Comparative review of relations between employers and employeesIn recent years, leadership is a growing topic in daily business, especially in the management of business leaders and the relationship between employers and employees has become an important element of leadership. Considering three articles, there are three specific themes of the relationship: communication, empowerment, and investment training become the most valuable aspects of the relationship. Empowerment can be defined as giving the manager the freedom to leverage his or her own expertise and experience (Ladkin and Weber 2011, p. 278), while Useem (2010, p. 4) defines communication as a clear directive on staff goals without micromanagement, workers can freely decide how to do it. How to behave in good employer-employee relations has become an important lesson for managers. A number of recent articles (Ladkin and Weber 2011; Cappelli et al. 2010; Useem 2010) have explored certain leadership skills and relationships between employers and employees in an organization. While Useem's thinking on the relationship takes a largely military perspective, the research of Ladkin and Weber and Cappelli et al focuses on Hong Kong and India respectively. All three articles argue that the relationship is an important bond between employers and employees. This review will compare these articles based on employee communication, worker empowerment, and investment in staff training. The three articles all analyze the differences in the exchange of staff and managers in different countries. Their authors agree that communication is an important channel for achieving business goals as a leader. However, the authors differ in their main point on this aspect. Ladkin......middle of article......dinates and invest in training. Thus, managers can manage the company better to improve productivity and company interests. In my personal thinking, future research in this area could not only focus on the relationship between employers and employees but also pay more attention to employees and their families. This would provide a clearer picture of how to enable the company, made up of each subordinate's family, to become a more supportive ecosystem. Reference list: Ladkin and Weber, 2011, “Leadership Issues and Challenges in the Tourism Industry: A Hong Kong Perspective”, Asia-Pacific Journal of Tourism Research, vol. 16, no. 24, June, pp. 273-288. Cappelli et al, 2010, “Leadership Lessons from Indian”, Harvard Business Review, March, pp. 90-97. Useem, 2010, “Four Lessons in Adaptive Leadership”, Harvard Business Review, pp.. 1-5.