Huawei Leadership Style

as an appreciation of the investment (Noah and Steve, 2012).

Carpeter et al. (2009) identified a number of factors that would influence employees’ work attitude, including personality, perceived organisational fairness, work environment, job relations, job characteristics, psychological contracts, and stress. A study by Ahmad et al. (2010) found that work attitude of employees has a positive impact on job satisfaction, which would lead to improved moral and performance in the workplace. Yukl (2010) emphasise that transformational leadership behaviours have motivational effects on employees or team members. According to Yukl (2010), effective leadership style influence team members or employees in three key ways; by influencing employees or

The finding in this chapter establishes that organisational leaders and managers of Huawei embrace transformational and participative leadership styles. These types of leadership styles influence a positive work attitude among employees including the R&D staff. Further, it is revealed that motivational factors used in Huawei include pay, company policies and procedure, training and development, opportunities for personal growth and achievement, recognition, job security, promotion opportunities, and employee supervision. However, the results revealed that the motivators valued by employees in developing positive work attitude include good salary, training and development, job security, proper communication and information availability, career development, acknowledgement, recognition and promotional opportunities. Further, the findings in this chapter revealed that in shaping positive work attitude among R&D staff, organisational leaders of Huawei face numerous challenges including cultural issues, emotional state of employees, and the nature and characteristics of the R&D work. These factors limit their efforts to provide motivation for positive work attitude among their

These factors are found to have a significant effect on employee motivation. For instance, proper provision of good wages, training and development, information and effective communication influence greater motivation levels among employees. Since motivation is found to have a significant strong and positive correlation with work attitude (Suleiman, 2013), motivational elements are also said to have a significant and direct effect on work attitude among employees. For instance, Suleiman (2013) revealed that job security has been identified in the literature as one of the most influential factors that results in positive work attitude among employees. Employees who perceive the future or their job as being guaranteed to develop positive perception and attitudes towards their work and the