MBA - TodayZ Lesson

Trust between leaders and followers represent one of the most relevant influences to predict success or failure. It sets the base for collaboration which in term brings organisational effectiveness, improves people’s motivation, co-operation, performance and positive behaviour.  As a way of exploring this topic, a formal definition or trust is presented together with the analysis of how trust between leaders and followers influences the decision making and behaviours both for leaders and followers. TRUST DEFINITION Trust is an attitude people have towards other people in the hope that the other person will be trustworthy. Trust has several important characteristics, firstly, it requires being vulnerable to other people's decisions.  Secondly, one of the parts rely on the other one to be competent to do what they have been trusted to do, and lastly, to rely on them to be willing to do it (McLeod 2021). TRUST AND LEADERSHIP IN DECISION MAKING Trust between leaders and followers is kn

The organisational culture is very much shaped by the leaders’ views as well as their relationship with followers. To explore this topic, Schein's model is explained in an attempt to provide insight on a formal definition of organisational culture and the underlying levels of it.  Then, four types of organisational culture are explained as well as the leaders' possible roles within that culture, and lastly, a contemporary example taking Google as a case study for success in creating an organisational culture which values quality work as well as employee satisfaction. SCHEIN’S MODEL  Leaders do an important role in keeping or changing an organisational culture. According to Edgar Schein organisational culture is defined as the group of shared basic assumptions learned by a group while solving problems of external adaptation and internal integration (Schein 2010).  The Schein’s model is a theory in which the basic assumptions determine an organisation’s culture, shaping the value

The present report explores the relationship between trust and human behaviour in the workplace.  This includes the analysis of the workplace relationship between leaders and followers, the influence leaders have on the organisational culture through their relationship with followers, and lastly, the role of trust between leaders and followers in the decision making. Along with this analysis are presented relevant theories, concepts and contemporary examples to support the underlying topic and describe the influences of trust between leaders and followers on the decision making which ultimately impacts on the organisations’ success.  This report concludes there are clear benefits from having a healthy and trusting relationship between leaders and followers such as improving employee’s motivation, co-operation, performance, responsibility and positive behaviour. Workplace relationship between leaders and followers  The workplace relationships and nature of humans in organisations can wi

When thinking of strategic leadership it is often the responsibility of the CEO and the top management group of people within a company. For Fortescue Metals Group Australia- FMG, Elizabeth Gaines (current CEO 2022) together with other nine directors and members of the board, are responsible and accountable for performing the vision, mission and plan to achieve strategic objectives.  In other words, and  according to Lussier “Strategic leadership is a leader’s ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for an organisation” (Lussier 2016, pg 397).  On this  view, FMG has been able to apply strategic leadership in developing human resources of the company by constantly training and educating the staff. For example, the FMG’s objective to run the whole operation with green renewable energy has brought the company to invest in training the teams to find the way to harness the power o

This article aims to explore and analyse Andrew Forrest as a contemporary leader of Fortescue Metals Group, also known as FMG, while using theoretical concepts relevant in leadership to interpret his actions as a leader.  The information will be presented in several parts starting with a brief description of FMG and Andrew’s life relevant experiences. Followed by an analysis of Andrews’ strategic leadership effect on the top management teams, human resources and development of ethical practices within FMG.  Finally, a description of the main lessons learnt will be presented thanks to the analysis of the leader’s actions and theoretical concepts. Company’s overview Fortescue Metals Group is an Australian mining company founded in 2003 by Andrew Forrest with headquarters in Perth which bases its operations in Western Australia.  FMG is currently the fourth largest producer of iron ore in the world, following closely the biggest three: Vale, Rio Tinto and BHP. Most of the FMG’s produ