what leadership style does richard branson have? What are his approaches to decision making & negotiation?
449207
I've never worked for Mr Branson (or been a consultant to any of his businesses) so can't say from experience but, from having spoken to employees of his and observing his performance in the media etc., I would hazard a guess that his style is inspirational...
773516
Role of Managers under Different Styles of Management\n\nA short summary of the role of managers under authoritarian and participative styles of management. Also covers decision taking and the basic characteristics of each style.\n\nSTYLE OF MANAGEMENT \n      \nAuthoritarian Participative \n      \n      \nManager's Job Managers do as they are told, transmit orders. Work (responsibility) is delegated.\n\nManager co-ordinates own group's work with that of the group in which he is a subordinate.\n\nManager clears difficulties out of path of subordinate.\n\nWork can be a source of satisfaction (voluntarily performed) or punishment (avoided) dependent on controllable conditions (manager and management).\n \n      \nDecision Making Decisions are made at the top.\n\nMilitary type of organisation.\n'Line and staff'.\n'Chain of command'.\n Participation in decision making at all levels. \n      \nView of people Assumes that people hate work, have to be forced to do it, have to be forced to achieve company's objectives. People learn not only to accept, but to seek greater responsibility (work at a higher level).\n\nIn modern industrial life, most people's intellectual potential is only partially utilised.\n \n      \nMotivation Fear motivation.\n\nWe need 'a certain level' or 'more' unemployment.\nReward motivation. \n\nRelevant Current and Associated Works\nOther relevant current and associated reports by Manfred Davidmann on leadership and management: \n        \nStyle of Management and Leadership     Major review and analysis of the style of management and its effect on management effectiveness, decision taking and standard of living. Measures of style of management and government. Overcoming problems of size. Management effectiveness can be increased by 20-30 percent.  \n      \nDirecting and Managing Change     How to plan ahead, find best strategies, decide and implement, agree targets and objectives, monitor and control progress, evaluate performance, carry out appraisal and target-setting interviews. Describes proved, practical and effective techniques.  \n      \nMotivation Summary   Reviews and summarises past work in Motivation. Provides a clear definition of 'motivation', of the factors which motivate and of what people are striving to achieve.  \n      \nThe Will to Work: What People Struggle to Achieve   Major review, analysis and report about motivation and motivating. Covers remuneration and job satisfaction as well as the factors which motivate. Develops a clear definition of 'motivation'. Lists what people are striving and struggling to achieve, and progress made, in corporations, communities, countries.  \n      \nOrganising   Comprehensive review. Outstanding is the section on functional relationships. Shows how to improve co-ordination, teamwork and co-operation. Discusses the role and responsibilities of managers in different circumstances.  \n      \nWork and Pay   Major review and analysis of work and pay in relation to employer, employee and community. Provides the underlying knowledge and understanding for scientific determination and prediction of rates of pay, remuneration and differentials, of National Remuneration Scales and of the National Remuneration Pattern of pay and differentials.  \n      \nWork and Pay: Summary   Concise summary review of whole subject of work and pay, in clear language. Covers pay, incomes and differentials and the interests and requirements of owners and employers, of the individual and his family, and of the community. \n      \nExporting and Importing of Employment and Unemployment   Discusses exporting and importing of employment and unemployment, underlying principles, effect of trade, how to reduce unemployment, social costs of unemployment, community objectives, support for enterprises, socially irresponsible enterprise behaviour.  \n      \nTransfer Pricing and Taxation   One of the most controversial operati
793420
a leader is the one who leads the pathway n paves way for the others to go for it whereas leadership is just meare giving of orders. a whooping way 2 say that aleader needs leadership qualities but not dictatorship .atleast i think aleader helps to achieve n leadership supports for it but it is one of the things n not all 4 being a leader
932903
