ASSIGNMENT FINAL REPORT

Qualification Pearson BTEC Level 5 Higher National Diploma in Business

Unit number and title Unit 4: Leadership and Management

Submission date Date Received 1st submission

Re-submission Date 6/11/2024 Date Received 2nd submission

Student Name NGUYEN VAN TUAN Student ID BH01902

Class MA07202 Assessor name CONG BAO NGOC

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Table of Contents
I.Introduction ............................................................................................................................................................... 5
II. Main Contents ......................................................................................................................................................... 6
A. Leadership Theory......................................................................................................................................... 6
1. Behavioral Leadership Theory .................................................................................................................. 6
2. Advantages of behavioral leadership theory ............................................................................................. 6
3. Disadvantages of behavioral leadership theory ......................................................................................... 6
4. Examples of behavioral leadership theory................................................................................................. 7
5. Definition of autocratic leadership theory ................................................................................................. 7
7. Advantages of autocratic leadership theory ............................................................................................... 7
8. Disadvantages of autocratic leadership theory .......................................................................................... 8
9. Examples of Autocratic Leaders................................................................................................................ 9
B. Management Theory ..................................................................................................................................... 9
1. Likert Management System ....................................................................................................................... 9
2. Advantages of likert management ........................................................................................................... 10
3. Disadvantages of likert management ....................................................................................................... 10
4. Example of likert management theory ..................................................................................................... 10
5. Introduction to McGregor Theory ........................................................................................................... 11
6. Understanding Theory X and Theory Y .................................................................................................. 11
7. Advantages and disadvantages of McGregor's theory X and theory Y ................................................... 12
8. McGregor's Theory Y Example ............................................................................................................... 13
9. McGregor's Theory X Example ............................................................................................................... 13
C. Applying the Theory to Companies ............................................................................................................ 13
1. Applying transformational leadership theory to viettel enterprise .......................................................... 13
2. McGregor's Theory X and Y with Viettel ............................................................................................... 14
D. Leadership style and management style ...................................................................................................... 14
2. Advantages of Laissez-faire Leadership Style ........................................................................................ 15
3. Disadvantages of laissez-faire leadership style ....................................................................................... 15
4. Examples of laissez-faire leadership style ............................................................................................... 16
5. Transformational leadership style ........................................................................................................... 16
6. Advantages of transformational leadership style ..................................................................................... 16
7. Disadvantages of transformational leadership style ................................................................................ 16
 8. Examples of transformational leadership style ........................................................................................ 16
9. Ideas about persuasive management style ............................................................................................... 17
10. Advantages of persuasive management style .......................................................................................... 17
11. Disadvantages of persuasive management style ...................................................................................... 18
12. Examples of persuasive management style ............................................................................................. 19
13. Team Management Style ......................................................................................................................... 19
E. About Viettel Group .................................................................................................................................... 21
1. Leadership style of Viettel Group ........................................................................................................... 21
2. Companies with leadership styles opposite to Viettel ............................................................................. 22
3. Decision-making styles of transactional and transformational leaders of Viettel and General Electric. 22
5. Differences in decision making between team management style and autocratic management style: ... 23
F. Corporate Culture............................................................................................................................................ 23
1. Viettel company's success history ........................................................................................................... 24
2. Factors affecting corporate culture .......................................................................................................... 24
Viettel's competitors........................................................................................................................................... 25
Corporate Culture at Viettel ............................................................................................................................... 26
III. Conclusion ........................................................................................................................................................... 26
References .................................................................................................................................................................. 27

I.Introduction

In the era of 4.0 technology like today, there are many technologies that we can quickly access such as the emergence
of advanced and extremely modern means of communication. But what we cannot lack is the "Telecommunications"
service, which is the work of sending, transmitting, receiving and processing symbols, signals, data, writing, images,
sounds or other forms of information by cable, radio waves, optical utilities and electronic means. In other words,
Telecommunications is the work of transmitting, transmitting, receiving and processing messages, signals, data, text,
images, sounds or other forms of information by wired, wireless, optical or electromagnetic means. This is essential
to help Vietnam develop in terms of security and economy. When it comes to Telecommunications, we cannot help
but mention Viettel Group, a leading group and also the largest group in Telecommunications services in Vietnam,
playing the role of providing economic and military truth. In this article, I want you to know what the heads of the
group have done to gain a foothold in such a harsh Vietnamese market.
II. Main Contents

A. Leadership Theory

Leadership is the art of influencing, inspiring and motivating an organization or team to act to implement a strategic
plan and achieve the organization's common goals.

In business, leadership is a set of behaviors used to unify directions and strategies for each level of employees,
implement plans and continuously innovate, bringing value to the organization.

Effective leadership is when a leader can lead a group or organization to achieve goals effectively and sustainably.
To become an effective leader, it is necessary to combine skills and leadership styles appropriate to specific
circumstances and environments. (PACE, n.d.)

