This document discusses leadership approaches and their impact on achieving organizational change. It summarizes five stages in the development of leadership theory: 1) early trait theories that focused on leader characteristics; 2) behavioral theories that examined leader styles/behaviors; 3) situational and contingency theories that emphasized how the context influences leadership effectiveness; 4) charismatic and transformational leadership theories that focus on inspiring followers and managing change; 5) current theories incorporate insights from prior approaches and recognize the complex interplay between leaders, followers, and situations. The document analyzes strengths and limitations of different theories and how they have contributed to leadership research.
Dwight
Evaluation
Leadership style assessments certainly have a place within the organization. The effectiveness of a leadership style assessment will depend on what type of assessment and what the organizational needs are. Multi-source feedback assessments are supposed to give a 360 degree look at a leader and give the organization a valuable outcome in the evaluation of the leader (MacKie, 2015). Using multi-source feedback assessments can be extremely beneficial as long as the assessment is properly paired with the organizational goals and needs. Assessing a leader from multi perspectives is truly a holistic approach. But, organizations need to recognize that no leadership style assessment is not without its limitations.
Next, the behavior approach is one of four approaches to leadership. Three of which all have weaknesses; traits, skills, and behavior. But the fourth approach to leadership, the situational approach demonstrates the flexibility of a leader (Northouse2016, 2016). In today’s dynamic and complex business environment, flexible leaders bring the most value to an organization. The situational approach allows the leader to apply the other three approaches given the circumstances. As an Army leader I found this approach to be extremely effective while leading in combat and non-combat situations.
Explanation of Usefulness
Of equal importance is the usefulness leadership style assessments and the behavior approach have on an organization. Once an organization has clearly defined the goals and purpose of conducting an assessment, and then subsequently the correct assessment is used, the results will certainly help the organization. In this case, using an assessment to evaluate the benefits of a behavior approach to leadership will allow the organization to determine what needs to be done, how it needs to be done, and how fast it needs to be done (Saxena, 2014). Additionally, the behavior approach (if the relationship behavior is used), can give subordinates the motivation needed to achieve the desired outcome through a better understanding of themselves.
Explanation of Impact
The impact of leadership assessments on an individual can be positive or negative. Again, this directly correlates to the goals and expectations of the organization when the assessment is implemented. For the individual, it could potentially identify strengths and weaknesses. Thus, giving the individual the opportunity to grow and learn from the assessment. Simultaneously, the organization discovers how these strengths and weaknesses fit into the organization’s goals. Once they have identified where and how an individual nest into the organization, a holistic approach to achieving those goals can be developed (Northouse2016, 2016). In comparison, using a behavior approach assessment will yield valuable information about subordinates’ behavior patterns. Which equates to the organization knowing and understanding their employees. Understanding behavio.
1 The Evolution of Leadership Theory Although the pra.docxaryan532920
1
The Evolution of Leadership Theory
Although the practice of leadership has changed considerably over time, the
need for leaders and leadership has not (Bass, 1990a; Kouzes & Posner, 1995).
Already in 1990, Bass (1990a) found a proliferation of leadership books (over 3,
300). Since the publication of Burns’s (1978) seminal work on transforming
leadership the number of leadership programs at various higher education
institutions has grown to over 900 (Mangan, 2002). Clearly, interest in the field
remains high. This review, although not exhaustive, traces the historical evolution
of leadership theory from its initial focus on Great Man and trait theory to the
contemporary study of transformational leadership theory offered by Bass.
Although the theoretical underpinnings of leadership theory have changed over
time, in many ways the basic functions of leadership–providing direction, decision
making, establishing goals, communicating, resolving conflict–have not (K. E.
Clark & Clark, 1990). Examining the historical development of leadership theories
provides some necessary perspective as well as context within which to appreciate
the increasing interest in transformational leadership (Bennis, 1976).
Leadership Traits
The historical evolution of the study of leaders and leadership derives from
Galton’s Great Man theory (K. E. Clark & Clark, 1990). Royalty, battlefield
heroes, and other wealthy and successful individuals were thought to possess
inherent talents and abilities that set them apart from the population at large and
2
which enabled them to achieve great success. Great Man theory subsequently gave
rise to trait theory in the 1920s and 1930s, which generally unsuccessfully
attempted to identify traits that made leaders different from other individuals. The
underlying assumption of the theory was that leaders surely had to possess some
universal characteristics that made them leaders. For the most part, traits were
viewed as “givens”–something that was there at birth–inborn, fixed, and
applicable to, and in, any circumstance. The shortcomings of the theory though,
were that it did not take into account the myriad different circumstances faced by
leaders nor the vast differences in the types of individuals being led. Likewise, no
attempt was made to actually measure the leader’s performance (Hollander &
Offermann, 1990). Researchers in the field subsequently refocused their efforts
away from who a leader was to what leaders did and attempted to identify
observable leader behaviors (Sashkin & Burke, 1990).
