employees’ primary concern is to be financially compensated salary and tips for their services by the business and customers.

In a mechanistic industry which is larger, loyalty by the leader is distributed according to the impact each department has on generating income for the business. An example of this process can be applied to a university setting. If a specific department within a university or college is not capable of attaining or retaining students in their academic program, then the chairperson will be forced to lay off professors or trade them off to other departments. The permanent professors may be able to take sabbaticals or leave of absence to do research work. In other words the chair person doesn’t put pressure on the professors to acquire new students because that is the job of the university as a whole. It is the job of the departments to retain the students and for the most part a student would stay in the same curriculum if they are accomplishing it with ease or enjoyment. So the chairpersons’ loyalty would go towards the professors and in return he acquires their respect. If a specific department is the main source of the university financial source, the loyalty of the chairperson shifts towards the students. The reason for this is that the president and provost will put pressure on the chairperson of that particular department to make sure the professors do whatever is legally necessary to retain the students after the university recruits them. The professors not only have to teach but they also have to make sure that the students are entertained, happy and satisfied with the service they are rendering. The professors receive secondary loyalty in the form of freedom to create and distribute their own lesson plan. In general some educational institution departments generally formulate lesson plans that are implemented throughout specific classes for particular courses.

The Economic Environment

Loyalty and respect within the business and economic environment would be viewed as an intangible factor. If a leader is not respected usually the employee turnover is high because the loyalty factor is absent. This may not be an issue if it is a unionized job because when the supervisor or manager is not respected the employees ignore the presence of the leader because they view their job as being secure. The employees formulate a mental reason that they are not working directly for the leader. Instead, they are working for someone in a higher position, which is the company as a whole.

A few years ago not many people were attending college but the economy was somewhat stable. So, if the boss was not loyal and respected by the employees, the employees coul

Do leaders have to be loyal, respected or loved by their employee? That not only depends on the perception of the employees but it also includes the perception of the leader. We can say that both are important but the last call would be from the belief system of the participants, as to what is important for their satisfaction.

In the present fast pace environment, the competition among businesses portrays a battlefield. You are not only trying to acquire the best artillery, which are your products and service, but you are also trying to retain your customers, recruit new ones and possibly acquire your opponent’s customers. These factors control the internal strategies of the company that results in the competitive advantage that it strives to sustain in the external business environment.

Depending on the industry, leaders are inhibited to a certain degree as to how much loyalty they can extend to their employees. For example in the restaurant industry in which only ten percent survive after their initial opening, a leader’s primary concern would be loyalty to his customers and the secondary interest would be his employees. This is due to the fact that the survival of the endeavor depends first on the direct relationship the leader establishes with the customers and then the employees. Why? The employees are easily replaceable. This secondary relationship with the leader can sometimes foster sabotage among the workers being that everyone is trying to out shine each other in order to be noticed by the boss. So, the question is how much loyalty the leader should disperse between their employees and customers. There has to be a limit because the fact remains that the leader can compromise his or her control if that limit is not contained. A diminished or loss of control will mean that your business systems are not being catered to completely. This will migrate from frustration, to chaos, low employee morale, lost of respect for each other which will definitely mean that a necessary revamping of the business is needed to possibly salvage it.