1. Behavioral Leadership Theory

Behavioral leadership theory is a well-established theory that evaluates leaders based on the actions they demonstrate
in the workplace. Proponents of this theory believe that all you need to do to become an effective leader is learn a
certain set of behaviors. If you are interested in becoming a more effective leader or developing a new ethical
leadership style, you may benefit from learning about behavioral leadership theory. In this article, we define
behavioral leadership and discuss the different types of behaviors associated with certain leadership styles. (Indeed,
2024)

2. Advantages of behavioral leadership theory

• Emphasizes the role of behavior: This theory shows that leadership skills can be learned, not
necessarily innate. This helps motivate individuals to develop their leadership skills. (CareerViet,
2024)
• Building effective work environments: Leaders who understand and apply appropriate behaviors will
easily build limited work environments, increase connection and support the morale of employees.
• Diversity of leadership styles: Behavioral leadership is not limited to a single style.

3. Disadvantages of behavioral leadership theory

• Lack of applicability in all problems: A specific leadership style is not always effective, especially in
situations that require flexibility and speed. (Corporation, 2024)
• Not enough consideration of personal and contextual factors: This theory may ignore personal factors
(Corporation, 2024)
• Difficult to measure effectiveness: Behavior is complex and difficult to measure
 4. Examples of behavioral leadership theory

• Howard Schultz - Former CEO of Starbucks: Schultz applied a behavioral leadership style that
focused on people and a positive work culture. He focused on building a respectful and fair work
environment where every employee was supported to develop and gain their own value within the
organization. Schultz even introduced a comprehensive welfare policy for part-time employees, an
interesting thing found in large service. With this style, Schultz created a strong work culture, retained
many employees and improved the quality of customer service, increasing the value of the Starbucks
brand. (Ha, 2018)
• Mary Barra - CEO of General Motors (GM): Barra has the ability to lead by prioritizing openness and
transparency in management activities. When she took over, she made improvements (studies, n.d.)

5. Definition of autocratic leadership theory

Autocratic leadership, also known as authoritarian leadership, is a leadership style characterized by individual control
over all decisions and little input from group members. Autocratic leaders often make choices based on their own
ideas and judgments and expect to accept the advice of their followers. Autocratic leadership involves absolute,
authoritarian control over a group. (CareerToday, 2021)

Like other leadership styles, the autocratic style has both some benefits and some drawbacks. Although people who
rely on this approach are often seen as bossy or dictator-like, a certain level of control can be beneficial and useful
in some situations. When and where the autocratic style is most useful may depend on factors such as the situation,
the type of task the group is undertaking, and the characteristics of the group members. (CareerToday, 2021)

6. Characteristics of autocratic leadership theory

• Receiving little or no input from employees.
• Requiring leaders to make most of the decisions.
• Giving leaders the moral authority to dictate work methods and processes.
• Employees feeling like they are not trusted with important decisions or tasks.
• Tends to create environments that are very rigid and stagnant.
• Stifling creativity and out-of-the-box thinking in employees.
• Establishing rules and regulations for work and communication between leaders and employees.

7. Advantages of autocratic leadership theory

• Providing a Solution: Autocratic Leadership Can Be Effective in Small Teams That Lack Leadership.
Are you currently working with a group of students or colleagues on a project that benefits from
 organization, lack of leadership, and an inability to manage deadlines?If so, it is likely affecting your
work or affecting the results of your work. In such situations, a strong leader using an autocratic style can
take charge of the group, assign tasks to different members, and set deadlines for the completion of the
projects.These types of group projects tend to work better when one person is given a leadership role or
simply takes on the task themselves. By establishing clear roles, delegating tasks, and setting deadlines,
the group is more likely to complete the project on time and everyone contributes equally. (CareerToday,
2021)

• Reduced Stress: This leadership style can also be used well in situations where there is a lot of pressure.
In particularly tense discussions, think of as limited as military conflicts, team members may prefer an
autocratic style. This allows team members who are focused on the Service mission to not have to worry
about coming up with complex solutions. This also allows team members to become highly skilled at
performing certain tasks, which contributes to the success of the team as a whole. (CareerToday, 2021)

• Projects Completed on Time: Manufacturing and construction jobs can also benefit from the autocratic
style. In these situations, it is essential that each person has clearly assigned tasks, deadlines, and rules to
follow. Autocratic leaders tend to do well in these jobs because they ensure that projects are completed
on time and that workers adhere to safety rules to prevent accidents and injuries. (CareerToday, 2021)

8. Disadvantages of autocratic leadership theory

• Lack of employee input: Because autocratic leaders make decisions without consulting the team’s
architecture, people on the team may dislike that they are not able to contribute their ideas. Researchers have
also found that autocratic leadership often leads to a lack of creative solutions to problems, which can
ultimately harm the team’s performance. The tendency to underestimate the knowledge and expertise that
team members can bring to the problem. Failure to consult the architecture of other team members on such
issues will affect the overall success of the team. (CareerToday, 2021)
• Impact on Employee Morale: Autocratic leadership can also lower team morale in some cases. People tend
to feel happier and perform better when they feel like they are contributing to the future of the team. Since
autocratic leaders often do not allow team members to contribute their ideas, employees begin to feel
dissatisfied and suffocated. (CareerToday, 2021)
 9. Examples of Autocratic Leaders

• Elon Musk, CEO of Tesla: Elon Musk is known for his highly centralized leadership style, in which he exerts
significant control over every aspect of Tesla's (and now X's) operations. He has been criticized for his
autocratic tendencies, including his frequent public criticism of employees (for which he has sometimes
apologized) and his tendency to make unilateral decisions without consulting his team. (Truc, 2024)
• Travis Kalanick, former CEO of Uber: Travis Kalanick was known for his aggressive and controlling
leadership style, defending his work by pushing his team to work long hours and prioritizing growth over
other considerations. He has been criticized for his tendency to expect too much, including a tendency to
reject feedback from his team and a willingness to take legal and regulatory risks in pursuit of his business
goals. (Truc, 2024)

