ho ching leadership
Ho Ching Leadership
September 16, 2014
LDR 300
Mr. GPower, in the reading, described as the capacity to cause change and influence. Ho Ching’s has been recognized and ranked at 18 in Asia’s most powerful people. According to the reading and further research, Ching is an influential leader because she brought a company from failing. In this basis, the company is successful not only with the CEO but the workers he or she employ. In receiving awards, she must have influenced someone to receive recognition. When Temasek Holdings was losing revenue Ching step up to the challenge to bring the company back on their feet. She did not focus on the company but also expanding the company’s potential. She has the power to influence because she started from the bottom and rose to become the CEO.
In her influential speech, she has disclosed the company’s annual report proving the employees and to the public that the company’s performance is changing for the better and the results from the worker 's achievements. According to a previous class in Phoenix, Accounting, Generally Accepted Accounting Principles (GAAP) provides company annual reports to the public, but in some part of Asia these information are not public. Ching’s bold decision to make this public gave her employee a reason to trust her decision even more.
When Ching took in the position as CEO she wants to make the company more diversified, with third invested in Singapore, third in Asia and some of the developed eastern countries. According to Thomas White International, when Ching was reconfiguring the company, majority of the staff comprised of Singaporeans. In 2007, staff diversify from people in 22 different countries and 40% of the senior management are not home grown (2010).
The referred power Ho Ching uses are referent power and legitimate power. According to Hughes, Ginnett, & Curphy, referent power has strong interpersonal ties with subordinates. Ching strengthens the relationship with senior
September 16, 2014
LDR 300
Mr. GPower, in the reading, described as the capacity to cause change and influence. Ho Ching’s has been recognized and ranked at 18 in Asia’s most powerful people. According to the reading and further research, Ching is an influential leader because she brought a company from failing. In this basis, the company is successful not only with the CEO but the workers he or she employ. In receiving awards, she must have influenced someone to receive recognition. When Temasek Holdings was losing revenue Ching step up to the challenge to bring the company back on their feet. She did not focus on the company but also expanding the company’s potential. She has the power to influence because she started from the bottom and rose to become the CEO.
In her influential speech, she has disclosed the company’s annual report proving the employees and to the public that the company’s performance is changing for the better and the results from the worker 's achievements. According to a previous class in Phoenix, Accounting, Generally Accepted Accounting Principles (GAAP) provides company annual reports to the public, but in some part of Asia these information are not public. Ching’s bold decision to make this public gave her employee a reason to trust her decision even more.
When Ching took in the position as CEO she wants to make the company more diversified, with third invested in Singapore, third in Asia and some of the developed eastern countries. According to Thomas White International, when Ching was reconfiguring the company, majority of the staff comprised of Singaporeans. In 2007, staff diversify from people in 22 different countries and 40% of the senior management are not home grown (2010).
The referred power Ho Ching uses are referent power and legitimate power. According to Hughes, Ginnett, & Curphy, referent power has strong interpersonal ties with subordinates. Ching strengthens the relationship with senior
References: Emerging Leaders. (2010). Retrieved from http://www.thomaswhite.com/global-perspectives/ho ching-ceo-temasek/ Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2009). Leadership: Enhancing the Lessons of Experience (6th ed.). Retrieved from University of Phoenix.