Information on the thesis "Leadership Styles of Business Managers (Survey of Several Businesses in Bac Ninh Province)" by graduate student Tran Thi Thuy, majoring in Psychology.1. Student's Full Name: Tran Thi Thuy 2. Gender: Female 3. Date of Birth: September 13, 1983 4. Place of Birth: Dap Cau – Bac Ninh City – Bac Ninh Province 5. Decision No. 2551/2007/QD-XHNV-KH&SDH dated November 2, 2007, by the Rector of the University of Social Sciences and Humanities, Vietnam National University, Hanoi 6. Changes during the training process: None 7. Thesis Title: Leadership Styles of Business Managers (Survey of some businesses located in Bac Ninh Province) 8. Major: Psychology; Code: 603104 9. Scientific Advisor: Assoc. Prof. Dr. Le Thi Minh Loan – Lecturer, Department of Psychology, University of Social Sciences and Humanities – Vietnam National University, Hanoi. 10. Summary of thesis results: Through theoretical and practical research on the topic: "Leadership Style of Business Managers (Survey in some businesses located in Bac Ninh province)", we draw the following conclusions: * In terms of theory: - The leadership style of a business manager is the form (pattern) of behavior that the business manager exhibits when trying to influence the activities of subordinates, as perceived by them. The leadership style of a business manager includes a combination of formal relationship-building behaviors and informal relationship-building behaviors with employees. - Some leadership styles include: + Commanding leadership style + Explaining leadership style + Participatory leadership style + Delegative leadership style * In practice: 1. Practical research results have confirmed the hypothesis that: Managers at each level and in each enterprise in Bac Ninh province exhibit many different leadership styles, with the explaining leadership style being dominant. 2. The behavior of establishing formal relationships between managers and employees is at a high level. Many managers assign appropriate tasks to each employee, regularly communicate with employees about work, discuss and come up with feasible common methods of implementation. If someone disagrees, the manager always listens, analyzes, explains, and persuades them in a reasonable way. In addition, they regularly supervise and check the timely performance of their subordinates' tasks, frequently and frankly pointing out mistakes made by their subordinates, and using rules and regulations to manage work. The managers' evaluation of employees is always conducted objectively, fairly, democratically, openly, and appropriately. When making decisions, they frequently receive, consult, and consider the opinions of their subordinates, but they make the final decision that is most appropriate and effective, regardless of whether it is a minority or majority opinion. 3. The managers establish a high level of informal relationship with their employees. Many managers create a sense of closeness and concern for their employees, sharing their difficulties in work and life. They always encourage and motivate employees and create all the conditions for them to complete their work as effectively as possible. While conflict resolution may sometimes not fully satisfy employees, this is only a minority. The managers created engaging and beneficial team activities. They built a good information exchange system within the department and the company. This united the team members, creating a healthy and comfortable atmosphere for everyone. 4. In most cases, the managers used a lecture-style leadership. The vast majority of employees appreciated their managers' leadership style, believing that the managers always provided thorough guidance when assigning tasks and offered encouragement, thereby boosting their morale and fostering a stronger sense of belonging to their team. Most employees highly valued the efficiency of the department and team as brought about by the managers. The managers united the employees, creating collective strength. They led the employees from one success to another, creating a complete picture of the company's continuous development. 11. Practical applications: - This serves as a basis for managers in some businesses located in Bac Ninh province to apply leadership styles appropriate to their company's reality. 12. Future research directions: 13. Published works related to the thesis: None
INFORMATION ON MASTER'S THESIS
1. Full name : TRAN THI THUY, 2. Sex: Female 3. Date of birth: September 13, 1983, 4. Place of birth: Bac Ninh Province 5. Admission decision number: 2551/2007/QD-XHNV-KH&SĐH, Dated November 2, 2007 6. Changes in academic process: None 7. Official thesis title: The leadership style of business's manager (survey in some enterprises in Bac Ninh province) 8. Major: Psychological, 9. Code: 603104 10. Supervisors: Through survey on methodology and reality of thesis: “The leadership style of business's manager (survey in some enterprises in Bac Ninh province)”, we draw some conclusions as follows: * On theory aspect: - The leadership style of business's manager is behavioral capacity (form) which is performed by business's manager when they want to have effect on inferiors' activities which can be felt by inferiors. The leadership style of business's manager includes the combination of official relationship establishment and unofficial relationship establishment between manager and their staffs. - Some styles of leadership are: + Command leadership style + Explanation leadership style + Participation leadership style + Entrustment leadership style * On reality aspect: 1. The reality results confirm the given hypothesis, which is: The managers at every level and every enterprise in Bac Ninh province have many different leadership styles. Among them, explaining leadership style has priority over others. 2. The behavior of official relationship establishment between managers and their staffs is at high level. A lot of managers assign suitable tasks for every staff and usually discuss with staffs about their work. They discuss together and propose feasible implementation method. If there is anyone who does not have the same opinion, the manager always listens, analyzes, explains and then persuades them properly. Besides, they usually urge and supervise the implementation of tasks of inferiors. They remind directly the inferiors' fault and use regulations to manage the work. The manager evaluates their staffs objectively, justifiably, democratically, openly and the evaluation is applied for the right people and the right task. When making a decision, they often receive, refer and consider staffs'opinions. They will make the final decision which is the most suitable and effective even they are majority or minority's opinions. 3. The behavior of informal relationship establishment between manager and staff is at high level. A lot of managers makes staff feel closed. The managers take care of their staffs and share with them the difficulties in their work and their life as well. They encourage and give the good conditions for staffs to complete their work in the most effective way. Resolving conflicts sometimes does not satisfy their staffs, but only a minority of them. The manager organized helpful and attractive team activities. They built good information exchange system within rooms, departments, and company. Since then, the members in team are combined into a unified group whose clear mental environment makes them comfortable. 4. In many cases, the managers use explaining leadership style. The majority of staffs like this leadership style of their managers. They think that the manager has thoughtful recommendations when assigning tasks and has encouragement to staffs to stimulate their working spirit and make them have a strong attachment to their team. Most of staffs highly evaluate the working effectiveness of room and department. The manager combines staffs together to form team's power. They lead their staffs from one to another success to create a comprehensive picture on the ceaseless development of company. 11. Summary of the findings of the thesis: - It is one of the bases for managers in some enterprises in Bac Ninh province to apply leadership style suitable for enterprise's fact. 12. Practical applicability, if any: None 13. Further research directions, if any: None 14. Thesis-related publications: None
