Thạc Sĩ Effective Leadership – The case of Nexans Vietnam Power Cable Company (NVPC)

TABLE OF CONTENTS

CONFIRMATION LETTER OF NVPC FOR THE THESIS
COMMITMENTS i
ACKNOWLEDGEMENTS ii
TABLE OF CONTENTS . iii
LIST OF ABBREVIATIONS . vi
LIST OF TABLES . vii
LIST OF FIGURES/GRAPHS vii
PREFACE . 1
1. Reason for choosing this thesis 1
2. Research objectives . 1
3. Research Scope . 2
4. Research methodology 2
5. Significance . 2
6. Limits . 2
7. Thesis Structure 2
CHAPTER I: THEORETICAL BASIS . 4
1.1. Concept, nature and significance of leadership . 4
1.1.1 Concept and nature of leadership 4
1.1.2 Role and importance of leader 6
1.2. Effective leadership and approaches to effective leadership 11
1.2.1. Effective leadership 11
1.2.2 Approaches to effective leadership 12
(1) Procedural approach . 12
(2) Behavior-based and Task-based approaches . 16
(3) Component approach . 19
(4) Other approaches to leadership . 21
Douglas McGregor’s XY Theory: 22
Federick Herzberg’s theory 22
Theory Z in management 22
1.3. Distinction between Leadership and management 24
1.4 Some international experiences in leadership effectiveness 26
1.4.1 From Benjamin Franklin 26
1.4.2 Margaret Thatcher’s concept of leadership 28
CHAPTER II: LEADERSHIP IN REALITY AT NEXANS VIETNAM CABLE POWER COMPANY . 30
2.1 Introduction to Nexans Vietnam Power Cable Company 30
2.1.1 Establishment and development: . 30
2.1.2 Organizational structure 31
2.1.3. Production and business outputs of the company during the past years. 33
2.2 Current situation of leadership in Nexans Vietnam Power Cable Company 34
2.2.1 Old organizational model 34
2.2.2 New organizational model since 2010 36
2.2.3 Human resources 39
2.3. Assessment of leadership in the company 40
2.3.1. Vision 41
2.3.2. Decentralization, authorization . 48
2.3.3. Motivation, encouragement . 52
2.3.4. Influence . 56
2.3.5. Leadership communication 59
2.3.6. Decision making 61
2.3.7 Self-understanding - understanding others 63
2.4. A summary of achievements and shortcomings . 66
CHAPTER III: SOLUTIONS TO IMPROVE ON LEADERSHIP EFFECTIVENESS IN NEXANS VIETNAM POWER CABLE COMPANY (NVPC) 71
3.1. Develop vision 71
3.2. Exploit employees’ psychology factor 73
3.3. Improve decentralization and authorization mechanism . 74
3.4 Maintain and develop competitive human resources 76
3.5 Improve leadership communication . 77
3.6 Raise awareness of self-understanding and understanding others . 77
CONCLUSION 78
REFERENCES . 80
APPENDIX I 82
SURVEY QUESTIONNAIRE . 82
APPENDIX II . 87
SURVEY RESULTS 87

LIST OF ABBREVIATIONS


[TABLE]
[TR]
[TD]English
[/TD]
[TD]English
[/TD]
[/TR]
[TR]
[TD]NVPC
[/TD]
[TD]Nexans Vietnam Power Cable Company
[/TD]
[/TR]
[TR]
[TD]AAC
[/TD]
[TD]All Aluminum Conductor
[/TD]
[/TR]
[TR]
[TD]ACSR
[/TD]
[TD]Aluminum Conductor Steel Reinforced
[/TD]
[/TR]
[TR]
[TD]AACSR
[/TD]
[TD]Aluminum Alloy Conductor Steel Reinforced
[/TD]
[/TR]
[TR]
[TD]AAAC
[/TD]
[TD]All Aluminum Alloy Conductor
[/TD]
[/TR]
[TR]
[TD]ABC
[/TD]
[TD]Arial Bundled Cables
[/TD]
[/TR]
[TR]
[TD]ACAR
[/TD]
[TD]Aluminum Conductor Alloy Reinforced
[/TD]
[/TR]
[/TABLE]








