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Introduction
One of the most prominent names amongst leaders of the modern business arena is that of Warren Edward Buffet, CEO of Berkshire Hathaway. Another such important leader is Carlos Ghosn, current CEO of Renault S.A. France. Their approaches towards businesses and leadership styles prove that theoretical expertise single-handedly is not sufficient enough to widen the scope of leadership. The most preeminent method in order to nurture leadership qualities it is to practically implement it in all circumstances even if it involves a degree of risk (Wilson, 2007).
Leadership is often exemplified as the practice of social authority in the course of which an individual can procure the assistance and support of other people in order to fulfill a common objective shared by them. Some of the most important qualities in a leader are: a strong drive in his leadership approach, Honesty, Integrity and Self-reliance, Leadership motivation, cognitive competence and awareness about the business settings. Often, in the organizational culture there is a false tendency to perceive leaders in a typified persona. Leadership may and surely does emerge in several diversified profiles and forms (Dierickx, 2006). Effective and first rate leaders do not adhere to a conventional template. In leading a team or an individual, there number of styles used. This is based on the norms and cultures, values, beliefs, and preferences of the people. There are seven styles are currently used:
Charismatic Leadership, Participative Leadership, Situational Leadership, Transactional Leadership, Transformational Leadership, The Quiet Leader and the Servant Leadership (Alchian, 2007).
Warren Buffet
Warren Buffet is a leader of Charismatic Leadership approach. Charm and grace is the weapon of the Charismatic leaders to direct people along with his charity and goodness. These are the characteristics possessed by the charismatic leaders. They are concerned with the people around them. They approach the individual, and talk to them on a one-on-one basis. Through this, the leader will be connected with the employee and making the employee important because their leader talked to them. Charismatic leadership is great with scrutinizing environments. Especially with the changing moods in the environment and let the peoples actions and expressions suit the situation and Buffet is a champion of this style (Barney, 2006).
Buffet symbolizes the very quintessence of the success chronicle. He has repeatedly set new records for distinction while getting bigger and diverse in his pursuits locally as well as globally. Buffet tends to be involved on a personal note in all that his name stands for. This dedication has turned him into the one of the most excellent developer of superior real estate make him a pioneer in his sector and in all his undertakings the Buffet gold standard is plainly visible (Dierickx, 2006). He puts on display a saintly leadership technique which is typified by numerous specific traits. One of those is the desire for power. This is revealed by every bit of possessions Buffet is in possession of. His way of working involves a great amount of risk taking. All these approaches towards his business have lead to the world recognizing him as a very well renowned business leader, and one of the countrys most famous billionaires and all his actions, be it in stocks or investments, represent examples of charismatic leadership style (King, 2008).
Carlos Ghosn
Carlos Ghosn, on the other hand is know for his Transformational Leadership style. Transformational leader is somewhat similar to the charismatic leader but is more on putting passion and energy to everything. It is also people centered where it is structured to create a vision for the people and will develop to make potential leaders. They are always visible and fight for whatever rights and let everyone know that they have something to say. Transformational leaders motivate their employees through day-to-day monitoring and ensuring them that whatever problems they have they will be assured that their leader is there for them (Becker, 2003).
Ghosns leadership, in the attainment of higher level human capital, there is no end point but the realization of the firms productivity advantages it relation to its competition. Clearly, in this relationship, the firm with higher human capital resources in terms of cognitive ability should is normally expected to achieve higher productivity levels (Hargreaves & Fink, 2005). In the same manner, the firm with greater human capital is also expected to maintain its advantage in flexibility and adaptability over its competitors. Like wise, a firm with the best human resources has the greater potential for sustainable competitive advantage (Cameron & Green, 2004). Meanwhile, capitalizing multiple labor pools is considered to be one of the noticeable advantages of the transnational firms mainly these types of companies can draw from many different labor pools from which to choose the most appropriate workers. The best example would be how Ghosn consumed able workers from General Motors after acquiring 20% of its share in 2006 (Hiatt, 2008).
Conclusion
Presented with various leadership styles and needs of the employees, it can be noted that there is no appropriate leadership style for their every need. It should always be a combination of every style in order not focus only on one method. In directing the staff to have their outputs done, in getting their decisions and making them part in problems of the organization structure and framework, the company should be at hand in providing them appropriate skills. Since the environment is diversified, one method would not be enough in addressing problems. Each method is interconnected with the other method. Indeed, leading people is a hard task to do but if this will be done successfully, this will be a great fulfillment for each and everyone in the company. Management and leadership should always come together. A good skill in these fields will not be worked out overnight but this will be improved more through study and practice (Bissell 2006).
Reference list
Alchian, A., 2007. Production, information costs, and economic organization. American Economic Review, 62 (2), pp 777-795.
Barney, J., 2006. Firm resources and sustained competitive advantage. Journal of Management, 17 (4), pp 99-120.
Becker, G., 2003. Human capital. Columbia U. Press, New York.
Bissell, B., 2006. Resistance Change: Leadership, Ebsco publishing, Sydney.
Cameron, E., & Green, F., 2004. Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change. NY: Kogan Page Publishers.
Dierickx, I., 2006. Asset Stock Accumulation and Sustainability of Competitive Advantage. Management Science, 35 (4), pp. 1504-1511.
Hargreaves, A., & Fink, D., 2005. Sustaining Leadership. Sydney: Ebsco publishing.
Hiatt, J., 2008. Change Management: The People Side of Change. London Prosci.
King, D., 2008. Changing Shape of Leadership. Sydney: Ebsco publishing.
Wilson, D., 2007. A Strategy of Change: Concepts and Controversies in the Management of Change. NY: Cengage Learning.
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