Volume 15, Issue 2, June 2015, Pages 361–363
Lawrence Lowell1
1 Partner Academician - Online/Distance Learning, UNEM & IMA; Adjunt Professor, AZTECA University European programmes; Part-time Lecturer, Valley View University-Kumasi, Ghana; Course Facilitator/Examiner-Cambridge International College, UK. Management/Educational Consultant, Self-employed Kumasi, Ghana
Original language: English
Copyright © 2015 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Leadership as we know it has changed, with deeper engagement necessary for the engagement of employees. Autocratic power exercised by leaders has diminished in the knowledge economy, where employees hold the knowledge capital of the organisation, engaging at a deeper level helps in leadership. Leadership by directing is gone, and this has been replaced by leadership by engagement. The leadership styles that are most popular – transactional and transformational are discussed, and it is observed that the latter style is more effective in the post-modern era. As leaders are decision makers, the efficacy of making decisions that are suitable or beneficial to most of the followers is viewed as a success criterion. Therefore, leaders must develop a plan to reduce information asymmetry within organisations and develop a consultative and participative system of generating opinions when making decisions. Such approaches help the leader in mitigating the risks involved in analysing diverse ideas and also by taking people into confidence of the constraints that are there in the decision to be made.
Author Keywords: Leadership, Risk, Morden theory, Transformational, Participatory.
Lawrence Lowell1
1 Partner Academician - Online/Distance Learning, UNEM & IMA; Adjunt Professor, AZTECA University European programmes; Part-time Lecturer, Valley View University-Kumasi, Ghana; Course Facilitator/Examiner-Cambridge International College, UK. Management/Educational Consultant, Self-employed Kumasi, Ghana
Original language: English
Copyright © 2015 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
Leadership as we know it has changed, with deeper engagement necessary for the engagement of employees. Autocratic power exercised by leaders has diminished in the knowledge economy, where employees hold the knowledge capital of the organisation, engaging at a deeper level helps in leadership. Leadership by directing is gone, and this has been replaced by leadership by engagement. The leadership styles that are most popular – transactional and transformational are discussed, and it is observed that the latter style is more effective in the post-modern era. As leaders are decision makers, the efficacy of making decisions that are suitable or beneficial to most of the followers is viewed as a success criterion. Therefore, leaders must develop a plan to reduce information asymmetry within organisations and develop a consultative and participative system of generating opinions when making decisions. Such approaches help the leader in mitigating the risks involved in analysing diverse ideas and also by taking people into confidence of the constraints that are there in the decision to be made.
Author Keywords: Leadership, Risk, Morden theory, Transformational, Participatory.
How to Cite this Article
Lawrence Lowell, “Business Leadership and Risk Management,” International Journal of Innovation and Scientific Research, vol. 15, no. 2, pp. 361–363, June 2015.
