[ Group 4] - Midterm Assignment - Adolf Hitler PDF

Preview

Summary

FOREIGN TRADE UNIVERSITYHO CHI MINH CAMPUS` MIDTERM ASSIGNMENTLEADERSHIPTOPIC:ADOLF HITLER’S LEADERSHIP STYLE AND RELATED ISSUESLecturer Nguyễn Thị Minh HàStudents Trương Nguyễn Minh Khoa 2012255254 Nguyễn Linh Anh 2012215030 Phạm Nguyệt Hà 2012256006 Trần Phạm Gia Thịnh 2012255572 Nguyễn Đình Kim C...

Description

FOREIGN TRADE UNIVERSITY HO CHI MINH CAMPUS

`

MIDTERM ASSIGNMENT LEADERSHIP

TOPIC: ADOLF HITLER’S LEADERSHIP STYLE AND RELATED ISSUES Lecturer

Nguyễn Thị Minh Hà

Students

Trương Nguyễn Minh Khoa

2012255254

Nguyễn Linh Anh

2012215030

Phạm Nguyệt Hà

2012256006

Trần Phạm Gia Thịnh

2012255572

Nguyễn Đình Kim Chi

2011116330

Vũ Ngọc Diễm Quỳnh

2012256021

Lê Minh Nguyệt

2012255410

Lê Trần Hải Nam

2012255339

Võ Minh Quang

2012255493

Ho Chi Minh, 27th February 2022

TABLE OF CONTENT

Chapter 1.

INTRODUCTION ................................................................................ 1

Chapter 2.

LITERATURE REVIEW .................................................................... 3

2.1.

Definition of leadership ......................................................................... 3

2.1.1.

Who is a leader? ..................................................................................... 3

2.1.2.

What is leadership? ................................................................................ 3

2.1.3.

Classification of leadership styles: ........................................................ 3

2.2.

Related Theories .................................................................................... 5

2.2.1.

Trait Theory (Ralph Stogdill, 1948) ...................................................... 5

2.2.2.

Behavioral theory ................................................................................... 6

2.2.3.

Path-goal theory (Robert House, 1971) ................................................. 9

Chapter 3.

METHODOLOGY AND DATA ....................................................... 10

3.1.

Hitler’s background: ............................................................................ 10

3.1.1.

Hitler’s childhood: ............................................................................... 10

3.1.2.

Hitler’s early life: ................................................................................. 11

3.1.3.

Rise to power of Adolf Hitler: ............................................................. 12

3.2.

Hitler’s leadership style: ...................................................................... 16

Chapter 4.

FINDINGS AND ANALYSIS ............................................................ 18

4.1.

Good side: ............................................................................................ 18

4.1.1.

Behaviors: ............................................................................................ 18

4.1.2.

Some characteristics: ........................................................................... 19

4.2.

Bad side: ............................................................................................... 20

4.2.1.

Behaviors: ............................................................................................ 20

4.2.2.

Some characteristics: ........................................................................... 21

Chapter 5.

LESSONS AND CONCLUSION ...................................................... 26

5.1.

Lessons ................................................................................................. 26

5.2.

Conclusion ........................................................................................... 27

References………………………………………………………………………………. 28

List of Tables

Table 2-1 – Trait Theory of Leadership ...................................................................... 6 Table 2-2 – Types of Leadership ................................................................................. 8

Chapter 1. INTRODUCTION We believe that anyone will feel the same shivers as we do when it comes to Hitler as well as the selection of Hitler as a representative for analysis of Autocratic and charismatic leadership style. However, there is no denying the extent of this man's enormous influence in the history of human struggle. Judging from a person without a high education, according to German Nationalism, only had the rank of corporal in World War I, had no good character, no people's patronage, no inheritance, Hitler's achievements were remarkable in many diplomatic, economic and military fields. It is the charismatic leadership style of Adoft Hitler has made many people both scared and curious. Because it cannot be denied to recognize his vast influence on Germany and on the whole world. It can be said that, for the German people at that time, Hitler was not a "butcher genocide” but a national hero. Thanks to the unique decisions, predictive but effective, he saved a Germany lost in World War I, suffered heavy war costs, economic collapse and more. The Great Depression World economy (1929-1933) engulfed Germany in inflation, unemployment, division, confusion, distrust. In the meantime, Hitler launched a policy to save the country by territorial expansion abroad and domestic repression, committed to establishing order again. He tore up the Treaty of Versailles, devoted himself to industrial development in order to re-arm Germany, thanks to which the economy recovered and grew rapidly, unemployment decreased. Germany's power and prestige are high. But tyranny is always two faces: good and bad. It was this bad that caused Germany to lose the battle in World War II, leading to Germany being divided into two parts and his death was inevitable. So in daily life, as a leader and in the military, we can all see that authoritarian leadership style. Through this essay, through a very famous historical figure - Adoft Hitler - our group wants to delve into the analysis of authoritarian leadership style, advantages and disadvantages. From there, a solution can be proposed to apply in practice because no style is perfect, each style has its own good and bad. The problem is that we have to look at it objectively, from there, the necessary lessons can be drawn. 1