Leadership Behaviors
The behavioral approach makes an effort to identify exactly what good leaders
do on the job and then draws correlations between those specific behaviors and
their leadership effectiveness (Yukl, 2002). Research in this area basically
identified two different dimensions of leadership behavior (although labeled
differently depending on ...
A Test of Excellent Leadership in Public Relations KeyQuali.docxransayo
A Test of Excellent Leadership in Public Relations: Key
Qualities, Valuable Sources, and Distinctive
Leadership Perceptions
Juan Meng
School of Media & Strategic Communications, Oklahoma State University
Bruce K. Berger and Karla K. Gower
Advertising & Public Relations, University of Alabama
William C. Heyman
Heyman Associates, Inc., New York
To better understand leadership in public relations and explore its value in successful communication
management, this article captured the perceptions of mid- and senior-level public relations executives
(N ¼ 222) regarding the important qualities and dimensions of excellent leadership in the practice.
According to study participants, strategic decision-making capability, problem-solving ability, and
communication knowledge and expertise are the three most important qualities of excellent leader-
ship. In addition, respondents said that on-the-job experiences, individual initiative and desire, and
role models are the most valuable sources of leadership skills and development. About half of the
respondents indicated that excellent leaders in public relations are different from leaders in other
fields in three ways: They must hold a compelling vision for communication, possess comprehensive
understanding of media and information systems, and effectively develop and implement strategic
communication plans. Professional women and men in the study viewed excellent leadership in more
or less similar ways. The study advances understanding of leadership in the field, which has been
little explored in the public relations literature.
The study of leadership has been a central part of the literature on management and organiza-
tional behavior for the past 40 years. Researchers have historically developed a number of
complex concepts and theories to try to explain and predict leadership effectiveness and orga-
nizational performance. These approaches have encompassed leader traits and skills, leader
behaviors and activities, leader power and influence, situational determinants of leader
behavior, and leadership as an attributional process (e.g., Bass, 1985, 1990; Conger, 1999;
Dansereau, Graen, & Haga, 1975; Fiedler, 1978; House, 1971, 1999; Kouzes & Posner,
2002; Stogdill, 1948, 1974; Yukl, 1989). As Yukl (1989) commented 2 decades ago, ‘‘The
books, articles, and papers on the subject now number in the several thousands, and the
Correspondence should be sent to Dr. Juan Meng, Ph.D., School of Media & Strategic Communications, Oklahoma
State University, 311 Paul Miller Bldg., Stillwater, OK 74078. E-mail: [email protected]
Journal of Public Relations Research, 24: 18–36, 2012
Copyright # Taylor & Francis Group, LLC
ISSN: 1062-726X print/1532-754X online
DOI: 10.1080/1062726X.2012.626132
publication of new manuscripts continues at a high rate’’ (p. 251). The pace of such research
has continued.
Despite this considerable body of managerial studies of leadership, there remains a .
Perception of civil servants on performance : An Emperical Analysis of Indone...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Lesson Four Leadership Behaviors and their Ethical Implications.docxsmile790243
Lesson Four: Leadership Behaviors and their Ethical Implications
Lesson Three discussed three of the most prominent ethical theories, as well as their application to The Trolley Problem in order to assess relative consequences. Lesson Four will introduce some of the most prominent behavioral theories concerning leadership as well as their ethical implications.
Behavioral Theories
In Lesson Two, we discussed some of the early leadership research, which attempted to identify qualities that were always associated with effective leaders, and which were largely unsuccessful. However, subsequent to these efforts, researchers in the field then turned their focus to the types of behaviors that leaders exhibit, hoping that this work might reveal some patterns of successful perspectives, habits, etc. These studies were conducted at some of the finest universities across the country, and while there were some very general similarities in the results of many of the major studies, the implications varied from case to case. We will now examine each of these studies in greater detail in order to understand their findings and implications.