In an industry where the clientele is not directly serviced, the loyalty can shift. The leader would be more loyal to his employees than his customers. Why? First, your risk becomes greater due to the fact that you are servicing clients, whether they are individuals, groups or entities. Moreover, each client is unique and has to be match with the correct product or service. The core competencies are being utilized or demonstrated by your employees and the measurement of success is difficult in that it is an intangible factor. If your workers does not feel safe or competent, their balance between job and self is not stable, which leads to them not excelling. This relationship has to start with the leaders influencing their employees’ behavior to obtain control. This control will lead to power which has to be demonstrated positively. Control is the bridge between influence and trust. This is the point where the employees assess and utilize their competency which will lay out the ground work for them to foster a balance in order to excel in their activities. The relationship of trust begins on first impact of the initial meeting between the employer and employee. Then it builds over time through mostly verbal encouragement. Sometimes in certain industries the leaders have to try and maintain a balance between the employees and customers. This can be best illustrated in the education arena. The students are the customers and your employees are the teachers, professors and clerical staff. For the most part the leaders maintain an uneven balance in which most of the attention is distributed to the students. This can be due to incompetent management practice or the economic demands on the educational facility. To elaborate the recession which began after the dot com bust increased by 9/11/01 incident this changed the state of the economy to be unstable. As a result consumers or customers began to reevaluate expenditures. This resulted in most people being very cautious as to how much and where they spend their money. Keeping this in mind, enrollment in colleges has some what declined. In order to sustain the student body and attract potential students, colleges are doing whatever’s necessary to accomplish this goal. The competition for educational dollars from colleges and universities has increased. Academia has extended amenities offered to students. For example some are making the entrance exam very simply which allows for more students to be accepted. Another example is that administration is asking the educators to lower the standards of their teaching. If possible pass or promote the students even if they are not presenting class work that warrants a passing grade which determines promotion to the next level. If the educator does not comply with these instructions they will possibly be replaced. In the above example, some educators would comply even though they do not agree with the strategy. Their compliance with the strategy would be that the salary they receive contributes to the financial aspect of their daily living. Receiving a paycheck takes priority over their value system. For others they would rather give up the profession instead of complying because in the long run it is not only damaging to the students but the institution ranking in correlation with its educational standards begins to decline. It is apparent that instant gratification is what drives society and with the functionality of the economy short term processes is practiced often. This means that chairperson’s or deputy for the department will try to appease the students and faculty. For instance, at some institutions the students are catered to in the manner of the previously illustrated example, the faculty may be offered a flexible work schedule and the freedom to structure and teach the class in the manner they see fit. Other faculty members may receive funds in the form of bonuses to teach classes that has more than the allotted amount of students that is required for the course section. So, the question would be, “What aspect should a leader be concerned with; loyalty, respect or to be loved by their employees?” To obtain an answer some factors can be considered to help in the process. These factors include the following: a) The type of industry, b) The size of the business, c) The economic environment, d) The internal culture. These factors will be analyzed individually.

The Type of Industry

They are two types of industries service and product. In the service industry the clients are dealt with directly, but in the product industry the clients are dealt with indirectly. To elaborate, a financial institution would be considered to be a service industry. The employees conduct the daily activities of the business by providing services and products directly to the customers whether they are clients of the institution or employees of other financial institutions. The employees are not only providing a product which is the secondary factor but the primary factor would be how well the employees provide the service of selling the product to the customers. The success of the business is measured by how much revenue they were able to generate from their customers who conducted businesses with them. In this industry the leaders’ loyalty is delivered with a boomerang effect. It can be viewed in a chronocological order. In the start up stage of a financial institution its objective is to acquire many customers. The leader would try to encourage the employees to distribute the best quality of service to the customers and be complementary when necessary. Over a period of time the institution may establish a large clientele. This achievement gives the leader an internal satisfaction of accomplishment being that the business is expanding. The process is somewhat cyclical where loyalty is distributed from the leader to the employees. The employees develop a sense of confidence which aides them in excelling at their job in servicing the customers. The result would be a progressive business which is satisfactory to the employees but has more of a gratifying impact on the leader. As the business grows this loyalty tends to shift. The loyalty is distributed from the leader to the customers who are already clientele of the business, however there is a little twist; the leader gets help in that the employees are expected to render their loyalty or at least professionalism to acquire new customers. If this strategy works the leaders achieves his satisfaction without having to impose that much loyalty onto his or her employees. The employees expect to receive recognition from their boss but it doesn’t always happen especially if the business is moving towards the stage of expansion. Usually the managerial level employees receive the recognition the lower level employees are the forgotten ones. The process is that the leader distributes the loyalty towards the clientele, delegates his expectations towards his employees which result in the leaders’ internal feeling of satisfaction. We can view the second type of industries which are the product organizations. In the start up stage of the business the leader does not necessarily focus on distributing loyalty instead he tries to get and maintain respect from his employees. This process is accomplished by delegating power to gain control of the employees. This makes it easier for the leader to demand efficient service from the employees to produce quality products for the business without him or her having to distribute any form of encouragement. As the company expands, the leader is able to sustain control and power easier than obtaining respect from the employees. However, over time the control and power becomes fear from the employees’ aspects. This process can keep the activities of the business in motion but for a very short period. Being that employees are much more educated, competition to retaining them becomes very challenging for businesses. A paycheck is not enough anymore, recognition and praise is also expected because the employees can leave and go to another industry where it is fostered.