LIST OF TABLES

Table 1.1: Concepts of leadership 5
Table 1.2: Theories of management . 22
Table 1.3: Comparison of approaches to leadership . 23
Table 2.1. . Production and business outputs of NVPC during the past years. 33
Table 2.2 Statistics on quantity and quality of human resources in the company 39
Table APP. II-1: Detailed survey result for leader’s vision 88
Table APP. II-2: Detailed survey result on decentralization, authorization 89
Table APP. II-3: Detailed survey result on motivation and encouragement 91
Table APP. II-4: Detailed survey result on influence . 93


LIST OF FIGURES/GRAPHS

Figure 1.1: Effective leadership – Procedural approach 13
Figure 1.2: . Behavior – Task based model in effective leadership 17
Figure 1.3: . Effective leadership – Component approach . 20
Figure 1.4: . Management issues 24
Figure 2.1: . Organizational model of the company before 2010 . 35
Figure 2.2: . New organizational model from 2010 . 38
Figure 2.3: Survey result under criterion of vision . 47
Figure 2.4: . Procedure for determining vision in NVPC 48
Figure 2.5: . Survey results under criterion of decentralization and authorization. 52
Figure 2.6: . Effects of motivation and encouragement 53
Figure 2.7: . Survey results under criterion of motivation and encouragement . 55
Figure 2.8: . Survey results under criterion of influence . 58





PREFACE
Name of thesis: Effective Leadership – The case of Nexans Vietnam Power Cable Company (NVPC)
1. Reason for choosing this thesis
In this changing context of “Flat world”, groups, companies and enterprises of all sizes are facing increasingly fierce competition in all fields. With small size, limited resources and modest experiences, corporations and enterprises of different sectors in Vietnam are challenged. For the survival and development of Nexans Vietnam Power Cables Company, leaders of the Company should respond to constant changes in surrounding environment besides seeking a suitable and proper direction for management to achieve set targets.
How can we achieve effective leadership? Getting influence to seek voluntary participation of employees and create favorable conditions in order to achieve targets in the short-run and long-run is demanded of leaders in the current changing environment.
As a leader of the Company, I have chosen the thesis of “Effective leadership – The case of Nexans Vietnam Power Cable Company” for graduation project. From reality of the Company during the past years and development direction for the years to come, and my knowledge, I choose this thesis in order to contribute more to the sustainable development of the Company.
2. Research objectives
Applying learned theory and leadership skills, this thesis investigates and assesses current situation of leadership in Nexans Vietnam Power Cable Company in accordance with procedure, behavior – task factors and component; at the same time it recommends solutions for improving leadership in Nexans Vietnam Power Cable Company.


3. Research Scope
The study just focuses on the leadership in Nexans Vietnam Power Cable Company (NPVC).
4. Research methodology
- Qualitative method: Case study of Nexans Vietnam Power Cable Company
- Detailed method: Analysis, comparison and consolidation (Descriptive analysis)
- Data collecting method: Direct interviews, survey questionnaire.
- Data: Primary and secondary data are used in this study.
5. Significance
Theoretically, the thesis focuses on systematizing some common theories, skills and styles of effective leadership in the world. Practically, the thesis analyses the leadership in NVPC by using theories of leadership and effective leadership. Additionally, the thesis may be used as a reference for other enterprises in the same field.
6. Limits
This study is limited within Nexans Vietnam Power Cable Company. Therefore, conclusions from the study should be applied for the Company only. Additional study should be carried out if the study will be applied in other companies or other types of business.
7. Thesis Structure
This thesis consists of preface, chapter I, chapter II, chapter III and a conclusion. The preface reveals reason for choosing this thesis, research objectives, methodology, significance and limitations.
Chapter I presents theoretical foundation, emphasizing nature and significance of leadership, some approaches to leadership and international experiences in effective leadership.
Chapter II gives an overview in the establishment and development, organizational structure, operation, production and business outputs of the Company during the recent years. It also assesses current situation of leadership of the Company, in which it deeply analyzes leadership effectiveness in fields of good performance and works out limitations and shortcomings that need solving for the improvement of leadership effectiveness in the future.
Chapter III recommends solutions to such limitations and shortcomings stated above in Chapter II.
The conclusion summarizes all contents in the thesis, points out contributions and limitations, opens new projects in effective leadership for deeper studies.