One brief preface is helpful here. The studies discussed below each varied in their research parameters, methodology, and findings. However, one factor that was fairly consistent throughout was the way in which leadership efficacy was defined. Generally, the studies discussed herein looked at leadership effectiveness with respect to two metrics: performance, or the productivity of the teams investigated in terms of the work they do (quality and quantity), and satisfaction, or the degree to which teams were happy performing work under their respective leaders. This is not an uncommon way of measuring efficacy (Judge, Thoresen, Bono, & Patton, 2001), and it goes without saying that both of these factors are quite relevant. Teams must be able to produce at an acceptable level, but if they aren’t also content with the circumstances of their work, then such teams aren’t likely to sustain performance for any extended period of time.
· University of Iowa Studies: One set of studies were conducted by researchers at the University of Iowa. The results of these studies concluded that all leaders adopted one of three different leadership styles: Autocratic, Democratic, and Laissez-Faire (Rafiq Awan & Mahmood, 2010). Autocratic leaders, as the name suggests, run their operations like dictators, making decisions unilaterally and seeking very little input or participation from followers. Democratic leaders, by contrast, adopt a very participative style of leadership, involving followers in all major decisions, either through a ‘notice and comment’ style dialogue before decisions are rendered, or through an informal voting-style procedure. Finally, “Laissez-Faire” is a French term that means to “let do” or to “let be”. It is commonly used in the phrase “Laissez-Faire Capitalism” to describe the American-style economy where governmen ...
Dwight
Evaluation
Leadership style assessments certainly have a place within the organization. The effectiveness of a leadership style assessment will depend on what type of assessment and what the organizational needs are. Multi-source feedback assessments are supposed to give a 360 degree look at a leader and give the organization a valuable outcome in the evaluation of the leader (MacKie, 2015). Using multi-source feedback assessments can be extremely beneficial as long as the assessment is properly paired with the organizational goals and needs. Assessing a leader from multi perspectives is truly a holistic approach. But, organizations need to recognize that no leadership style assessment is not without its limitations.
Next, the behavior approach is one of four approaches to leadership. Three of which all have weaknesses; traits, skills, and behavior. But the fourth approach to leadership, the situational approach demonstrates the flexibility of a leader (Northouse2016, 2016). In today’s dynamic and complex business environment, flexible leaders bring the most value to an organization. The situational approach allows the leader to apply the other three approaches given the circumstances. As an Army leader I found this approach to be extremely effective while leading in combat and non-combat situations.
Explanation of Usefulness
Of equal importance is the usefulness leadership style assessments and the behavior approach have on an organization. Once an organization has clearly defined the goals and purpose of conducting an assessment, and then subsequently the correct assessment is used, the results will certainly help the organization. In this case, using an assessment to evaluate the benefits of a behavior approach to leadership will allow the organization to determine what needs to be done, how it needs to be done, and how fast it needs to be done (Saxena, 2014). Additionally, the behavior approach (if the relationship behavior is used), can give subordinates the motivation needed to achieve the desired outcome through a better understanding of themselves.
Explanation of Impact
The impact of leadership assessments on an individual can be positive or negative. Again, this directly correlates to the goals and expectations of the organization when the assessment is implemented. For the individual, it could potentially identify strengths and weaknesses. Thus, giving the individual the opportunity to grow and learn from the assessment. Simultaneously, the organization discovers how these strengths and weaknesses fit into the organization’s goals. Once they have identified where and how an individual nest into the organization, a holistic approach to achieving those goals can be developed (Northouse2016, 2016). In comparison, using a behavior approach assessment will yield valuable information about subordinates’ behavior patterns. Which equates to the organization knowing and understanding their employees. Understanding behavio.
1 The Evolution of Leadership Theory Although the pra.docxaryan532920
1
The Evolution of Leadership Theory
Although the practice of leadership has changed considerably over time, the
need for leaders and leadership has not (Bass, 1990a; Kouzes & Posner, 1995).
Already in 1990, Bass (1990a) found a proliferation of leadership books (over 3,
300). Since the publication of Burns’s (1978) seminal work on transforming
leadership the number of leadership programs at various higher education
institutions has grown to over 900 (Mangan, 2002). Clearly, interest in the field
remains high. This review, although not exhaustive, traces the historical evolution
of leadership theory from its initial focus on Great Man and trait theory to the
contemporary study of transformational leadership theory offered by Bass.
Although the theoretical underpinnings of leadership theory have changed over
time, in many ways the basic functions of leadership–providing direction, decision
making, establishing goals, communicating, resolving conflict–have not (K. E.
Clark & Clark, 1990). Examining the historical development of leadership theories
provides some necessary perspective as well as context within which to appreciate
the increasing interest in transformational leadership (Bennis, 1976).