The Size of the Industry

In an organic industry setting which is smaller, the loyalty and respect is easier to distribute. This is due to the fact that the tasks and expectations are shared between leader (s) and their employees to a certain degree, because there is always that small avenue when the leader delegates and manage autocratically. The service and product industries will be analyzed separately. In a small or mid-sized service industry like a restaurant the loyalty is channeled from both the leader and employees to the customers, the only difference is the expectations. The leader or boss primary focus is to acquire and retain their customers. The employees’ primary concern is to be financially compensated salary and tips for their services by the business and customers.

In a mechanistic industry which is larger, loyalty by the leader is distributed according to the impact each department has on generating income for the business. An example of this process can be applied to a university setting. If a specific department within a university or college is not capable of attaining or retaining students in their academic program, then the chairperson will be forced to lay off professors or trade them off to other departments. The permanent professors may be able to take sabbaticals or leave of absence to do research work. In other words the chair person doesn’t put pressure on the professors to acquire new students because that is the job of the university as a whole. It is the job of the departments to retain the students and for the most part a student would stay in the same curriculum if they are accomplishing it with ease or enjoyment. So the chairpersons’ loyalty would go towards the professors and in return he acquires their respect. If a specific department is the main source of the university financial source, the loyalty of the chairperson shifts towards the students. The reason for this is that the president and provost will put pressure on the chairperson of that particular department to make sure the professors do whatever is legally necessary to retain the students after the university recruits them. The professors not only have to teach but they also have to make sure that the students are entertained, happy and satisfied with the service they are rendering. The professors receive secondary loyalty in the form of freedom to create and distribute their own lesson plan. In general some educational institution departments generally formulate lesson plans that are implemented throughout specific classes for particular courses.

The Economic Environment

Loyalty and respect within the business and economic environment would be viewed as an intangible factor. If a leader is not respected usually the employee turnover is high because the loyalty factor is absent. This may not be an issue if it is a unionized job because when the supervisor or manager is not respected the employees ignore the presence of the leader because they view their job as being secure. The employees formulate a mental reason that they are not working directly for the leader. Instead, they are working for someone in a higher position, which is the company as a whole.

A few years ago not many people were attending college but the economy was somewhat stable. So, if the boss was not loyal and respected by the employees, the employees could