B. Management Theory

Management is the process of planning, organizing, coordinating and controlling the resources and activities of an
organization to achieve specific goals. Management involves setting goals, collecting and analyzing information,
communicating, making decisions, assigning tasks, directing and monitoring activities, evaluating and improving
performance. (Khang, 2024)

1. Likert Management System

This is the first system in Likert’s Leadership Style. In this style, Likert states that the ultimate power lies in the
hands of the top level subordinates. It includes: exploitative authoritative, benevolent authoritative,consultative and
participative. The top management makes the policies and rules and the employees at the lower levels have to follow
the instructions given to them by the superiors. Here, it is seen that the employees at the lower levels do not feel
comfortable discussing their work with their superiors. Communication and teamwork are very less in this system.
(Vedantu, 2024)

Leaders in the exploitative authority system have a lower level of concern for their employees. They use threats or
fear-related methods to get their work done. The method of intimidation works well and employees work efficiently
once they enter the organization. The leaders are unaware of the psychological feelings of their employees and the
communication between them is almost zero. (Vedantu, 2024)

In this type of system, the top management assigns a large amount of work to the employees and they have to
complete the work without any mistakes. The monetary benefits and job satisfaction in this type of system are very
low. (Vedantu, 2024)

2. Advantages of likert management

• With the help of the Likert-developed profile, one can obtain research results in the field of group
competence. (Management Study Guide, n.d.)
• Likert theory also facilitates the measurement of “soft” areas of management, such as trust and
communication. (Management Study Guide, n.d.)

3. Disadvantages of likert management

• Ineffective with incompetent team (SCHOOLZ, 2024)

• Lack of creativity and dependence (SCHOOLZ, 2024)
• Lack of flexibility (SCHOOLZ, 2024)

4. Example of likert management theory

• Richard Branson (Virgin Group): Branson is famous for his democratic and participatory management
style. He always creates conditions for employees to present ideas and try new ways of doing things, thereby
Virgin Group always maintains a spirit of innovation. (Training, 2024)

• Sundar Pichai (CEO of Google): Pichai has led Google with a participative management style, similar to the
Likert system, to encourage creativity and innovation from all levels of employees. (Phuong, 2021)
 5. Introduction to McGregor Theory

Douglas McGregor was born in 1960. He is a great thinker, leader, management theorist and leader. Douglas
theorized more than three decades ago that every leader has core assumptions about human nature and these
assumptions influence the leadership style that the leader practices. His views on leadership are valuable to him as
the first to apply the findings of behavioral science to the world of business and leadership. (Toppr, 2019)

6. Understanding Theory X and Theory Y

Douglas McGregor's program was established in the theory of motivation. Mr. McGregor put forward two theories
of human management and leadership, Theory X and Theory Y. Theory X holds the view that human beings are
inherently dislikeful of work. They can only achieve results in work by applying descriptive and directive methods.
Theory X strongly focuses on the autocratic leadership style, in which the result is the mind of the leader and focuses
on the work rather than the people. (Toppr, 2019)

Theory Y's management approach focuses more on people. Here, individuals are important and appreciated. Theory
Y holds that when employees are provided with the right kind of environment, they can achieve their highest potential
and can bring value to their organization. (Toppr, 2019)

A few authors consider McGregor's work to be a fundamental theory of motivation, while others feel it is purely
theoretical about human nature and more relevant to discussions of morality than fundamental theories of motivation.
(Toppr, 2019)
McGregor’s ideas about leadership and management behavior have had a major influence on management and
leadership thinking and practice. Traditional leadership is highly hierarchical and controlling, with employees
always deferring to and dependent on the leader. This can be disempowering and a waste of human talent and
potential. McGregor believes that if ethical leaders do not examine the dualities of some of the core assumptions
they have about people; this can limit their appreciation and perspective of the power of human growth,
cooperation, and development. (Toppr, 2019)

7. Advantages and disadvantages of McGregor's theory X and theory Y

7.1 Advantages of Theory X

• Some development staff support an authoritative management style. (Matthew, 2024)
• Focus on achieving company goals (Matthew, 2024)
• There is no room for ambiguity, this clarifies roles and responsibilities (Matthew, 2024)

7.2 Disadvantages of Theory X

• Some employees do not perform well under such regulatory enforcement. (Matthew, 2024)
• Not everyone is motivated by financial gain, so they may not put in as much effort to achieve more.
(Matthew, 2024)
• Can be detrimental to employee learning and development (Matthew, 2024)

7.3 Advantages of Theory Y

• Much more engaging management style (Matthew, 2024)
• Give employees autonomy and responsibility, allowing them to perform better (Matthew, 2024)
• Encourage teamwork, development and creative problem solving (Matthew, 2024)

7.4 Disadvantages of Theory Y

• Not everyone is comfortable with work with undefined boundaries. (Matthew, 2024)
• It will be easy to use homemade devices and please believe (Matthew, 2024)
• It can be difficult to measure success because there is little focus on quantifying data (Matthew, 2024)

