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Walmart Analysis for Leadership

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Walmart Analysis for Leadership

As your company begins to evolve, you consider taking the big decision of hiring and

enforcing systems and methods to keep your business on course. It is at this stage where good

leadership is important if you really want to keep going to run your company forward with

business expansion and progress to the next level. Growing your business in foreign country can

be a great challenge but can be dealt with a great leadership, New Zealand is a small nation with

a huge heart in it. New Zealand's capital city, Wellington is the place where we will operate our

business "Walmart". The worker's commitment in the organization can be strongly affected by

the way they are supervised. Through the recent years, studies has shown that workers '

productivity and efficiency can be strengthened by using the most effective leadership style for a

given situation or environment. While there is a difference of opinion among people about the

different styles of Leadership styles, we will focus upon the few

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Strategic Leadership

Strategic leaders are placed at the junction between the organization's main operations

and its market opportunities. The individual accepts the responsibility of employee desires while

making sure that the current operating parameters stay flexible for others. This is an ideal style of

leadership in many corporations, because strategic mindset promotes various types of workers at

the same time. Nevertheless, the leaders who work this way will set a new precedent in terms of

how many individuals they can serve at once, and what will be the optimal course for the

business if they all get their way at all times. This Leadership style is quite effective.

Transactional Leadership

Transactional leaders are quite general nowadays. These managers praise their workers

for the work they do. A marketing department that acquires a planned bonus to help increase a

certain amount of leads by the end of the year is a simple example of transactional leadership.

Once you start to work with a transactional boss, you could perhaps get an incentive proposal

that encourages you to quickly perform your normal job swiftly. For instance, if you're working

in product design, you might get a bonus for designing every 10 products. Whereas, a

transformational leader could maybe give you a reward if your job leads to a significant increase

in popularity of a product. Transactional leadership enables to develop goals and objectives for

each worker, but it can also prompt lesser work if workers know how much their determination

is worth all the time. Such style of leadership can use training programs to encourage workers,

but they should be compatible with the goals of the organization and be used in addition to

unscheduled expressions of appreciation.

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Transformational Leadership

Transformational leadership has always been converting and enhancing the norms of the

company. Workers might have a fundamental series of tasks and objectives that they

must complete at a given time, however the supervisor keeps pushing them out of their comfort

zone. When beginning a job with such kind of leader, all workers might have a list of goals to be

achieved, as well as deadlines to be met. Even though the objectives may seem straightforward at

first, this supervisor may step up the timelines or start giving you even more complex and

difficult objectives as you grow up with the company. This is a strongly advised type of

leadership among growth oriented businesses, as it encourages workers to see what they are

aware of the implications. However transformational leaders may face losing sight of each

individual learning process if direct reporting does not acquire the right guidance to mentor them

through new challenges.

Leadership Competencies

Focusing on leadership competence and skill growth encourages improved

leadership. Moreover, the skills required for a specific position may differ depending for

the particular level of leadership in the organization. By using a competency strategy, companies

may identify which roles require different competencies at which stage.

Social Intelligence

Social intelligence is one of the biggest indicators of strong leadership, yet it is inadequately

perceived and under-researched. Social intelligence is rather wide, and yet it can better be seen in

terms of developing social situations and interactions and the ability to operate efficiently in a
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variety of social settings. To develop this leadership competence, one must expose themselves to

different kinds of people, different cultural instances, and work to improve one's social

awareness and ability to interact others in discussion.

Courage

This is having the fortitude to take calculated risks, e.g. courage to stand things you believe; do

the responsible thing. In order to do so an individual must require patience as it takes a bit of

effort, but it is bound up in establishing and maintaining strong personal morals. If you really

love something or someone, you will have the courage to stand for your values and your friends.

Political Skills

Let's face it now. Every party or company is, at its core, full of politics. People will try to play

the system, establish friendship, drive a personal goal, etc., to try to get ahead. An effective

leader is a serious political competitor who likes to play the game, but can also control political

behavior so it would not lead to party or corporate instability. Compared to several of the

somewhat specialized leadership skills, political competencies are gained through training and

thinking about people and social structures.

Influence Skills

In its essence, leadership is about empowering people, so a strong leader has a grasp over social

value and able to exercise authority efficiently and equally. Having a strong hold over

conversation skills helps to make reasoned, well-considered arguments. Understanding it from

another's viewpoint will help you appreciate what they expect from a negotiating process and

encourage you to concentrate on favoring everyone.

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Cultural leadership seems to be the leading role of the cultural area. As society itself, it

derives from many different people and can be expressed in a variety of ways. This involves

senior managers and directors of subsidized cultural institutions; public officials designing and

implementing policies for the culture sector; and a wide range of manufacturers, innovators and

businessmen in small businesses, distribution centers and teams. No one has a Duopoly over

leadership in the modern world. New Zealand is a nation having two main islands, nearly two

third of the area of California. Having a population of roughly 4 million. Most recently,

immigration from within the Pacific has risen, and new immigrants from Indo-China, ,

Singapore, Hong Kong, and other northern countries have increased the Asian population. In the

1996 census, nearly 20% of the population asserted classification with more than two ethnic

groups. Approximately 80% of the population is of European descent and almost 15% of the

population is Maori. Pacific Islanders and Chinese ethnic groups make up 6.5 per cent and 2.9

per cent of the total population (Statistics New Zealand, 2001). As a global leader in economic

freedom country like New Zealand, the nation has generally followed a market-oriented policy

framework for a prolonged period of time that encourages economic stability and growth. The

new government rocked company interest in 2018 with proposals for higher minimum wage

rates, union-friendly labor law amendments, less immigration visas, a ban on foreign purchases

of homes, and higher taxes. A number of settlements following public-sector union strikes are

likely to push higher wage demands in the private sector. The rule of law is well preserved and

the justice system is largely autonomous.