not excelling. This relationship has to start with the leaders influencing their employees’ behavior to obtain control. This control will lead to power which has to be demonstrated positively. Control is the bridge between influence and trust. This is the point where the employees assess and utilize their competency which will lay out the ground work for them to foster a balance in order to excel in their activities. The relationship of trust begins on first impact of the initial meeting between the employer and employee. Then it builds over time through mostly verbal encouragement. Sometimes in certain industries the leaders have to try and maintain a balance between the employees and customers. This can be best illustrated in the education arena. The students are the customers and your employees are the teachers, professors and clerical staff. For the most part the leaders maintain an uneven balance in which most of the attention is distributed to the students. This can be due to incompetent management practice or the economic demands on the educational facility. To elaborate the recession which began after the dot com bust increased by 9/11/01 incident this changed the state of the economy to be unstable. As a result consumers or customers began to reevaluate expenditures. This resulted in most people being very cautious as to how much and where they spend their money. Keeping this in mind, enrollment in colleges has some what declined. In order to sustain the student body and attract potential students, colleges are doing whatever’s necessary to accomplish this goal. The competition for educational dollars from colleges and universities has increased. Academia has extended amenities offered to students. For example some are making the entrance exam very simply which allows for more students to be accepted. Another example is that administration is asking the educators to lower the standards of their teaching. If possible pass or promote the students even if they are not presenting class work that warrants a passing grade which determines promotion to the next level. If the educator does not comply with these instructions they will possibly be replaced. In the above example, some educators would comply even though they do not agree with the strategy. Their compliance with the strategy would be that the salary they receive contributes to the financial aspect of their daily living. Receiving a paycheck takes priority over their value system. For others they would rather give up the profession instead of complying because in the long run it is not only damaging to the students but the institution ranking in correlation with its educational standards begins to decline. It is apparent that instant gratification is what drives society and with the functionality of the economy short term processes is practiced often. This means that chairperson’s or deputy for the department will try to appease the students and faculty. For instance, at some institutions the students are catered to in the manner of the previously illustrated example, the faculty may be offered a flexible work schedule and the freedom to structure and teach the class in the manner they see fit. Other faculty members may receive funds in the form of bonuses to teach classes that has more than the allotted amount of students that is required for the course section. So, the question would be, “What aspect should a leader be concerned with; loyalty, respect or to be loved by their employees?” To obtain an answer some factors can be considered to help in the process. These factors include the following: a) The type of industry, b) The size of the business, c) The economic environment, d) The internal culture. These factors will be analyzed individually.

The Type of Industry

They are two types of industries service and product. In the service industry the clients are dealt with directly, but in the product industry the clients are dealt with indirectly. To elaborate, a financial institution would be considered to be a service industry. The employees conduct the daily activities of the business by providing services and products directly to the customers whether they are clients of the institution or employees of other financial institutions. The employees are not only providing a product which is the secondary factor but the primary factor would be how well the employees provide the service of selling the product to the customers. The success of the business is measured by how much revenue they were able to generate from their customers who conducted businesses with them. In this industry the leaders’ loyalty is delivered with a boomerang effect. It can be viewed in a chronocological order. In the start up stage of a financial institution its objective is to acquire many customers. The leader would try to encourage the employees to distribute the best quality of service to the customers and be complementary when necessary. Over a period of time the institution may establish a large clientele. This achievement gives the leader an internal satisfaction of accomplishment being that the business is expanding. The process is somewhat cyclical where loyalty is distributed from the leader to the employees. The employees develop a sense of confidence which aides them in excelling at their job in servicing the customers. The result would be a progressive business which is satisfactory to the employees but has more of a gratifying impact on the leader. As the business grows this loyalty tends to shift. The loyalty is distributed from the leader to the customers who are already clientele of the business, however there is a little twist; the leader gets help in that the employees are expected to render their loyalty or at least professionalism to acquire new customers. If this strategy works the leaders achieves his satisfaction without having to impose that much loyalty onto his or her employees. The employees expect to receive recognition from their boss but it doesn’t always happen especially if the business is moving towards the stage of expansion. Usually the managerial level employees receive the recognition the lower level employees are the forgotten ones. The process is that the leader distributes the loyalty towards the clientele, delegates his expectations towards his employees which result in the leaders’ internal feeling of satisfaction. We can view the second type of industries which are the product organizations. In the start up stage of the business the leader does not necessarily focus on distributing loyalty instead he tries to get and maintain respect from his employees. This process is accomplished by delegating power to gain control of the employees. This makes it easier for the leader to demand efficient service from the employees to produce quality products for the business without him or her having to distribute any form of encouragement. As the company expands, the leader is able to sustain control and power easier than obtaining respect from the employees. However, over time the control and power becomes fear from the employees’ aspects. This process can keep the activities of the business in motion but for a very short period. Being that employees are much more educated, competition to retaining them becomes very challenging for businesses. A paycheck is not enough anymore, recognition and praise is also expected because the employees can leave and go to another industry where it is fostered.