The main drawback of both theories is that not all employees fit into both categories – the workplace is not
a “two-size-fits-all” environment.
 8. McGregor's Theory Y Example

• Herb Kelleher (Southwest Airlines) : co-founder and former CEO of Southwest Airlines, applied Theory
Y by emphasizing a culture of support and trust. He empowered employees to make decisions, trusted them
to handle customer needs independently, and believed in their inherent motivation and accountability. This
approach played a major role in building Southwest Airlines’ reputation for excellent customer service and
employee satisfaction. (Forbes, 2024)
• Satya Nadella (Microsoft): Since becoming CEO, Satya Nadella has transformed Microsoft by applying
principles similar to Theory Y. Nadella emphasizes a growth mindset, encourages constant openness, and
values employee input and expertise. By creating a more streamlined culture, he has revitalized Microsoft's
work environment, fostering innovation and morale. (Kiet, n.d.)

9. McGregor's Theory X Example

• Henry Ford (Ford Motor Company) Ford's fast track was an early example of Theory X management.
Workers were given specific, repetitive tasks and were closely supervised to ensure efficiency and
performance. Ford's prescriptive approach increased productivity but also led to high employee turnover
because the work was monotonous and there was little opportunity for personal growth or responsibility.
(Solutions, 2024)
• Mary Barra (General Motors): As CEO of General Motors, Mary Barra applied the principles of Theory Y
by promoting a culture of transparency, accountability, and innovation. Barra focused on empowering
employees at all levels to take initiative and share their ideas, especially in pursuing innovative approaches
in the highly competitive auto industry. (Nguyen, 2023)

C. Applying the Theory to Companies

1. Applying transformational leadership theory to viettel enterprise

Transformational leadership is a leadership approach that creates change in individuals and social systems. In its
ideal form, it creates valuable and positive change in followers, with the ultimate goal of helping followers develop
into leaders. (Vietnambiz, 2019)

When applied properly, transformational leadership enhances the motivation, morale, and performance of followers
through a variety of mechanisms, including linking followers’ sense of self and identity to the organization’s mission
and collective identity, inspiring followers, understanding followers’ strengths and weaknesses and assigning them
appropriate tasks, etc. (Vietnambiz, 2019)
Viettel Stars 2022 honors 10 individuals and 10 groups who not only complete their production and business tasks
but also inspire the spirit of service, creativity, and overcoming difficulties at work. These are the most outstanding
typical books selected from nearly 70,000 employees, from member units and 10 international markets, in 4 fields:
Telecommunications; IT solutions and services; high-tech industrial production research and development; Global
delivery, logistics and trade. (Viettel, 2023)

In the context of general difficulties around the world, Viettel is determined to achieve its set goals, making 2022 a
year that creates many impressions in business, creativity, exploring new spaces and achievements at the national
level after the pandemic period. Viettel has completed all the numerical targets on revenue, profit, contribution to
the State budget, the first department to receive more major tasks of the country, leading in technology research, the
lives of employees are increasingly better cared for. (Viettel, 2023)

Speaking at the event, Mr. Tao Duc Thang - Chairman and General Director of the Group shared: “The stars of
Viettel 2022 honor outstanding collectives and individuals in all blocks and fields; in departments as well as on the
front line; as employees, experts or managers; both domestically and internationally. All represent the heart and love
for Viettel, for the country, all represent the will to rise up, break out of one's comfort zone, find new ways to
innovate, work passionately and constantly innovate from the most ordinary, smallest jobs every day to projects and
topics of national and international significance”. (Viettel, 2023)

2. McGregor's Theory X and Y with Viettel

In his book The Human Side of Enterprise (1960), Douglas McGregor introduced two models of managers'
perceptions and motivations towards employees, called Theory X and Theory Y. Theory X has a negative view,
assuming that employees are often lazy, avoid responsibility and need supervision to be effective, so managers tend
to use an authoritarian leadership style and control silently through punishment. In contrast, Theory Y has a positive
view, viewing employees as people with innate abilities, ready to take responsibility and desire to develop
themselves. Managers following Theory Y often apply a democratic leadership style, encourage employee
participation and creativity, and give them autonomy in their work. At Viettel, Theory Y is applied because it gives
employees the freedom to speak up and communicate with managers to complete tasks in the best way.
Empowerment and accountability are seen throughout the company and innovation often comes from the bottom up.
(Lumen, n.d.)

D. Leadership style and management style

Leadership style is the behaviors and approaches that an ethical leader applies in guiding, directing, and influencing
a group of people toward a business goal. (Academy, n.d.)
Ethical leadership defines the approach of ethical leaders in implementing plans and strategies to accomplish goals,
promote business expectations response, and the prosperity and growth of an organization. An ethical leader often
applies multiple leadership styles to solve different business problems. (Academy, n.d.)

Management style is an important factor in management. It can implement the manager's science, organization,
talent, direction and art of command. Everyone has their own management style and no style is best for all problems.
(MAYBANHANG.NET, 2020)

1. Laissez-faire Leadership Style

This is when a leader gives employees the authority and responsibility to make decisions and solve problems,
allowing them to self-manage and be accountable for completing tasks and achieving goals set by the leader.
However, the leader still has to take full responsibility for his or her team. This style is often used in businesses with
experienced teams. Leaders with this style are often comfortable with making mistakes and prioritize freedom of
choice in the workplace. (PACE, n.d.)

