The Leadership Grid and The Path-Goal Theory

I'm not certain how subjective Hofstede’s Power Distance Index is. But Singapore is placed somewhere in the middle of 53 countries who took the survey yonks ago.

We're supposedly cosmopolitan with MNCs contributing to our national GDP. With the percentage of foreign talent and high number of American/European educated Singaporeans in this country, one would expect a very liberalized management style (+ benefits) in the firms here. But no, not really. Many have experienced bureaucratic stonewalling, reactionary behavior and puzzling social norms/pressure/ideals. There is clearly, a chasm between borrowed culture and inherent value systems. That void is extrapolated and exemplified by different powerful (and or charismatic) individuals who are termed as leaders in society today.

I'm terribly relieved that the work event is over. Imho, I've seen the best and the worst of leadership styles in this room. The best left me with a more than a glimmer of hope and melting in a puddle of adoration. The worst sent cold chills down the spine, inspired utter disgust, caution and cynicism.

The bad ones lower morale, kill enthusiasm and initiatives, cause one to question his commitment to the job and generally leave a sour aftertaste. The good ones uplift dejected spirits, urge perseverance, encourage deeper dedication and stress on pluck, tenacity and cheer.

The friends and I, fortunately (or unfortunately) are not in such positions of power. Okay, SOME are. Quite a number are lah. (Don't protest- there, I said it.) Our fathers and mothers are, for sure. They belong to the generation of driven men and strong-willed women who have made much of their careers which are traditionally respected as powerhouse jobs. Our generation is, unfortunately (or fortunately), wont to wilfully achieve idiosyncratic ideals in other careers which are generally defined as fluffy alternative industries. In our parents, we see different leadership and parenting styles- sometimes inseparable, sometimes clearly demarcated. Best of all, we can always objectively see it in one another's parents, but not our own. Leaders to leaders, industry to industry, we are lucky to be able to compare varied leadership styles exhibited to us on such a personal level.

Some of us are privy to the parents' management outlook in the professional sphere. Some are not. But we certainly hope that none of our parents belong to the type of abysmal leaders who're shiningly competent and talented in their job scopes, but rule their firms mainly by fear and demand respect in an autocratic and almost childish manner.