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Question: Discuss about Leadership Models Behaviour. Answer: Leaders build the vision for future motivate others. Leadership is the art of motivating people.Traits of leadership are to inspire others, build a vision of the future telling the way vision should be delivered. Dan Radcliffe was named in the 2014 Ernst and young entrepreneur of the year in the recognition of IVHQ, the company he found. IVHQ was founded in 2007 and is worlds leading volunteer travel company. The company is having volunteer programs over 25 countries. Stakeholder responsibility engagement Stakeholder responsibility and engagement is an opportunity for an organisation to carefully listen to issues raised in the engagement, understand the issues completing responsibilities. The leaders invests time to understand business operations environment, in which leader seeks to engage and accomplish the responsibilities. In the engagement process, stakeholders are affected by the decisions which company takes. Stakeholder engagement is a part of corporate social responsibility. With the establishment of trust respect, stakeholder engagement can be done best. Engagement with stakeholders provides to company new information that can uncover previous risks opportunities. Companies which do not like to adopt dynamic environment should involve more in stakeholder engagement it can reveal the issues which need immediate attention (Soieb, Othman D'Silva, 2013).Organisations that invest in corporate social responsibilities carefully listen to the issues created by the stakeholder s gets benefit from the engagement make changes in the future policies. IVHQ has maintained risk management policy, in which every stakeholder has a role in the successful application. Dan Radcliffe engages in social responsibility engagement. At the time of engagement Dan analyse the problems faced by stakeholders encourages growth obtains a comprehensive perspective of the environment the way to serve various stakeholders of the company. The company have to deal with stakeholder claims (Chang Chang, 2015). Leaders have positive association with social responsibility. Responsible leaders focus to understand the relationship between stakeholders leaders which results in responsible actions for the sake of society. These engagements had a good impact on leaders as they analysed the issues related to IVHQ become more responsible towards stakeholders of company. Leaders stakeholder responsibility engagement lead to efficient productivity more profits. It indicated better performance of CSR. Social or political changes When changes occurs in the living of individuals the society gets influenced then it is known as social change. It is change in social phenomenon over a period of time. Social change is basically changes in society which results in the change of social relationships. Social changes occur due to change in the nature of laws (Acemoglu Jackson, 2014).. Social changes bring two changes, one is change in the structure of society the other is change in the values norms of society. Disruption in government brings political changes. Political changes are unpredictable. Sometimes, small changes in inputs may produce in more changes in behaviour and large changes may results in producing small policy changes. Small economic events can be the reason of socio economic political revolutions. IVHQ is associated with the persons who bring social change. Dan communicates with desired parties, collaborates with trust agencies companies, educate people, engage in activities monitor tasks. Political leaders are elected by the people. All the decisions which are related to politics are taken by the political leaders. Social changes have brought positive changes in the society helped IVHQ to function more effectively. It develops personal qualities self confidence in individuals and has put emphasis on collaborations of groups individuals. Performance of political leaders has changed a lot in New Zealand after the womens appointment to new positions. Now, women are holding all the important positions like prime minister, chief justice, governor general more. Ethical behaviour at workplace Ethical behaviour at work place can improve the work performance. Workplace ethics includes an atmosphere, which will be beneficial to employees, leaders customers. Ethical behaviour involves inclusivity, honesty, legality disclosure. Inclusivity includes people from different work place they can adjust only if ethical behaviour is in the organisation. People with different viewpoints can easily co-operate each other if they keep professional link with each other, which is part of ethics. In honesty dealings are supposed to be honest between managers, leaders employees. If honesty is in the organisation, leaders managers can be trusted easily by the investors. In the scene of legality organisations are required to follow certain rules regulations regarding laws rights of employees. Illegal activities can be tax evasion, violation of laws discrimination. To gain legality, illegal activities should be avoided. Leaders employees of organisation are not required to disclose some financial information to customers of the organisation. Revealing these facts can be dangerous to the existence of an organisation. Such information should be balanced to maintain ethical behaviour at workplace. Dan maintains ethics at IVHQ. Dan adopt transparency in the decision making process insists everyone to meet expectations of organisation. Dan promotes the behaviour by rewarding employees who conducts ethical behaviour. Ethical behaviour has resulted in more effective communication helped to understand ethically challenged situations. In New Zealand, more attention is given on ethics issues. Ethics codes are used to guide ethical behaviour at workplace ensure safety of employees (Johnson, 2014). It has helped Dan to attract investors kept the share price high. Such leaders had attracted employees to the organisation have reduced the recruitment cost. Cultural contexts- Individual national Culture is a concept in which one learns shares attitudes values. People interact from different cultures at workplace. In the cultural context people interact from different cultures on the professional level. Culture influences to the leadership style. Cross culture deals with different business customs, beliefs communication. In the environment, culture leads to influence leadership. These leaders should be able to solve problems get the job done by the employees. There is co-relation that explains cultural differences on a national level. Dimensions identified in the cultural context are power distance which is the gap between the subordinates the authority. Second is individualism vs. collectivism, in this employees look for community type of environment. Third masculinity vs. femininity is determined by the competitiveness the relationship building. The fourth is uncertainty avoidance it deals with the limit to which employees of culture feel threatened by the unknown si tuations. Leaders of IVHQ perform duties with in the organisation and follow rules and regulations which already exist. The goal of the leaders is to make sure that all the organisational tasks are completed on time. Leaders are rewarded after completing tasks (Odumeru Ogbonna, 2013).Such rewards are given to influence improve performance. Because of different cultures values, there are cultural linked relationship styles. In the cultural contexts, business transformed from individual to global. Culture has a great impact on the performance of leaders and employees. IVHQ responsible volunteer travel policy provides affordable and high quality volunteer programs. The leadership models stakeholder responsibility engagement helps organisations to know the exact condition of the organisation. Social political changes updates to a business from such changes. By applying ethics at work place, improves performance of the organisation. In the cultural context, persons share values, emotions behaviour References Acemoglu, D., Jackson, M. O. (2014). History, expectations, and leadership in the evolution of social norms.The Review of Economic Studies,82(2), 423-456. Chang, S. C., Chang, H. Y. (2015). Corporate motivations of product recall strategy: exploring the role of corporate social responsibility in stakeholder engagement.Corporate Social Responsibility and Environmental Management,22(6), 393-407. Johnson, E. A. (2014). Leadership dual behaviour and workers performance: A people-task orientation model.International Journal of Innovative Research and Development. Odumeru, J. A., Ogbonna, I. G. (2013). Transformational vs. transactional leadership theories: Evidence in literature.International Review of Management and Business Research,2(2), 355. Soieb, A. Z. M., Othman, J., D'Silva, J. L. (2013). The effects of perceived leadership styles and organizational citizenship behaviour on employee engagement: The mediating role of conflict management.International Journal of Business and Management,8(8), 91.