There are many 'takes' on his investment criteria.\n\nBelow is one.\n\nAdvise you go to his company's website and read what he writes.\n\n++++++++\nPrinciple 1: Keep it simple\n\nPeople come up with all sorts of complicated systems designed to make stock picking easy. But Buffett’s approach is simple: find well-run businesses, then invest in them.\n\nIt’s a simple idea, but it takes hard work and discipline to put into practice. You need to do your homework before you invest.\n\nStart by reading everything you can about a company and its competitors, beginning with its annual report — and the company profile in the News and Research section of the CommSec web site.\n\n\nPrinciple 2: Be an investor, not a trader\n\nAlthough he’s grown rich investing in shares, Warren Buffett doesn’t try to make money on the share market. For him, shares are just a tool for investing in businesses. It’s the quality of those businesses that counts, not the ups and downs of their share prices.\n\nThen, after buying into an outstanding business, he holds on to it. The moral is to think about the business and its prospects and let the share price take care of itself.\n\n\nPrinciple 3: Find outstanding businesses\n\n    This is the key to investing like Mr Buffett: finding outstanding businesses that you can rely on to keep increasing their earnings, year in and year out.\n\n    Mr Buffett has listed some of the questions you need to ask yourself about a business before committing your hard-earned money to it:\n\n        * Has it consistently performed well?\n        * Do I understand its business?\n        * Are its profit margins high?\n        * Are they increasing?\n        * Does it offer outstanding return on equity?\n        * Does it have an unbeatable competitive advantage?\n        * Is it free from excess debt?\n        * Does it have high-quality, ethical management?\n        * And, most importantly: can I buy it at a discount to its real value?\n\n\nPrinciple 4: Make your own decisions\n\nBuffett has good news for the DIY investor. He believes that you don’t have to be an economics graduate to make money from shares. What you need, according to Buffett, is an inquiring mind and a willingness to do your homework, plus the discipline to resist market fads.\n\nBy concentrating on business value, rather than share price, you can avoid being caught up in the waves of euphoria and despair that sometimes sweep the sharemarket. Instead of despairing at a downturn, you can celebrate, as new buying opportunities become available.\n\n\nPrinciple 5: Leave a margin of safety\n\nAfter finding an outstanding business, Buffett tries to put a value on it. But he is refreshingly candid about the fact that valuations can be both subjective and uncertain. That’s where his margin of safety comes in.\n\nMr. Buffett looks for companies that are trading well below his estimate of their intrinsic value. Then, if his estimate proves optimistic, or if some unforeseen event reduces the company’s value, there is still plenty of room for profit.\n\n\nPrinciple 6: Focus on your strengths\n\n    Mr Buffett’s argues that you should throw out conventional wisdom about reducing risk through diversification — provided that you have the skills you need to pick a few outstanding businesses, and the temperament to stick with them.\n\n    You can increase your odds of doing that by concentrating on a few sectors, then finding out everything you can about them. As Mr Buffett says: “You don't have to be right about every company. You just have to make a few good decisions in a lifetime.”
345343
One word... strategery. \nBut seriously, some people would rather not be sheep - mindlessly following whoever is leading.  Education and credentials do not necessarily indicate intelligence.  Why don't I become president? I would rather do something that will have a positive effect on the future, like teach. As opposed to sending innocent men and women to other countries to die so that I can increase my wealth via the oil industry.
838407
A manager does the right thing. A good leader does things right. \n\nThe most important personal qualities of a leader is wisdom. Always able to apply the best possible solutions to resolve problems or maximize efficiency  (and this doesn't means always do things by the book but at the same time, he/she must able to do this appropriately)\n\nWith wisdom, a leader will be able to think wisely and bring the best out of everyone including themselves and create a close bond and enhance the morale for their team.\n\nTo be a good leader doesn't always need to be a expert in the feild of their work in fact some of the top leaders in history wasn't a expert in any field apart from leadership. They were very capable in dealing with human relation that they can hire expert in many field to specialize the field of work. \n\nOf course, being a knowledgeable leader is not a bad thing too but being a true leader is far more important.
495501
You've already taken the first step. A good leader has the strength and humility to admit that they don't know it all and are not perfect. Approach leading as an ongoing learning process. I've been in a leadership position for many years, and I'm still learning. Communication is key. NEVER talk down to those you lead; talk to them at there level. And when they speak, don't just listen, actively listen. That means acknowledge and understand. Don't boss; delegate. Treat your subordinates as unique individuals, and recognize and utilize their individual abilities and skills. Be confident, but not arrogant. And don't be a push-over; discipline where and when discilpline is due. But also, praise where and when praise is due. Then and only then, will you have earned their respect. And when you've earned respect, you've earned loyalty.
