Leadership In Hksar Essay, Research Paper

Leadership is of import to every organisation because it is really hard to success without a good leader. So, many bookmans write about leading and organisational direction. Edgar Schein is one of the most celebrated experts in this field. Harmonizing to the article Leadership and Organizational Culture written by Schein ( 1996 ) , leaders should be able to make, construct, maintain and alteration organisations. His thoughts would be discussed in the undermentioned paragraphs. Besides, the instance of Hong Kong Special Administrative Region ( HKSAR ) would be applied to the treatment and HKSAR Chief Executive Tung Chee-hwa s public presentation would be considered.

First, Schein thinks that leaders can make organisations. They are taking the function of energizer in the phase. Successful leaders should hold vision, that means they can anticipate the hereafter. Apart from vision, it is really of import for leaders to hold energy to make the organisations. They would seek one attack after another, despite confronting perennial failure. This energy frequently comes from the leaders strong personal beliefs. More significantly, leaders can convey energy this energy to their subsidiaries.

Sing the instance of the HKSAR, the Chief Executive Mr. Tung Chee-hwa, as a leader of the authorities, can be regarded as holding adequate vision. Every clip Mr. Tung presenting his policy references, he has new cardinal policy like the promise of constructing 85,000 lodging units per twelvemonth, advancing Information Technology ( IT ) and Cyberport, environmental protection and edifice Disneyland subject park. We can see that Mr. Tung is in fact holding vision and wants to do Hong Kong more competitory.

In add-on to vision, Mr. Tung does hold energy. Mr. Tung faced fiscal problem when he was working in his household transportation house in the early 1980s, but he was able to assist the house canvas through the recession. He faced similar state of affairs when the Asian fiscal crises happened in 1998 and he led the authorities go through the hard clip. Therefore, in general, Mr. Tung can be regarded as a successful energizer.

Second, leaders can construct organisations. They are civilization Godhead at this phase. The leaders beliefs, values and basic premises are transferred to the mental theoretical account of the subsidiaries. This is a procedure of constructing organisational civilization. The leaders may make this in three ways: ( 1 ) they merely hire and maintain like-minded subsidiaries, ( 2 ) they indoctrinate and socialise subsidiaries, and ( 3 ) they set their behaviour as a function theoretical account.

In the HKSAR instance, Mr. Tung can be considered to be conservative and he in fact is seeking really hard to construct his ain civilization in the authorities. For illustration, he appointed Ms. Elsie Leung, who is like-minded to Mr. Tung, as the Secretary of Judiciary. Besides, we can see that most senior civil retainers act rather cautiously under Mr. Tung.

Having said that, some of the senior civil retainers who are cultivated by the British colonial authorities like Anson Chan seem to hold different beliefs and values from Mr. Tung. So, there is ever rumour that Mr. Tung and Anson Chan have some kind of dissension. Mr. Tung, nevertheless, was constrained. He could non name all like-minded people to be top civil retainers when he came to the power since he had to maintain the authorities stable.

Third, leaders are able to keep the organisations. They act as civilization upholder at this phase. Successful organisations should pull impersonators to maintain the organisations developing. Having said that, the founder/ builder of the organisation normally does non desire to allow travel of the leading function and even prevents the growing of the new coevals of leading. The successful leaders at this phase are the 1s who permit other signifiers of leading to emerge. Besides, they must understand the organisation s civilization, including strengths and failings, to consolidate the elements that are needed to keep the ability to map and grow.

Sing the instance of HKSAR, Mr. Tung can be considered to be an unsuccessful civilization sustain

Er. In my sentiment, Mr. Tung does non desire to allow travel of the leading function. He is non willing to portion his power with his subsidiaries sing some of import issue like his Information technology policy and Educational Reform. Besides, it seems that Mr. Tung is forestalling new from of leading. He ever uses the rotary motion method to name senior civil retainers but seldom appoints people outside the authorities or promotes lower-level civil retainers.

Last, leaders should be able to alter the organisations. They must move as a alteration agent. Successful leaders at this phase should unlearn things that are no longer functioning the organisations good. They, nevertheless, can non alter civilization randomly, but have to germinate civilization by constructing on its strengths. They must be able to make for the organisation a sense of psychological safety. Besides, they have to undergo a personal transmutation as portion of the entire alteration procedure. The most of import characteristic that the leaders have to show at this phase is flexibleness.

In HKSAR, we can see Mr. Tung as missing the flexibleness that is needed to alter organisations. As mentioned above, Mr. Tung has vision, but the job is that he implements excessively many reforms such as Civil Service Reform and Educational Reform at the same clip. It seems that he does non hold precedence to transport out different reforms. Besides, Mr. Tung s Civil Service Reform is implemented excessively fast that it faces great resistance within the civil retainers and this does affects the civil retainers working sprits. He appears to be missing some flexibleness to decelerate down the reform a spot to maintain civil retainers working sprits.

By and large talking, Mr. Tung did show some characteristics of leading in the past three old ages, but he lacks some other quality of a successful leader. Besides, we can non pretermit some factors that affect Mr. Tung s leading.

As mentioned above, Mr. Tung did show his strong vision. He has more programs. But some people said that Mr. Tung is excessively long-sighted and non short-sighted plenty. In his policy reference, he talked approximately many programs, but rarely mentioned about the solutions to some societal jobs like unemployment.

Apart signifier missing flexibleness, which is mentioned above, Mr. Tung besides is criticized that his reaction to crises is slow. In the bird grippe crisis, we can see the HKSAR authorities led by Mr. Tung did non take the issue really earnestly and the Head of Health Department even said that she ate lily-livered every twenty-four hours! And eventually the authorities had to kill all the poulet in the districts. Besides, as a political leader, Mr. Tung should be seeable to the populace. However, Mr. Tung seems to be media-shy and it is non easy to see him really frequently through the mass media.

There are some factors that affects Mr. Tung s leading in the HKSAR. The most of import one is the China factor. As Hong Kong is merely a particular administrative part of China, Mr. Tung has to see the position of the cardinal authorities in Beijing, particularly when covering with some sensitive issue like the dealingss with Taiwan. But Mr. Tung is so conservative that it seems he is chiefly accountable to the Beijing authorities but non the people of Hong Kong. Some people even said that he is merely a marionette of the cardinal authorities.

In add-on, Mr. Tung is elected by the 400 pickers and so he has limited legitimacy. Besides, he has no political experience before taking office. So, it is hard for him to pull off the HKSAR authorities.

In decision, our Chief Executive demonstrated vision and energy so he can be regarded as a good founder/builder of organisation. However, he is certainly non a good civilization upholder or alteration agent. And his public presentation, to some extent, affected by some factors like the China factor. Mr. Tung is non a bad leader but until now he is non a really good Chief Executive.

Mentions:

Schein, E.H. ( 1996 ) . Leadership and Organizational Culture. In Hesselbein, F. ,

Goldsmith, M. & A ; Beckhard, R. ( Ed ) , The Leader of the Future, San Francisco:

Jossey-Bass, pp. 59-69