The Size of the Industry

In an organic industry setting which is smaller, the loyalty and respect is easier to distribute. This is due to the fact that the tasks and expectations are shared between leader (s) and their employees to a certain degree, because there is always that small avenue when the leader delegates and manage autocratically. The service and product industries will be analyzed separately. In a small or mid-sized service industry like a restaurant the loyalty is channeled from both the leader and employees to the customers, the only difference is the expectations. The leader or boss primary focus is to acquire and retain their customers. The employees’ primary concern is to be financially compensated salary and tips for their services by the business and customers.

In a mechanistic industry which is larger, loyalty by the leader is distributed according to the impact each department has on generating income for the business. An example of this process can be applied to a university setting. If a specific department within a university or college is not capable of attaining or retaining students in their academic program, then the chairperson will be forced to lay off professors or trade them off to other departments. The permanent professors may be able to take sabbaticals or leave of absence to do research work. In other words the chair person doesn’t put pressure on the professors to acquire new students because that is the job of the university as a whole. It is the job of the departments to retain the students and for the most part a student would stay in the same curriculum if they are accomplishing it with ease or enjoyment. So the chairpersons’ loyalty would go towards the professors and in return he acquires their respect. If a specific department is the main source of the university financial source, the loyalty of the chairperson shifts towards the students. The reason for this is that the president and provost will put pressure on the chairperson of that particular department to make sure the professors do whatever is legally necessary to retain the students after the university recruits them. The professors not only have to teach but they also have to make sure that the students are entertained, happy and satisfied with the service they are rendering. The professors receive secondary loyalty in the form of freedom to create and distribute their own lesson plan. In general some educational institution departments generally formulate lesson plans that are implemented throughout specific classes for particular courses.

The Economic Environment

Loyalty and respect within the business and economic environment would be viewed as an intangible factor. If a leader is not respected usually the employee turnover is high because the loyalty factor is absent. This may not be an issue if it is a unionized job because when the supervisor or manager is not respected the employees ignore the presence of the leader because they view their job as being secure. The employees formulate a mental reason that they are not working directly for the leader. Instead, they are working for someone in a higher position, which is the company as a whole.

A few years ago not many people were attending college but the economy was somewhat stable. So, if the boss was not loyal and respected by the employees, the employees coul

t instant gratification is what drives society and with the functionality of the economy short term processes is practiced often. This means that chairperson’s or deputy for the department will try to appease the students and faculty. For instance, at some institutions the students are catered to in the manner of the previously illustrated example, the faculty may be offered a flexible work schedule and the freedom to structure and teach the class in the manner they see fit. Other faculty members may receive funds in the form of bonuses to teach classes that has more than the allotted amount of students that is required for the course section. So, the question would be, “What aspect should a leader be concerned with; loyalty, respect or to be loved by their employees?” To obtain an answer some factors can be considered to help in the process. These factors include the following: a) The type of industry, b) The size of the business, c) The economic environment, d) The internal culture. These factors will be analyzed individually.