2. Advantages of Laissez-faire Leadership Style

• Encourage personal development: The delegating management style is a good opportunity to allow the
staff provided below to automatically develop their creativity and express their abilities. Thanks to that, the
manager can find the potential of the staff. (Quyet, 2021)
• Showing trust: When employees feel supported and trusted by their managers, they feel empowered to reach
their full potential. This also makes them more likely to stay with the team for the long term. (Quyet, 2021)
• Increase the quality of decisions: In other leadership styles, making a final decision requires many steps.
However, with this form of management, employees can proactively discuss quickly without having to wait
for the approval process. (Quyet, 2021)

3. Disadvantages of laissez-faire leadership style

• Difficult to achieve expected results: Delegating leadership depends heavily on the capacity of each
individual in the group. Therefore, if the staff does not have the necessary capacity, the project will hardly
achieve the expected results at the beginning. (Quyet, 2021)
• Dangerous: Effective teamwork has a high level of cohesion among members. However, if just one
individual cannot manage their time well and work effectively, then instability will occur as soon as possible.
(Quyet, 2021)
 • Low sense of responsibility: While it is beneficial to delegate work to a team, some leaders see this as a way
to shirk their responsibilities. When work is not completed as expected, they blame incompetent members.
(Quyet, 2021)

4. Examples of laissez-faire leadership style

• Steve Jobs was one of the textbook leaders of this management style. He played the role of the speaker who
laid out what he wanted. But then communicated it to his employees and left the decision up to them. (Quyet,
2021)
• Former US President Herbert Hoover was also a leader who delegated authority. He often delegated work to
advisors with more professional experience than he had to accept. (Quyet, 2021)

5. Transformational leadership style

This is a style in which a leader inspires team members to push beyond their comfort zone, raise the bar, and help
them achieve things they never thought they could.Leaders who follow this style will continue until their work,
people, and functional organization undergo a transformation or are significantly improved. Transformational leaders
possess high integrity, emotional intelligence, vision for the future, empathy, and good communication skills.
(PACE, n.d.)

6. Advantages of transformational leadership style

• This style is often associated with higher growth-oriented organizations that deliver innovation and
productivity. (Academy, n.d.)
• This leadership style helps employees push themselves out of their comfort zones and see how far they can
go. (PACE, n.d.)
• Transformational leadership helps increase engagement through shared imagination and vision between
leaders and managers, leaders and employees. (PACE, n.d.)

7. Disadvantages of transformational leadership style

• Not suitable for new businesses (evn, 2023)

• Requires a clear baseline configuration (evn, 2023)
• Does not work well for architectural models (evn, 2023)

8. Examples of transformational leadership style

 Jack Welch: Former CEO of General Electric (GE), is known as one of the most famous transformational leaders
in business history. During his 20 years leading GE, from 1981 to 2001, he oversaw impressive growth for the
company, with its market value increasing 40-fold. Welch had a vision of making GE the world leader in every
industry it entered, and he communicated this vision to his employees by setting ambitious goals and constantly
encouraging them to come up with new ideas and try new ways of doing things. (PMS, 2024)

Jeff Bezos: founder and CEO of Amazon, has been described by Harvard Business Review as a great
transformational leader with a vision and the ability to inspire employees. (PMS, 2024)

Jeff Bezos fosters creativity and innovation within Amazon by creating an environment that encourages people
to come up with new ideas and experiment with new ways of working. He also advocates a “fail fast” culture,
encouraging employees to take risks and learn from those failures. (PMS, 2024)

9. Ideas about persuasive management style

The persuasive management style focuses on building relationships with employees to influence and inspire them to
reach their full potential. Persuasive managers can use their excellent communication skills to persuade and motivate
others towards a common goal. These leaders use techniques such as active listening, communicating clear messages,
and addressing employee concerns to persuade their teams to follow their lead. They may also use rewards and
incentives to help motivate and inspire their employees and team members to achieve specific goals or accomplish
objectives. While persuasive managers are still allowed to make decisions unilaterally without other participants,
this leadership style helps team members feel more involved in the decision-making process because the manager is
able to share the logic and reasoning behind their decisions. (Professional, 2023)

10. Advantages of persuasive management style

Communication is a priority

• Persuasive leaders are smart communicators who can clearly communicate their ideas so that employees
understand why a decision is being made. While these leaders may encourage their team to speak up and
voice concerns, they can help their team understand why certain decisions are being made. (Professional,
2023)
• Better communication between teams can also lead to higher employee engagement, increased morale, and
improved productivity, helping to create a workplace where your employees want to thrive. (Professional,
2023)
• You can choose to discuss team projects and tasks during informal coffee meetings to create a more relaxed
environment where employees can talk freely and you can deal with the aftermath of the process at your own
discretion. (Professional, 2023)

Work done quickly

• A persuasive manager can also make decisions and set goals and objectives using their follow-up
communication skills to help their team understand why goals and objectives are set. This can lead to
greater clarity for employees about expectations, leading to higher engagement and performance.
(Professional, 2023)
• Leaders with this charismatic power can inspire their teams to complete tasks quickly and to high
standards because everyone understands what they need to do and why. (Professional, 2023)

Encourage employees to expand by changing

• The persuasive management style, in particular, can be effective in workplaces that are resistant to
change. In these cases, persuasive management can convince more senior team members that they
can trust your expectations while still creating a sense of belonging. (Professional, 2023)

11. Disadvantages of persuasive management style

Depends heavily on good communication skills

• However, persuasive management can yield results, however, if the manager or leader is not a better
communicator, this can lead to confusion and tension among team members. (Professional, 2023)
• Without better communication, goals and expectations for a project cannot be clearly communicated,
which can affect not only team productivity but also the health and morale of team members.
(Professional, 2023)

Creativity can be stifled.

