Leadership is an extremely interesting topic all the time, especially about the connection

between employers and employees. Leaders have to overcome many obstacles such

as new environment, technology, pressure… to become an efficient ones and make

them fell valued to help direction with employee’s retention.

A numbers of current reports (Adele Ladkin & Karin Weber 2011; Peter Cappelli, Habir

Singh, Jitendra V.Singh & Michael Useem 2010; Michale Useem 2010) have studied the

development of relationships between employees and employers. While the research by

Adele Ladkin & Karin Weber conducted in US, report by Habir Singh, Jitendra V.Singh

& Michael Useem and Michale Useem 2010 was done in Asia, India and Hong Kong

respectively. A major concern of all three articles is the improvement of leadership

actions. This review will compare these articles in relations to the leader’s actions

affecting employee’s development, how environment influents the way leaders manage

their employees and the core values of efficient leaders.

All three articles express a similar concern about leader’s actions in employee’s

progress. There is general agreement that bases on employees demand, leaders have

to adjust and update the way they treat employees which helps them gain better results.

Adele Ladkin & Karin Weber show eight factors which should be included to become an

effective leader consists of particular abilities (business knowledge, communication and

self-reflection), personal features (determination, open-mindedness an d having a sense

of humour) and relations with other parties (team support and respect) (p.278). In their
Indian study, Peter Cappelli et.al find out that leaders in India focuses on the long-term

view rather than the short term benefits and they applied four actions to motivate their

employees: responsibility; look after the employees; communication and training. Both

Adele Ladkin et.al and Peter Cappelli et.al recommend to be good at communication

and dealing with another people are core values to become an effective leader. Michael

Useem based on the experience of MBA students in the U.S. Military Academy to show

four skills leaders have to cope with uncertain situations: leading people through hard

times; dealing with pressure; mission come first, self-interest last and set direction but

do not micromanage. While both Peter Cappelli et.al and Michale Useem agree that the

first priority is to focus on people and enhance their connection with their bosses. Adele

Ladkin & Karin Weber analyse all of aspects.

The three articles all analyse how the environment affects the way leaders manage their

employees. Their authors concur that the environment might push leaders to change

many things. While Adele Ladkin & Karin Weber analyse the ideas through new

situations, Useem examines the general problem that any leaders encounter all the

time. Adele Ladkin & Karin Weber point out that especially about the tourism industry in

Hong Kong has to face a revolution of new technologies and new types of employee.

Technology, now, directly competes with people - it stronger and cheaper (in the long

term) - and this forces people to change. Old-fashioned leaders get trouble with human

resources; the new generation of employees has a higher standard and they are more

perceptive as well which stresses the future leaders to learn and adapt to new troubles.

Useem throughts a competition (p.3), he show that with the tough situation, the leaders
might get confused and distracted. Both following articles come to the idea that “if you

can not learn to good and timely decisions under ambiguous conditions, you have

chosen a wrong calling (Useem 2010, p.3)”. In contrast, in India, leaders are not

distracted by the environment; they still constantly follow their way thought the rocket of

globalization. Furthermore, because of the outstanding leadership, an author prefer

another nations, especially in the Western to reduce the main position of capital and

increase the value of long term measures.

Although there is a difference in their core values, all three articles focus firstly on

attitude and development before profit. Adele Ladkin & Karin Weber said that if leaders

wanted to become successful they had to love their industry first (p.182). Therefore,

they generate power for themselves to scorch the employee inner passions. Similarly,

Useem points out that leaders have to focus on the general mission first, self-interest

last (p.4) which will create more effective environment. Like two others authors, Cappelli

et.al show that Indian leaders pay attention to long-term development rather than

shareholder’s ideas.

In conclusion, the interconnection between employers and employees is become

explicated by these three reports. They all present actions to make employees be

better. They also present the effect of milieu of leadership. Last but not least, they show

many of the core values to become good leaders. Regarding future research, we should

has a parallel to conduct between the leaders and the employee perspectives in order
to contribute a more objective and effective view of leadership.