In summary, in this essay, our group would like to present the following main contents as follows: Research object: Adoft Hitler's authoritarian leadership style Research scope: Analyze the authoritarian leadership style in daily life, as a leader and in the military of Adolf Hitler. Objectives of the study: - Helps to understand authoritarian leadership style comprehensively. - See the advantages and disadvantages of this style in Hitler. - Derive solutions for Hitler and for everyone to improve leadership style and choose the right leadership style

2

Chapter 2. LITERATURE REVIEW 2.1. Definition of leadership 2.1.1. Who is a leader? A leader is someone who can influence others and who has managerial authority. A leader impels his/her followers to action by persuasion, influence, power, threats of forces, and legitimate right.

2.1.2. What is leadership? Leadership is a process of leading a group and influencing that group, the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization. Leadership has been defined in terms of traits, behaviors, influence, interaction patterns, role relationships, and occupation of an administrative position. The numerous definitions of leadership appear to have little else in common. They differ in many respects, including who exerts influence, the intended purpose of the influence, the manner in which influence is exerted, and the outcome of the influence attempt.

2.1.3. Classification of leadership styles: 2.1.3.1. Democratic leadership style: The democratic management style is characterized by the fact that the manager knows how to divide his management power, enlist the opinions of his subordinates, and involve them in drafting decisions. This type of management also creates favorable conditions benefits for subordinates to promote their initiative and participate in the establishment of plan and execute the plan, and create a positive psychological atmosphere during management. 2.1.3.2. Liberal leadership style: With this leadership style, the leader allows employees to make decisions, but the leader remains accountable for the decisions that are made. 3

Delegating leadership is used when employees are able to analyze a situation and determine what needs to be done and how to do it. You can't handle all the work! You have to prioritize work and delegate certain tasks. 2.1.3.3. Charismatic leadership style:

Charismatic leadership is defined by a leader who uses his or her communication skills, persuasiveness, and charm to influence others. Charismatic leaders, given their ability to connect with people on a deep level, are especially valuable within organizations that are facing a crisis or are struggling to move forward. 2.1.3.3.1 Some basic features: Every charismatic leader looks a little bit different. However, there are many key characteristics that most charismatic leaders share: •

Strong communicator

•

Empathetic and relatable

•

Confident

•

Motivational

•

Engaging and charming

•

Optimistic You may notice that charismatic leadership shares many traits with transformational

leadership. While similar, there’s one important difference: charismatic leaders rely on their own personality and skillset to move their followers to action, while transformational leaders rely on a shared vision to create change. So while most transformational leaders tend to be charismatic, not all charismatic leaders are necessarily transformational. 2.1.3.3.2 Advantages and disadvantages of Charismatic leadership style: Advantages: •

Highly inspirational and motivating.

•

Encourages a sense of camaraderie, collaboration, and union.

•

Makes followers feel heard and understood.

•

Creates movement toward positive change. 4

Disadvantages: •

Can become more focused on themselves than their people.

•

Has the potential to become self-serving.

•

Frequently viewed as shallow or disingenuous.

2.2. Related Theories 2.2.1. Trait Theory (Ralph Stogdill, 1948) The Trait Theory of Leadership is a model that is set out to help identify future leaders. Trait theory is based on the idea that great leaders are born with inherent traits that enable them to become great leaders. From this idea, the aim of trait theory is twofold: First, it aims to find the traits these great leaders have in common. Second, it aims to find future great leaders based on these traits. The Trait Theory of Leadership is one of the oldest leadership theories in existence. It can trace its origins back to Thomas Carlyle’s 1849 quote that “The history of the world is but the biography of great men.” This belief is often called the Great Man Theory. The Trait Theory of Leadership has gone in and out of fashion in the 150+ years since Thomas Carlyle’s Great Man Theory. Over the years, there have been hundreds of research studies done to identify the traits of great leaders, and no two studies have resulted in the same list of traits. Trait theory of Leadership 1948

1974

Stogdill

Intelligence

Achievement

1983

1987

1991

2004

McCall &

Kouzes &

Kirkpatrick &

Zaccaro, Kemp &

Lombardo

Posner

Locke

Bader

Emotional

Honest

Drive

Extraversion

Stability Alertness

Persistence

Admitting

Forward-looking Leadership

Cognitive abilities

Inspirational

Conscientiousness

Mistakes Insight

Insight

Good

Motivation

Competent

5

Responsibility

Initiative

Initiative Self-confidence

Persistence

Interpersonal Skills

Fair-minded

Intellectual

Supportive

Breadth

Honesty and

Emotional

Integrity

stability

Self-confidence Openness

Broad-minded Self-confidence

Responsibility

Cognitive Ability Agreeableness

Intelligent Sociability

Cooperativeness

Knowledge of the Straightforward

Business

Motivation

Tolerance Dependable

Social intelligence

Influence Self-monitoring Sociability Emotional intelligence

Problem-solving

Table 2-1 – Trait Theory of Leadership

Subsequently, leadership stopped being characterized by individual differences, and behavioral and situational analyses of leadership took over and began to dominate the field of leadership research (Bass, 1990).

