Leadership and Power Paper

Leadership and Power Paper




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Leadership and Power Paper

Ho Ching was an influential leader as with the industrialization in the country, the organization that she lead, Temasek Holding, grew about 50%. The most influential thing she had in her power was the open policy in which employees can come anytime with the problems and can give the solutions if any problem is arising in the company.

The role of leader is to grow the output of the company, and Ho Ching was successful in it. During her tenure, she grew the company globally in which she did expansion in many countries, latest in India. She has the aggressive nature as she always has the healthy discussion with her husband who was the Prime Minister of Singapore. Ho Ching was an influential leader as she was analytical in her approach towards work. She disclosed annual reports of the company in such a way that look attractive to people.

The main reason behind the influential leader is she had complete authority and control of the multibillion dollar portfolio of the company. She was confident in disclosing the financial statements to the stakeholders of the company in a way that is attractive for investments. In this way, I would describe Ho Ching as an influential leader of the company as well as of the country.

The tactics Ho Ching’s used in the company to influence the behavior of others are collaboration, inspirational appeal, logical or rational persuasion, and consultation. Collaboration tactic she used in the sense that she stared the open door policy that described the two way communication in the organization. In such organizations, employees have higher motivation to do work as they can go to higher management anytime if they feel some problem. It also helps the CEO of the company in making short-term and long-term strategies of the company by taking suggestions and ideas of its employees. Inspirational appeal she used while giving the speech that was full of logics and reasons.

All employees get influenced and inspired by her speech, and it lead to the growth of the company. She was intellectual, and hence her knowledge and position worked as a tactic to influence people in company as well as country. She gave best ideas in such a way that seems like logical and influential like disclosing financial statements of the company, and expanding the company worldwide.

This intellectual nature was a tactic to influence people. Consultation as if she always had a healthy discussion over the issues of the company with her husband. All the strategies of the company were communication to the employees, and any changes are always welcomed. This consultation tactic also influenced people behavior. These are the tactics she used in the company to influence the behavior of employees and stakeholders.

Ho Ching has been named as the one of the most powerful leaders in Asia, and her sources of power are as follows. One important source of power is legitimate power that comes from the position of the individual. She was the Chief Executive Officer of the company, and her education, and experience were the sources of power she used in the company. Another source of power was the influential power as she has served country through defense, and she was the wife of Prime Minister of Singapore.

“The power of leadership potentionaly creates considerably impact on followers perception of being empowered and how effective teams can be” (Ozaralli, 2003, Srivastava, Bartol and Lock, 2006)

The influential power was applicable in the company as everyone in the company was influenced of the tactics and strategies made by her. Another source of power is personal power that comes from the personality a person carries.

Ho Ching was the successful person in life, and it is her personal power that she used in influencing others. Another source was expert power as she was the successful person in various industries, and it lead to influence people. She handled the issue of conflict of interest very well, and in her speech, it was described. These are sources of power of Ho Ching.

The way I could characterize Ho Ching’s motive are to grow the company worldwide. She used strategies in the company to expand it globally. Last, company had expansions in India, and in this way, there was the increase in growth by 50%. She looked for the investors from India for the growth of Asia. She used her expert power in this, and used her analytical ability to grow the company globally to make it competitive in the world.

“Socialized power is exercised in the service of higher goals to others…it often involves an empowering, rather than an autocratic, style of management and leadership” (Hughes, Ginnett, & Curphy, 2009, p. 152).

Another motive of Ho Ching is to make the company a very good place to work in which the employees feel free to communicate with each other as well as with the management openly. Their ideas, suggestions, and views were always welcomed to grow in the competitive market. She wanted to do the aggressive drive in the market as she started with disclosing the financial statements of the company to the employees, and its stakeholders.

Ms. Ching always had mission and vision of the company in her mind, and her strategies were made only by keeping these in mind. She wanted to become the most influential lady in the world, and her enterprise to be successful in whole world. The company took stake in various companies, and become the successful in the industry.

In my opinion, there was no role of managerial differences based on gender. Ho Ching was ranked 18th in number on the list of Asia’s most powerful business-people and 24th on Forbes’s list of the World’s Most Powerful Women. Ho Ching was the influential leader in the company, and her gender never came in her way to growth, and she was the successful women in the world. She always had a healthy discussion with her husband on the strategies of the company. There was no role of gender bias in the growth of Ho Ching and Temasek Holdings.


Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2009). Leadership – Enhancing the

Lessons of Experience (6th ed.). New York, NY: McGraw-Hill/Irwin.