The Type of Industry

They are two types of industries service and product. In the service industry the clients are dealt with directly, but in the product industry the clients are dealt with indirectly. To elaborate, a financial institution would be considered to be a service industry. The employees conduct the daily activities of the business by providing services and products directly to the customers whether they are clients of the institution or employees of other financial institutions. The employees are not only providing a product which is the secondary factor but the primary factor would be how well the employees provide the service of selling the product to the customers. The success of the business is measured by how much revenue they were able to generate from their customers who conducted businesses with them. In this industry the leaders’ loyalty is delivered with a boomerang effect. It can be viewed in a chronocological order. In the start up stage of a financial institution its objective is to acquire many customers. The leader would try to encourage the employees to distribute the best quality of service to the customers and be complementary when necessary. Over a period of time the institution may establish a large clientele. This achievement gives the leader an internal satisfaction of accomplishment being that the business is expanding. The process is somewhat cyclical where loyalty is distributed from the leader to the employees. The employees develop a sense of confidence which aides them in excelling at their job in servicing the customers. The result would be a progressive business which is satisfactory to the employees but has more of a gratifying impact on the leader. As the business grows this loyalty tends to shift. The loyalty is distributed from the leader to the customers who are already clientele of the business, however there is a little twist; the leader gets help in that the employees are expected to render their loyalty or at least professionalism to acquire new customers. If this strategy works the leaders achieves his satisfaction without having to impose that much loyalty onto his or her employees. The employees expect to receive recognition from their boss but it doesn’t always happen especially if the business is moving towards the stage of expansion. Usually the managerial level employees receive the recognition the lower level employees are the forgotten ones. The process is that the leader distributes the loyalty towards the clientele, delegates his expectations towards his employees which result in the leaders’ internal feeling of satisfaction. We can view the second type of industries which are the product organizations. In the start up stage of the business the leader does not necessarily focus on distributing loyalty instead he tries to get and maintain respect from his employees. This process is accomplished by delegating power to gain control of the employees. This makes it easier for the leader to demand efficient service from the employees to produce quality products for the business without him or her having to distribute any form of encouragement. As the company expands, the leader is able to sustain control and power easier than obtaining respect from the employees. However, over time the control and power becomes fear from the employees’ aspects. This process can keep the activities of the business in motion but for a very short period. Being that employees are much more educated, competition to retaining them becomes very challenging for businesses. A paycheck is not enough anymore, recognition and praise is also expected because the employees can leave and go to another industry where it is fostered.

The Size of the Industry

In an organic industry setting which is smaller, the loyalty and respect is easier to distribute. This is due to the fact that the tasks and expectations are shared between leader (s) and their employees to a certain degree, because there is always that small avenue when the leader delegates and manage autocratically. The service and product industries will be analyzed separately. In a small or mid-sized service industry like a restaurant the loyalty is channeled from both the leader and employees to the customers, the only difference is the expectations. The leader or boss primary focus is to acquire and retain their customers. The employees’ primary concern is to be financially compensated salary and tips for their services by the business and customers.

In a mechanistic industry which is larger, loyalty by the leader is distributed according to the impact each department has on generating income for the business. An example of this process can be applied to a university setting. If a specific department within a university or college is not capable of attaining or retaining students in their academic program, then the chairperson will be forced to lay off professors or trade them off to other departments. The permanent professors may be able to take sabbaticals or leave of absence to do research work. In other words the chair person doesn’t put pressure on the professors to acquire new students because that is the job of the university as a whole. It is the job of the departments to retain the students and for the most part a student would stay in the same curriculum if they are accomplishing it with ease or enjoyment. So the chairpersons’ loyalty would go towards the professors and in return he acquires their respect. If a specific department is the main source of the university financial source, the loyalty of the chairperson shifts towards the students. The reason for this is that the president and provost will put pressure on the chairperson of that particular department to make sure the professors do whatever is legally necessary to retain the students after the university recruits them. The professors not only have to teach but they also have to make sure that the students are entertained, happy and satisfied with the service they are rendering. The professors receive secondary loyalty in the form of freedom to create and distribute their own lesson plan. In general some educational institution departments generally formulate lesson plans that are implemented throughout specific classes for particular courses.

The Economic Environment

Loyalty and respect within the business and economic environment would be viewed as an intangible factor. If a leader is not respected usually the employee turnover is high because the loyalty factor is absent. This may not be an issue if it is a unionized job because when the supervisor or manager is not respected the employees ignore the presence of the leader because they view their job as being secure. The employees formulate a mental reason that they are not working directly for the leader. Instead, they are working for someone in a higher position, which is the company as a whole.