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GLOBE’s 9 Dimensions of Culture

The Global Leadership and Organizational Behavior Effectiveness (GLOBE) concept presents

leaders with valuable information to understand clearly on how to work well in a foreign

industry. The GLOBE model involves 170 researchers from more than 60 nations who have

gathered data from 17,000 supervisors from 62 countries worldwide. GLOBE studies have

classified nations into groups of countries with common cultural characteristics and identified

nine dimensions that describe differences in national cultures. This classification delivers a

practical way to summarize cultural data for a larger number of nations and clarifies the task of

an international supervisor trying to handle it effectively in different countries. Because the

clusters contain populations with similar cultural characteristics, similar cultural adjustments can

be created.
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Power Distance

Power distance is the level to which people recognize the unbalanced division of power and

position advantages. Throughout high power distance nations, there is admiration for age and

position, people are forced to follow rules, and that creates more tolerance for abundant power.

Uncertainty Avoidance

The extent to which people start to feel uncomfortable with risk, adjustments, and vagueness is

called the uncertainty avoidance. For nations with high level of vagueness, more pressure is put

on rules, order and consistency.

Performance Orientation

Performance orientation is the mark to which creativity, high expectations and exceptional

performance are promoted and compensated. Nations with highly efficient orientation

significance materialism and sustainability plan to invest in learning to encourage improvement

in performance.

Assertiveness

Assertiveness is the level to which people are efficient, passive aggressive, as referred to

cooperative and compassionate. Personal projects are promoted and associations are likely to be

collaborative. New Zealand is one of the nation which has low assertiveness rankings and in

order to counter this they have to pursue consensus and collaborative decision-making.
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Future Orientation

Future Orientation is the point to which deferred satisfaction and strategic planning are prized

over short-term gains is called future orientation. Countries with a strong potential outlook

encourage investment towards future payments over immediate consumption.

Humane Orientation

Humane Orientation is considered to be the standard to which honesty, selflessness, goodwill,

and kindness are appreciated and valued is a measure of the human orientation of a nation. In

countries with a high human orientation, people are responsible for encouraging the well-being

of people around them, as referred to the state ensuring social and economic support.

Institutional Collectivism

Institutional collectivism is the level to which organizational and social systems empower people

to be merged into groups and organizations. Collective social allocation of assets and collective

action are motivated in high institutional collectivism nations. Team cohesion is promoted, even

if it threatens the achievement of individual goals.

In-Group Collectivism

In-group collectivism is the point to which people demonstrate confidence, commitment and

unity in their organizations or communities. In nations with a high level of organizational

collectivism, people recognize with their families or groups and determine behavioral duties and

obligations. There is a clear differentiation between which people are in a specific group and

which are not.

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Gender Egalitarianism

The extent to which fairness among men and women is established is considered gender

egalitarianism. Nations with a high level of gender equality are sure to offer opportunities for

women and more women in positions of authority.

Through the years, Walmart has formed a range of different policies, values, rules, systems and

processes. All of this enables to shape the company culture and for that Walmart need to keep

this GLOBE's 9 dimensions of culture in mind to operate successfully in New Zealand

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References

Country List;New Zealand. (2020). Retrieved from Globe Project:

https://globeproject.com/results/countries/NZL?menu=list#list

House, R., Hanges, P., Javidan, M., Dorfman, P., & Gupta, V. (2004). Culture, Leadership and

Organizations: The GLOBE Study of 62 Societies. Thousand Oaks: CA: Sage.

Kampf, C. (2007). Corporate social responsibility: WalMart, Maersk and the cultural bounds of

representation in corporate web sites. Corporate Communications: An International

Journal 12.1, 41-57.

Mkheimer, I. (2018). The Impact of Leadership Styles on Business Success: A Case Study on

SMEs. Amman: Arabian J Bus Manag Review 8: 343.

Riggio, R. E., & Conger, J. A. (2006). The Practice of Leadership: Developing the Next

Generation of Leaders. John Wiley & Sons.

The Heritage Foundation. (2019). New Zealand. Retrieved from 2019 INDEX OF ECONOMIC

FREEDOM: https://www.heritage.org/index/country/newzealand

Vries, D., Reinout, E., Bakker-Pieper, A., & Oostenveld., W. (2010). Leadership

communication? The relations of leaders’ communication styles with leadership styles,

knowledge sharing and leadership outcomes. Journal of business and psychology 25.3,

367-380.

Statistics New Zealand. (2001). Retrieved August 29, 2005, from

http://www.stats.govt.nz/quick-facts/people/default.html
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