Remember this is the second and third main paragraphs of the essay, so you do not write introduction and conclusion parts. In the first main paragraph, I mainly focus on followership perspective, and the conclusion is the relationship between leader and followership is an integrate, interactional process. But in terms of Richard Branson, this process seems informal, and then go into to the second paragraph. Your job is to analyse how Richard Branson interact with employees from the emotional intelligence and leadership point of view. But please notice that do not discuss too positive, I mean, need have critical view of how effective Richard use emotional to affect employees. Here are some references I hope you use some in the essay. • George, J. M. (2000) Emotions and leadership: The role of emotional intelligence. Human Relations, 53(8): 1027-1055. • Maccoby, M. (2000) Narcissistic leaders: The incredible pros, the inevitable cons. Harvard Business Review, 78(1), 68-78. • Ashkanasy, N. M., & Humphrey, R. H. (2011) ‘A multi-level view of leadership and emotions: leading with emotional labour.’ Sage Handbook of Leadership, 363-377. • Gabriel, Y. (1997) Meeting God: When organizational members come face to face with the supreme leader. Human Relations, 50(4): 315-342. • Kets de Vries, M. & Miller, D. (1985) Narcissism and leadership: An object relations perspective Human Relations 38(6): 583-601. And the third paragraph, my idea is the way Richard use emotional to influence employees also gradually shape the organisational culture. I have read some materials, and know that Branson’s values and his sense of fair play were consistent with many traditional values that defined the British character. So that he got lots of UK-based customers. Maybe this is part of reason how Richard develop his own character and then how he put these traits into business and then influence the culture. This is just my idea, again, here are some references about culture, please use some of them • Dickson, M.W., Den Hartog, D. and Mitchelson, J. (2003) Research on leadership in a cross- cultural context. Leadership Quarterly, 14(6): 729-768. • Guthey E and Jackson B (2011) Cross-Cultural Leadership Revisited. In Bryman A et al (eds) The Sage Handbook of Leadership. London: Sage 165-178. • Zhang, H., Cone, M. H., Everett, A. M., & Elkin, G. (2011). Aesthetic leadership in Chinese business: A philosophical perspective. Journal of Business Ethics, 101(3), 475-491 • Jones, A.M. (2005) The anthropology of leadership: Culture and corporate leadership in the American South. Leadership, 1, 3: 259–278. • McSweeney, B. (2002) Hofstede’s model of national cultural differences and their consequences. Human Relations, 55: 89-118. • O’Reilly, D., and M. Reed (2010) ”Leaderism’: an evolution of managerialism in UK public service reform’, Public Administration, 88/4: 960-978. • O’Reilly, D., and M. Reed (2011) ‘The Grit in the Oyster: Professionalism, Managerialism and Leaderism as Discourses of UK Public Services Modernization’, Organization Studies, 32(8): 1079-1101. • Fairhurst, G. (2009) Considering context in discursive leadership research. Human Relations, 62(11): 1607-1633. • Jepson, D. (2009) Studying leadership at cross-country level. Leadership 5(1): 61-80. • Schein, E. (1991) Organizational Culture and Leadership. San Francisco: Jossey-Bass. • Tomlinson, M., O’Reilly, D. & Wallace, M. 2013. Developing Leaders as Symbolic Violence: Reproducing Public Service Leadership through the (Misrecognized) Development of Leaders’ Capitals. Management Learning, 44(1), 81-97. • Tsui, A. S., Z.-X. Zhang, et al. (2006). Unpacking the relationship between CEO leadership behavior and organizational culture. The Leadership Quarterly, 17(2): 113-137. Please please remember this is the main paragraph, and please discuss and compare leadership theory and using the example of Richard to support arguments. DO NOT JUST DESCRIBE!
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