• Like autocratic and authoritarian management styles, while persuasive managers discuss ideas with
their teams, they retain complete control over decision making and projects. (Professional, 2023)
• Managers who are too focused on ensuring their team is aligned with their vision can often continue
to come up with new and innovative solutions to a problem. This can therefore mean that employees
are reluctant to share their views and lead to a lack of diversity in ideas.
 12. Examples of persuasive management style

Steve Jobs - Co-founder of Apple Inc: Steve Jobs is famous for his ability to persuade and inspire his employees.
He has a clear vision for the product and often uses strong force to protect his pearls to focus on the goal. Jobs
encourages his brilliant flowers to strive and reach the peak of creativity, even when faced with many challenges.
This persuasive style has helped Apple launch breakthrough products such as the iPhone and iPad. (Walter, 2014)

Howard Schultz - Former CEO of Starbucks: Howard Schultz is a great example of a charismatic leader. Schultz
inspired his employees at Starbucks by creating a corporate culture that respected and cared about their well-being,
such as providing health care for part-time and full-time employees. He convinced his boss of the importance of
creating a unique customer experience and lasting value, which helped Starbucks become the world's leading coffee
brand. Schultz's leadership style not only attracted and retained employees, but also increased customer confidence
in the brand. (Vietnam, 2017)

13. Team Management Style

This style encourages employees and colleagues to pool their knowledge and experience to advance projects,
increasing efficiency. It believes in teamwork and coordination, and encourages frequent communication between
team members and higher levels. Here, the manager appreciates and rewards teamwork and employee efforts to
encourage motivation among team members. (Ieit, 2024)

Advantages :

• Groups are a tool to focus the experience and expertise of many individuals to solve a problem.
• Groups gather more information and knowledge than an individual, and often consider more options. Each
individual in the group can learn from the experiences and skills of others in the group. Different knowledge,
levels and experiences help the group increase its ability to identify problems, so that the group can consider
the problem from many aspects and in many ways. (university, n.d.)
• Group decision making makes members more humorous. People often accept decisions more easily and are
more satisfied with decisions when they have participated in the decision-making process than when
decisions are imposed on them. As a result, those decisions will be better implemented. (university, n.d.)
• Group decision making increases understanding and closeness among members, helping them to coordinate
better with each other in their work as well as in the implementation of decisions. In other words, group
decision making is also an effective form of communication. (university, n.d.)

Disadvantages :
• Time consuming: it takes a lot of time to organize a conference, group members discuss, negotiate and
choose a solution because wasting time is wasting money even though the group has decided not to
remove the effectiveness by deciding individually. (university, n.d.)
• Group discussions can be dominated by many individuals or small groups. The effectiveness will be
reduced when an individual, such as the group leader, dominates the discussion by talking too much or
preventing others from presenting their views. Such distribution can reduce the participation of other
group members and is the cause of options being left blank or overlooked. Therefore, group members
need to be encouraged to participate. (university, n.d.)
• Group members are more interested in their own goals than the group's goals. They try their best to keep
their ideas while forgetting the effectiveness of the group's work. In other words, a group that is too
interested in negotiating will not make good decisions. Sometimes it comes from the desire to maintain
friendship, avoid conflicts, and jellies. (university, n.d.)
• Show groupthink symbols: groupthink can be effective when group members receive expressions that
have problems to solve. In that case, the group can fully establish the selection methods, they can
sincerely discuss with each other about how to do it and avoid information that is dangerous to the
group's choice. However, groupthink also leads to errors due to the group's decision. By luck, groupthink
has the characteristics of illusion of victory, collective relations, overconfidence in the ability to decide
the group, illusion of the best position of the members, applied power from the members ... leading to
the phenomenon of complex selection methods, complex goals, poor information research, mistakes in
the methods of evaluating the choice price. (university, n.d.)

Examples of Team Management Style:

Mary Barra - CEO of General Motors: Mary Barra is a prominent example of a team-based management
style. At GM, she focused on building a collaborative work culture, encouraging teams to be autonomous
and responsible in making decisions. Barra created an open environment for teams to share ideas and solve
problems together, bringing new change throughout the organization. This helped GM overcome many
formulas and promote the company's steady growth. (UK, 2024)

Satya Nadella - CEO of Microsoft: Satya Nadella transformed Microsoft from a company with a strong
internal competitive culture to a collaborative team environment. Under his leadership, departments at
Microsoft work more closely together, developing better integrated products and services. Nadella
encourages the sharing of ideas and empowers teams, leading to breakthroughs like the Azure cloud
platform. (INTHEBLACK, 2024)
 E. About Viettel Group