A few years ago not many people were attending college but the economy was somewhat stable. So, if the boss was not loyal and respected by the employees, the employees coul

has more of a gratifying impact on the leader. As the business grows this loyalty tends to shift. The loyalty is distributed from the leader to the customers who are already clientele of the business, however there is a little twist; the leader gets help in that the employees are expected to render their loyalty or at least professionalism to acquire new customers. If this strategy works the leaders achieves his satisfaction without having to impose that much loyalty onto his or her employees. The employees expect to receive recognition from their boss but it doesn’t always happen especially if the business is moving towards the stage of expansion. Usually the managerial level employees receive the recognition the lower level employees are the forgotten ones. The process is that the leader distributes the loyalty towards the clientele, delegates his expectations towards his employees which result in the leaders’ internal feeling of satisfaction. We can view the second type of industries which are the product organizations. In the start up stage of the business the leader does not necessarily focus on distributing loyalty instead he tries to get and maintain respect from his employees. This process is accomplished by delegating power to gain control of the employees. This makes it easier for the leader to demand efficient service from the employees to produce quality products for the business without him or her having to distribute any form of encouragement. As the company expands, the leader is able to sustain control and power easier than obtaining respect from the employees. However, over time the control and power becomes fear from the employees’ aspects. This process can keep the activities of the business in motion but for a very short period. Being that employees are much more educated, competition to retaining them becomes very challenging for businesses. A paycheck is not enough anymore, recognition and praise is also expected because the employees can leave and go to another industry where it is fostered.

The Size of the Industry

In an organic industry setting which is smaller, the loyalty and respect is easier to distribute. This is due to the fact that the tasks and expectations are shared between leader (s) and their employees to a certain degree, because there is always that small avenue when the leader delegates and manage autocratically. The service and product industries will be analyzed separately. In a small or mid-sized service industry like a restaurant the loyalty is channeled from both the leader and employees to the customers, the only difference is the expectations. The leader or boss primary focus is to acquire and retain their customers. The employees’ primary concern is to be financially compensated salary and tips for their services by the business and customers.

In a mechanistic industry which is larger, loyalty by the leader is distributed according to the impact each department has on generating income for the business. An example of this process can be applied to a university setting. If a specific department within a university or college is not capable of attaining or retaining students in their academic program, then the chairperson will be forced to lay off professors or trade them off to other departments. The permanent professors may be able to take sabbaticals or leave of absence to do research work. In other words the chair person doesn’t put pressure on the professors to acquire new students because that is the job of the university as a whole. It is the job of the departments to retain the students and for the most part a student would stay in the same curriculum if they are accomplishing it with ease or enjoyment. So the chairpersons’ loyalty would go towards the professors and in return he acquires their respect. If a specific department is the main source of the university financial source, the loyalty of the chairperson shifts towards the students. The reason for this is that the president and provost will put pressure on the chairperson of that particular department to make sure the professors do whatever is legally necessary to retain the students after the university recruits them. The professors not only have to teach but they also have to make sure that the students are entertained, happy and satisfied with the service they are rendering. The professors receive secondary loyalty in the form of freedom to create and distribute their own lesson plan. In general some educational institution departments generally formulate lesson plans that are implemented throughout specific classes for particular courses.

The Economic Environment

Loyalty and respect within the business and economic environment would be viewed as an intangible factor. If a leader is not respected usually the employee turnover is high because the loyalty factor is absent. This may not be an issue if it is a unionized job because when the supervisor or manager is not respected the employees ignore the presence of the leader because they view their job as being secure. The employees formulate a mental reason that they are not working directly for the leader. Instead, they are working for someone in a higher position, which is the company as a whole.

A few years ago not many people were attending college but the economy was somewhat stable. So, if the boss was not loyal and respected by the employees, the employees coul

employees’ primary concern is to be financially compensated salary and tips for their services by the business and customers.

