Discussion Board Post

Reflection on Leadership

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Samsung Electronics Company

Samsung Electronics Company is a South Korean multinational conglomerate with its headquarters in Samsung Town, Seoul. The company is among the global largest manufacturers of consumer and industry electronic devices such as smartphones, appliances and integrated systems (Samsung, 2019). Considering the competitive and innovative nature of the smartphone industry, I would consider Industry, Innovation, and Infrastructure SDG outlined by UNDESA (2019) for building a resilient infrastructure while promoting sustainable and inclusive industrialization and fostering innovation.

For Samsung to achieve this SDG, I would consider transactional and problem-oriented, transformational leadership styles to successfully promote the SDG in the business. The Samsung business model is based and driven innovation and therefore, the aforementioned styles will ensure the company achieve the set forth SDG (Bolman and Deal, 2017). Often, transactional leaders agree with their followers on the organizational goals, support the relevant subordinate activities, give out performance-related rewards, and use corrective actions (Jiang, Zhao, and Ni, 2017). This style will trigger innovation as most employees are focused on achievement of organizational goals which in turn triggers performance related rewards. In the framework of Maslow’s hierarchy of needs, this leadership style operates at the basic level of need satisfaction (Yukl, 2013).

Equally, transformational leadership motivates, energizes, and encourages followers to achieve exceptional results (Bertocci, 2009, p. 49). Transformational leadership depends on the intellectual stimulation, individual attention, and charisma of the leader (Bertocci, 2009, p. 49).The problem-oriented leadership in goal realization involves solving a particular issue and promoting organizational growth. Corporate growth will then ensure that Samsung builds a resilient infrastructure which promotes sustainable and inclusive industrialization this allows leaders to have creative attitudes, which can help them offer new ideas on the techniques of carrying out tasks. These styles lead to corporate growth which in turn allows the company to implement the SDG (Oshagbemi and Ocholi, 2016). Additionally, the leadership styles involves innovating for the entire organization, long-term thinking, creating vision and meaning, challenging the status quo, and inducing a change in the organization and the industry as a whole.

References

Bertocci, D. I., 2009. Leadership in organizations: There is a difference between leaders and managers. Lanham, Md. [u.a.]: Univ. Press of America.

Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.

Jiang, W., Zhao, X. and Ni, J. (2017). The Impact of Transformational Leadership on Employee Sustainable Performance: The Mediating Role of Organizational Citizenship Behavior. Sustainability 9(1567), 1-17

Oshagbemi, T., & Ocholi, S. A. (2016). Leadership styles and behaviour profiles of managers. Journal of Management Development, 25(8), 748-762.

Samsung. (2019). About Us | Samsung US. Retrieved from https://www.samsung.com/us/aboutsamsung/home/

UNDESA. (2019). United Nations Department of Economic and Social Affairs SDGs .:. Sustainable Development Knowledge Platform. Retrieved from https://sustainabledevelopment.un.org/sdgs

Yukl, G. A., 2013. Leadership in organizations. Upper Saddle River, N.J: Pearson