The Military Industry - Telecommunications Group (Viettel) is a 100% state-owned defense economic enterprise,
committed to assuming the rights, legal obligations and legitimate interests of the Military Telecommunications
Corporation. The Military Telecommunications Group (Viettel) is owned by the Ministry of National Defense and
is a military enterprise operating in the fields of postal services - telecommunications and information technology.
With the slogan "Speak your way", Viettel always strives to develop steadily during its operation. Currently, Viettel
is the largest Telecommunications and Information Technology Group in Vietnam, and is considered one of the
fastest growing telecommunications companies in the world and is in the Top 15 global telecommunications
companies in terms of number of accounts. Viettel is currently operating and doing business in 13 countries spanning
Asia, America, and Africa with a market size of 270 million people, about 3 times the population of Vietnam. In
addition to telecommunications, Viettel also participates in the field of high-tech research and production and a
number of other fields such as post, construction, trade and import-export, IDC. Viettel Group's strategy in the
coming time is to continue developing IT applications to bring into all areas of social life and concretize in many
foreign markets, rising to become a global corporation, among the 20 largest telecommunications enterprises in the
world. (VNR500, 2024)

1. Leadership style of Viettel Group

Transformational leadership is a leadership style in which leaders encourage, inspire, and motivate employees to
innovate and create change, which helps to grow and shape the future success of the company. This is done by
leading by example at the executive level with a strong sense of corporate culture, employee ownership, and
independence in the workplace. (GrowMind, 2022)

Transformational leaders inspire and motivate their employees without micromanaging. They trust each employee
to make decisions in the work they are assigned. This is a management style designed to give many employees the
space to be creative, consider the future, and find new solutions to old problems. Employees on the path to becoming
managers are also prepared to become transformational leaders themselves through mentoring and training.
(GrowMind, 2022)

Mr. Cao Duc Thang, Chairman and CEO of the Military Group, has applied a transformational leadership style by
promoting innovation and creativity throughout the organization. He is enthusiastic about his team constantly
experimenting with new technologies and exploiting the potential in pioneering areas such as artificial intelligence
and 5G networks. Under his leadership, Viettel has increased its focus on research and development, promoting a
culture of innovation within the organization. Mr. Thang also aims to build an open working environment where
every idea is valued and encouraged, promoting inspiration and increasing motivation for employees, thereby
promoting productivity and the development of the group.

2. Companies with leadership styles opposite to Viettel

In contrast to transformational leadership, transactional leadership is a leadership style in which the leader relies on
methods such as rewards, incentives, or punishments to achieve optimal performance from subordinates. (tanca,
2024)

The transactional leadership model is based on exchanges or transactions. The leader rewards employees who
perform tasks according to required standards and punishes employees who do not perform according to set
standards. (tanca, 2024)

The relationship between the leader and the subordinate is based on theories that suggest that individuals are not
self-motivated and need guidance and supervision to complete tasks.

This theory also suggests that employees will perform tasks in the way that the leader desires, in return the leader
provides what the employee wants, such as a good salary. (tanca, 2024)

General Electric (GE): GE is known for its strict adherence to procedures, especially in its technology and industrial
manufacturing businesses. GE also uses specific goals and targets to evaluate employee performance.

3. Decision-making styles of transactional and transformational leaders of Viettel and General Electric.

Transformational Leadership Style:

• Vision-Oriented and Inspirational: Transformational leaders make decisions based on a long-term vision
and the goal of changing the organizational culture. Their decisions often lead to innovation, improvement,
and growth. (LinkedIn, 2023)
• Involvement and Empowerment: Transformational leaders encourage creativity and regularly seek
employee input. Rather than relying solely on rewards and discipline, they empower employees to develop
confidence and a sense of ownership. (LinkedIn, 2023)
• Development Focus: Decisions in this style are directed toward creating sustainable performance, improving
employee satisfaction, and developing individual capabilities.

Transactional Leadership Style:

 • Rules and Processes-Oriented: Transactional leaders are often driven by existing rules, processes, and
specific organizational goals. They value consistency and restraint, especially in situations that require
discipline and high performance. (Needle, 2021)
• Focus on rewards and discipline: Decisions are often made regarding rewards or discipline based on
employee performance. If employees achieve goals, they are rewarded; conversely, if they do not, they may
be disciplined.
• Quick and clear decisions: Because of specific criteria, transactional leaders can often make quick and clear
decisions, which helps maintain operational efficiency.

4. Management style of Viettel Group and General Electric

Team Management Style:

This style encourages employees and colleagues to pool their knowledge and experience to advance projects,
increasing efficiency. It believes in teamwork and coordination, and encourages frequent communication between
team members and higher levels. Here, the manager appreciates and rewards team spirit and employee efforts to
encourage motivation among team members. This is also the style that Viettel is applying to promote and develop
its path to success. (Ieit, 2024)

Autocratic Management Style :

The opposite of the team management style is the autocratic management style. In the autocratic management style,
the manager has complete authority in making decisions and controlling employees without consulting the architect
or input from the team. This is in contrast to the team management style, where the manager encourages participation,
input, and cooperation from members to make decisions together. (Ieit, 2024)

5. Differences in decision making between team management style and autocratic management style:

The most obvious difference between the two management styles is that one side has full decision-making authority
and the other side listens to the opinions of other members in the group and in the system.