610629
I think selflessness and leading by example are the keys.\n\nselflessness= doing more for your people than you would for yourself. Going out of your way to serve.\n\nleading by example=doing everything you preach, being the first in line to act as you say others should
25395
It's a modern nomenclature used in business. it's like saying "Vice President of Finances". He works under the CEO and has to have a measurable plan for the future as far as company growth, and come up with strategies. Has to be innovative and have ideas. Has to master accounting and business, but doesn't count beans.
350034
That's a very deep question, and you could easily write a paper, if not a book, on the topic.  I'll keep my answer short...\n\nI think most cult leaders tend to be very charismatic and persuasive.  They often think highly of themselves and want to lead others.  The cult is their way of gaining that leadership and having a loyal following.  A good example of that is L. Ron Hubbard, who seems to have been motivated to start Scientology not because he believed what he was teaching, and not because he cared about the people he set out to "heal", but because he saw the financial gain in it for himself.  When cult leaders attain a group of followers, those followers gain a group mentality, and can/will give up their time, money, and possessions for "the good of the group".  In the most extreme cases, cult leaders can grow to have such a power over their followers that the followers can be convinced to kill themselves, and will do so willingly.\n\nI'm not sure if you were asking about the evolution of cults in general, or how an individual cult evolves, but they stay alive because the leader(s) get what they want.  They have the money, power, and followers.  Obviously the cult will begin to fail if they don't have one of those necessities (although it's much easier to keep the cult alive without money, rather than power or followers), and as long as they maintain those three things the cult could go on until the leaders decide to call it quits or an outside force comes into play.\n\nAgain, there's a lot more that can be said about it, but hopefully that helps a little...
1101413
simply because one wants to lead a better life???\nother than a 5 room HDB govt apartment;\nToyota Vios;\noccasional holiday to Bangkok / Hong Kong;\nwork in a dead-end job where you are weary about retrenchment...report to a boss...who in turn reports to his/her boss;\nor even if you've attained management level and yet earn a meager $5-7k / mth\n\nTHAT's why we'd run our own business...big or small!\nbe your own boss.\n\nget involved in a successful organisation (preferably a public corporation) that itself is involved in the 3 Power Trends driving the world right now:\n- the Internet\n- products used by the "Baby Boomer" population\n- & true GLOBAL Distribution!!\n\nhttp://www.teaminmotion.net/guest.html\n\ncheck it out and email me (click Nick on left)\n\nyour time spent on it, may set you up for a long time to come.\n\ni'm the only one in sg involved at the moment...& legally.\njoin in Early for endless possibilities.\n(in fact, many countries/states are virgin markets!)
908888
richard branson, everyone would be happy
892248
Most managers use a combination of both management styles to actually get the team motivated.\nThe soft approach is friendly and persuasive but can come across as the request not being important or you as a manager do not know how to use your authority - especially if this is the only approach you have.\nThe hard approach usually gets results very quickly BUT you will find that people are not prepared to go the extra mile to get things done for you - they will do it when you TELL them.\nThus if you can balance the two you will be able to request a project be completed within a timeline - the team will know that it needs to be met without being told too many times
1048925
by telling you exactly what to read and do .\n\ndo this : Work Hard and FOCUS on you're goal .\n\nread thees books: \nAutomatically millioner . \nAwake the giant within .
95446
I don't have much experience with this, but I have been doing some reading in motivational psychology.\n\nYou might want to do a search on Douglas McGregor's Theory X and Theory Y management philosophies.  Basically, Theory X is a "control and command" type of management style and Theory Y is "growth" type of style.  You can also check out Maslow's "Hierarchy of Needs".  Basically, the idea here is that you need to fulfill people's basic needs first: food, security, love/friendship, ego before they can start to think about other things and grow.\n\nAlso check out the Jan 21st issue of "The Economist", which talks about new ways of organizing American businesses.
476633
In addition, being stuck on the island shows Ralph's traits that are not desired in a leader.\n\nnice copying skills below
1133166
You need to combine your business plans.  What if he wants to take the business direction east and you want west?  You need to get on the same page.\n\nThere has to be one central theme and you both need to be rowing in the same direction.  You can have different talents and do different things withing the origanization, but the direction and plan needs to be in sync.