. (2013). Hospitality management and organizational behavior. Harlow: Harlow: Pearson.

Muthukrishnan, M. (2019). Management or Leadership – Two sides of the same coin.

Northouse, P. (2015). Leadership: Theory and Practice (Seventh ed. Sage Publications.

12