F. Corporate Culture

Corporate culture in English is “corporate culture” is a very important concept in the modern business
environment, because it affects the behavior, attitude and effectiveness of each member in an organization.
 Corporate culture is also a factor that makes each business different and unique compared to its competitors.
(EBH, 2023)

Simply put, corporate culture is the entire cultural values of a business built throughout the existence and
development of the business, thereby forming rules that affect the business's operations, govern the thoughts,
behaviors, and attitudes of each member in the business, creating differences between businesses and is
considered a separate distribution system of each business. (EBH, 2023)

Therefore, corporate culture has a great influence on the development of a business, creating a difference for
other businesses in the market. (EBH, 2023)

1. Viettel company's success history

Viettel Group, whose full name is the Military Industry - Telecommunications Group, was established in 1989 under
the original name of the Information and Communications Equipment Electronics Company. Initially, Viettel
focused on the construction and installation of telecommunications infrastructure for other state-owned enterprises.
In 1995, Viettel officially entered the telecommunications sector with its first service being the delivery of documents
and postal items.

In 2000, Viettel began providing international long-distance telephone services, opening up the first step of
development in the telecommunications sector. In 2004, Viettel successfully launched its mobile network with the
prefix 098, becoming the third network operator in Vietnam. After only a few years, Viettel quickly became the
largest telecommunications service provider in Vietnam, standing out thanks to its reasonable pricing strategy and
outstanding service quality.

In the following years, Viettel expanded its operations to many countries, especially in Africa, Asia and Latin
America, contributing to affirming its position as a global telecommunications group. Up to now, Viettel has been
present in more than 10 countries with millions of customers worldwide. The group has also expanded into other
areas such as information technology, scientific research and high-tech manufacturing, reshaping itself into a leading
technology - telecommunications group in Vietnam.

2. Factors affecting corporate culture

Leader of Viettel Group
Colonel Cao Duc Thang was born on July 15, 1973, in Thanh Hoa. He has a Master's degree in Telecommunications.
Before joining Viettel, he worked at Hanoi Telephone Corporation and Hanoi Post Office. Cao Duc Thang started
working at Viettel in August 2005. At that time, the foreign expert team he led was assigned to optimize the network.

At that time, the telecommunications network in Vietnam as well as the telecommunications infrastructure was still
weak, not only for Viettel but also for other corporations.

However, Cao Duc Thang and his team of technical experts did not give up. The new CEO of Viettel at that time
and the team of technical experts were determined not to give up. He and his research team surveyed from big cities
to remote rural and mountainous areas to test and optimize the network. A little bit about how many options and
legal measures there are to develop the telecommunications network from the solution of raising and lowering the
antenna depending on each area, through the steps of editing and adjusting the capacity of the loading system.
(money, 2024)

Not stopping there, through many years of working and contributing his own initiatives and ideas, the new CEO of
Viettel, Tao Duc Thang, has led Viettel to develop sustainably, bringing useful values to the Group. (money, 2024)

People at Viettel
People at Viettel are considered the core factor in building and developing the group into one of the leading brands
in Vietnam. With the employee-centric building tool, Intel focuses on building a team of highly specialized
personnel, a spirit of dedication and the ability to quickly adapt to change. The outstanding characteristics of people
at Viettel are a sense of responsibility, discipline, creative thinking and a pioneering spirit at work.

Viettel pays special attention to training and developing talents through in-depth training programs, creating
opportunities for employees to continuously improve their skills and knowledge. The leadership team at Viettel also
applies a transformational leadership style, helping to promote the comprehensive development of employees,
encouraging them to proactively come up with ideas and contribute innovative ideas.

In addition, Viettel values dedication and loyalty, builds a cohesive working environment and encourages long-term
development of employees. It is these dedicated, enthusiastic and ready-to-take-on-challenges people who have
contributed significantly to the success and stability of Viettel Group.

Viettel's competitors

The technology and telecommunications market in Vietnam is growing strongly, with the participation of many big
names at home and abroad. Viettel, with its leading position, faces fierce competition from many big competitors in
the industry. Companies not only compete in the telecommunications sector but also expand into technology services,
logistics and equipment retail. (AMIS, 2024)

Some of Viettel's competitors include: VNPT, Vinaphone, FPT, MobiFone, VNPost, DHL, FedEx, Giao hang tiet
kiem, Phong Vu, Di Dong Viet, CellphoneS... (AMIS, 2024)

Corporate Culture at Viettel

Viettel's corporate culture is the golden key that helps this group pursue its own path, is a solid foundation for
sustainable development and leaves a deep impression on the public. The article will further explain the relationship
between corporatization and the success of the Military Industry - Telecommunications Group, currently ranked No.
1 in Southeast Asia. (Amis, 2024)

The “Soldier” culture is an indispensable element in Viettel’s 8 core values and is also the reason why Viettel Group’s
corporate culture has developed so remarkably today. The ability to endure, not to resist difficulties, and to be
consistent in thought and trust has created the strength and difference of Viettel. (money, 2024)

National culture : At Viettel, the employees are foreigners, so the culture in each country and region will be different.
Therefore, Viettel not only builds culture but also has special dishes for foreign employees such as Christmas,
Halowen,...

III. Conclusion

In this report, I have clearly defined leadership, management, leader, as well as provided basic information on
leadership and management theories as well as practical examples of them. Organizational culture and factors
influencing organizational culture have also been mentioned, along with practical examples from different
companies, especially the selected company is Viettel.
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