In a mechanistic industry which is larger, loyalty by the leader is distributed according to the impact each department has on generating income for the business. An example of this process can be applied to a university setting. If a specific department within a university or college is not capable of attaining or retaining students in their academic program, then the chairperson will be forced to lay off professors or trade them off to other departments. The permanent professors may be able to take sabbaticals or leave of absence to do research work. In other words the chair person doesn’t put pressure on the professors to acquire new students because that is the job of the university as a whole. It is the job of the departments to retain the students and for the most part a student would stay in the same curriculum if they are accomplishing it with ease or enjoyment. So the chairpersons’ loyalty would go towards the professors and in return he acquires their respect. If a specific department is the main source of the university financial source, the loyalty of the chairperson shifts towards the students. The reason for this is that the president and provost will put pressure on the chairperson of that particular department to make sure the professors do whatever is legally necessary to retain the students after the university recruits them. The professors not only have to teach but they also have to make sure that the students are entertained, happy and satisfied with the service they are rendering. The professors receive secondary loyalty in the form of freedom to create and distribute their own lesson plan. In general some educational institution departments generally formulate lesson plans that are implemented throughout specific classes for particular courses.

The Economic Environment

Loyalty and respect within the business and economic environment would be viewed as an intangible factor. If a leader is not respected usually the employee turnover is high because the loyalty factor is absent. This may not be an issue if it is a unionized job because when the supervisor or manager is not respected the employees ignore the presence of the leader because they view their job as being secure. The employees formulate a mental reason that they are not working directly for the leader. Instead, they are working for someone in a higher position, which is the company as a whole.

A few years ago not many people were attending college but the economy was somewhat stable. So, if the boss was not loyal and respected by the employees, the employees could leave and find another job in a better environment with certainty and ease that they would be hired quickly. At present people are very cautious as to where and how they spend their money. Since, the 9/11 incident companies had to layoff a lot of workers, however, they had to re-hire some of the workers when the business got better. A company’s determination as to who they would hire came down to very important factor which was the educational background of the potential employee. An employee who could multitask would be a better asset for the company. For the most part being that most business are trying to sustain their position within the economic environment, they cannot always financially compensate their employees for their worth. Companies would therefore give other incentatives to the employees whether it is shares of stock in the company, a compensation package or partial tuition reimbursement. This demonstrates that employees want more which is recognition from their leaders or bosses.

The Internal Culture

A company culture usually starts with the presidents’ idea of how he wants society to view the company. For example; in a cosmetic industry, the employees would portray a friendly, calm, extroverted personalities when rendering their service with perfectionism. The company fosters a teamwork environment because the service they attempt to offer is comprised of a team of facial experts who collaborate to provide the consumer with the best combination of products which would match their individual needs. Successful corporate leaders make their focus and loyalty simultaneously on their employees and customers. Success is achieved by sustaining the morale of the team members which not only takes talent on the part of leader but courage to deliver assurances of confidence to the employees. If we were to analyze a manufacturing company the loyalty of the leader would be little different especially if the employees are not dealing with the customers directly. The belief system of the leader as to which management styles he or she chooses to utilize will also have to be taken into account. Just to refresh, they are two types of management styles old and new. In the old management process, the leader delegates in the form of an autocratic style, disregarding the employee’s morale just focusing on the production of the product. However, in the new management process the leader fosters a participative management environment in which the employees have a role on how the daily activities are carried out. So, if the leader follows the old management style his or her loyalty will be focused more on making sure that the production quota is fulfilled. If the leader follows the new style of management he or she will be focused on ensuring the morale and recognition of the employees are met which will enable them to do their jobs diligently. In conclusion socio-economic factors should not be the blue print for a leader to demonstrate loyalty to their employees or customers, with the hopes of acquiring respect in return. The most important factor should be establishing and maintaining a successful business. In order for that to happen it requires team effort of everyone in every level of the company to carry out the vision of the leader. That can only be achieved if everyone is willing to give mentally and physically equally. As far as leaders being loved by their employees it should not be the primary factor on the success of the company. If it evolves it makes the atmosphere enjoyable to be a part of; but, it can sometimes lead to the decline of production in work among the workers. If a leader is viewed as being too nice by their employees, it can be construed as him or her being weak. Therefore, any delegation of tasks can be ignored or if attempted by the workers it may not be done properly. Last and most important a leader should be able to control his emotional state by not creating and practicing nepotism being that over time it can be the cause of the deterioration of the unit.