2.2.2. Behavioral theory Many researchers were dissatisfied with the results of the trait theory and created the behavioral leadership theory as a way to explain how leadership is practiced and what behaviors are needed to be a successful leader. In contrast with Trait theory, Behavioral theory attempts to describe leadership in terms of what leaders do instead of what leaders are. Leadership, according to this approach, is the result of effective role behaviors. Leadership is shown more by one’s act than his traits. These are the four main leader behavior studies as follows.

6

2.2.2.1. Iowa University study The University of Iowa study explores three types of leadership styles, including autocratic style, democratic style, and laissez-faire style. Autocratic style Leader

Democratic style

directly Involve

employees

Laissez-faire style in The group making

makes decisions.

decision-making.

decisions.

Centralized

Decentralized power.

Empower.

Require followers’

Require creativeness

power. Characteristics Require followers to

Benefits

obey

and participation and

follow.

discussion.

Supervise tightly.

Supervise

by

and responsibility.

regular Supervise by

feedback.

result.

- Decisions are

- High job satisfaction

- Providing high

made quickly.

and creativity.

job satisfaction.

- Work gets done

- Develop employees’ - Increasing

efficiently.

skills.

productivity.

- Employees feel selfcontrol and are motivated. High level of staff - Hinder speed/efficiency - Not good time

Downsides

Application

turnover and

essential situations.

management.

absenteeism.

- Members may not

- If there is a lack of

have enough high-

knowledge or

quality knowledge.

skills.

- Untrained people - Keeping employees

- Employees are 7

who do not know

informed about

high educated,

how – what to do.

matters affecting them.

skillful and

- Limited time to

- Leader wants to

experienced.

make decisions.

provide chance for

- Outside experts

- Leader’s power

personal growth and

(consultant...) are

is challenged by

job satisfaction.

used.

employees.

- Encouraging team

- Leader gives

- The area was

building and

feedback regularly.

poorly managed.

participation. - When quality is more important than productivity.

Table 2-2 – Types of Leadership

2.2.2.2. University of Michigan Study The Michigan group came up with 2 dimensions of leadership behavior. The first was employee-oriented, which emphasized interpersonal relationships and taking care of employees’ needs. The second one was production-oriented which emphasized technical or task aspects of the job. They also concluded that leaders who were employee-oriented were able to get high group productivity and high group member satisfaction.

2.2.2.3. The Ohio State Studies Identified two categories that accounted for most of the leadership behavior: The first category is Initiating Structure: The extent to which a leader defines and structures his or her role and the roles of employees to attain goals. The second is Consideration: The extent to which a leader has job relationships characterized by mutual trust, respect for employees’ ideas, and regard for their feelings.

8

2.2.2.4. The Managerial Grid Managerial Grid: A two-dimensional grid for appraising leadership styles based on identified five styles for management: (1) Impoverished management; (2) Task management; (3) Middle-of-the-road management; (4) Country club; (5) Team management.

2.2.3. Path-goal theory (Robert House, 1971) The Path-Goal model is a theory based on specifying a leader's style or behavior that best fits the employee and work environment in order to achieve a goal (House, Mitchell, 1974). The goal is to increase your employees' motivation, empowerment, and satisfaction so they become productive members of the organization. Path-Goal is based on Vroom's (1964) expectancy theory in which an individual will act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. The path-goal theory was first introduced by Martin Evans (1970) and then further developed by House (1971). The path-goal theory can best be thought of as a process in which leaders select specific behaviors that are best suited to the employees' needs and the working environment so that they may best guide the employees through their path in the obtainment of their daily work activities (goals) (Northouse, 2013). While Path-Goal Theory is not a detailed process, it generally follows these basic steps as below: (1) Determine the employee and environmental characteristics; (2) Select a leadership style; (3) Focus on motivational factors that will help the employee succeed.

9

Chapter 3. METHODOLOGY AND DATA 3.1. Hitler’s background: 3.1.1. Hitler’s childhood: Adolf Hitler (20 April 1889 - 30 April 1945) was a German dictator and politician born in Austria. Specifically, he was born in Austria-Hungary and was raised near Linz. He lived in Vienna around the first decade of 1900’s before moving to Germany in 1913. Adolf Hitler was born on 20 April 1889 in a town in Austria-Hungary (present day Austria). He was born into...