4/16/2020 Portfolio 6 - Draft Cover Sheet Zaw

The leadership characteristics that empowers success are one of the deeply sought-
after topics of interest, in both the business organizations and the academic research
communities. Currently, the subject has been causing contradictions and had led to
being one of heavily debated topics in both theoretically and practically implementing
it in the workplace.
In this essay, the analysis of these leadership aspects will be inspected on the
following three articles (Capelli et al. 2010; Larkin and Weber 2011; Useem 2010)
with two engaging in the business sector and one being in the military sector. Since
each article’s findings have been conducted in different countries, thus, diverse ideas
and values for the aspects have been established. Capelli et. al, for example, takes
place in India, where the ideas of powers practiced traditional business models are
changed from the CEO to their employees who are now succeeding them as
leaders. Whereas, Larkin and Weber’s focuses in China, interviewing top business
leaders for advice in coping challenges in the changing tourism industry and
Useem’s article mainly focusing on the military who created new tactics that adapted
the new environment which the businesses could take inspirations from. The main
objective of this, is to discover the nature of how their aspects are valued as well as
on their similarities or differences on mission-building, communication-skills and
learning-styles.
While all the articles do practice the aspect of having a mission being built, in which
is to be used as means of establishing purpose for the organization/group to
accordingly act upon, the scope (of domain) where its set for are different. The
Indian leaders for example, has been well-known for being internally and externally
aiding the people and the infrastructure, both in and out of their business which they
call their “social mission” (Capelli et. al, pg.56). While this responsibility would
4/16/2020 Portfolio 6 - Draft Cover Sheet Zaw*

precede beyond their workplace area, building and maintaining healthy relationships,
the rest of the articles are internally focused on their groups (for stability and
consistency). According to Larkin & Webber, the ten global leaders claim that
supporting teams with systematic, well-structured plans and strategic leadings is
mainly the most important mission among all else, for bringing in the team to
together to work inside is far crucial that the outside. This includes bringing right
people to talk to the right team and having a department to rightly execute it (pg.29).
Similarly, Useem’s US Military bootcamp does not differ far from this, except from
the fact that they are in a survival mode where conformity is primarily the only way to
establish the mission, in accords to their laws of the Marine Dictum (pg.76). In
explanatory terms, the dictum says only decisions are made when the consensus is
dominant (e.g. 70% consent-act principle) and must act as their sole mission.
Applying comprehensible communication skills towards member are another
commonly connected aspect that all these articles leniently agree on, with very little
distinctions to be made. Being able to instruct a clear set of goals and objectives, is a
trait that Larkin & Weber (pg.30) as well as Useem (pg.77) both tend to use: helping
individuals find reasons to understand why their responsibilities and directions are
being planned and conducted. Although, Capelli et. al has these traits, he
emphasizes more on building relationships, encouraging openness and empowering
them is the essential part in the teams’ communicating process, with instructing not
being used solitarily (pg.58). The reason was made allegedly so that the needs of
the members and their customers are meet in appeal, contributing to the well being
of the individuals.
Although there is a variation in dealing with uncertainty, all the articles have made
proposals to address it by having a learning style. To Capelli et. al, the way of the

learning in the Indian workplace is made by enrolling the staffs on workshop trainings
that are heavily invested, for it is taught by the successful experts (pg.59). The
initiative in implementing this is so that staffs to soon model after them, learning to
overcome challenges by their expertise. In Larkin and Weber’s version, their learning
style happens when practicing the qualities of being self-reflective and humble
instead of being entitled in a god-like status, where one is shy of having their
reputation ruined and is in constant denial. The concept of admittance, honesty,
humility and responsibility is taken into their accords, because formulating in this way
could help find a solution to the problem especially in the long-term that affects all
members (pg.29). On Useem’s style, the learning occurs by one’s personal
experience that they undergone in, using self-reflection as a key to understand and
being aware of their situations so they could adapt if necessary (pg.77).
By looking at the three articles so far, it can be noted that their aspects of mission-
building, communication-skills and learning-styles, are indeed are important
characteristics for success, although it is differentiated due to their nature of
business types. For this reason, there are such decentralized (India) and centralized
(USA & China) focuses in the organizations as well as different ways of learning.
Although communication has far less variation, overall, it was served as a functional
means for the group. Personally, I would like to point out that if businesses are
driven into highly competitive environments, following Useem’s militia is my
recommendation whereas for the challenging environments, take Larkin & Weber’s
advice, and Capelli et. al for creating a new environment.

4/16/2020 Portfolio 6 - Draft Cover Sheet Zaw

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The leadership characteristics that empowers success are one of the deeply sought-

on their similarities or differences on mission-building, communication-skills and

is to be used as means of establishing purpose for the organization/group to

4/16/2020 Portfolio 6 - Draft Cover Sheet Zaw*

supporting teams with systematic, well-structured plans and strategic leadings is

Applying comprehensible communication skills towards member are another

emphasizes more on building relationships, encouraging openness and empowering

4/16/2020 Portfolio 6 - Draft Cover Sheet Zaw*

reputation ruined and is in constant denial. The concept of admittance, honesty,

members (pg.29). On Useem’s style, the learning occurs by one’s personal

being aware of their situations so they could adapt if necessary (pg.77).

building, communication-skills and learning-styles, are indeed are important

characteristics for success, although it is differentiated due to their nature of

driven into highly competitive environments, following Useem’s militia is my

advice, and Capelli et. al for creating a new environment.

4/16/2020 Portfolio 6 - Draft Cover Sheet Zaw*

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