Leadership Traits
The historical evolution of the study of leaders and leadership derives from
Galton’s Great Man theory (K. E. Clark & Clark, 1990). Royalty, battlefield
heroes, and other wealthy and successful individuals were thought to possess
inherent talents and abilities that set them apart from the population at large and
2
which enabled them to achieve great success. Great Man theory subsequently gave
rise to trait theory in the 1920s and 1930s, which generally unsuccessfully
attempted to identify traits that made leaders different from other individuals. The
underlying assumption of the theory was that leaders surely had to possess some
universal characteristics that made them leaders. For the most part, traits were
viewed as “givens”–something that was there at birth–inborn, fixed, and
applicable to, and in, any circumstance. The shortcomings of the theory though,
were that it did not take into account the myriad different circumstances faced by
leaders nor the vast differences in the types of individuals being led. Likewise, no
attempt was made to actually measure the leader’s performance (Hollander &
Offermann, 1990). Researchers in the field subsequently refocused their efforts
away from who a leader was to what leaders did and attempted to identify
observable leader behaviors (Sashkin & Burke, 1990).
Leadership Behaviors
The behavioral approach makes an effort to identify exactly what good leaders
do on the job and then draws correlations between those specific behaviors and
their leadership effectiveness (Yukl, 2002). Research in this area basically
identified two different dimensions of leadership behavior (although labeled
differently depending on ...
A Test of Excellent Leadership in Public Relations KeyQuali.docxransayo
A Test of Excellent Leadership in Public Relations: Key
Qualities, Valuable Sources, and Distinctive
Leadership Perceptions
Juan Meng
School of Media & Strategic Communications, Oklahoma State University
Bruce K. Berger and Karla K. Gower
Advertising & Public Relations, University of Alabama
William C. Heyman
Heyman Associates, Inc., New York
To better understand leadership in public relations and explore its value in successful communication
management, this article captured the perceptions of mid- and senior-level public relations executives
(N ¼ 222) regarding the important qualities and dimensions of excellent leadership in the practice.
According to study participants, strategic decision-making capability, problem-solving ability, and
communication knowledge and expertise are the three most important qualities of excellent leader-
ship. In addition, respondents said that on-the-job experiences, individual initiative and desire, and
role models are the most valuable sources of leadership skills and development. About half of the
respondents indicated that excellent leaders in public relations are different from leaders in other
fields in three ways: They must hold a compelling vision for communication, possess comprehensive
understanding of media and information systems, and effectively develop and implement strategic
communication plans. Professional women and men in the study viewed excellent leadership in more
or less similar ways. The study advances understanding of leadership in the field, which has been
little explored in the public relations literature.
The study of leadership has been a central part of the literature on management and organiza-
tional behavior for the past 40 years. Researchers have historically developed a number of
complex concepts and theories to try to explain and predict leadership effectiveness and orga-
nizational performance. These approaches have encompassed leader traits and skills, leader
behaviors and activities, leader power and influence, situational determinants of leader
behavior, and leadership as an attributional process (e.g., Bass, 1985, 1990; Conger, 1999;
Dansereau, Graen, & Haga, 1975; Fiedler, 1978; House, 1971, 1999; Kouzes & Posner,
2002; Stogdill, 1948, 1974; Yukl, 1989). As Yukl (1989) commented 2 decades ago, ‘‘The
books, articles, and papers on the subject now number in the several thousands, and the
Correspondence should be sent to Dr. Juan Meng, Ph.D., School of Media & Strategic Communications, Oklahoma
State University, 311 Paul Miller Bldg., Stillwater, OK 74078. E-mail: [email protected]
Journal of Public Relations Research, 24: 18–36, 2012
Copyright # Taylor & Francis Group, LLC
ISSN: 1062-726X print/1532-754X online
DOI: 10.1080/1062726X.2012.626132
publication of new manuscripts continues at a high rate’’ (p. 251). The pace of such research
has continued.
Despite this considerable body of managerial studies of leadership, there remains a .
Perception of civil servants on performance : An Emperical Analysis of Indone...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Lesson Four Leadership Behaviors and their Ethical Implications.docxsmile790243
Lesson Four: Leadership Behaviors and their Ethical Implications
Lesson Three discussed three of the most prominent ethical theories, as well as their application to The Trolley Problem in order to assess relative consequences. Lesson Four will introduce some of the most prominent behavioral theories concerning leadership as well as their ethical implications.
Behavioral Theories
In Lesson Two, we discussed some of the early leadership research, which attempted to identify qualities that were always associated with effective leaders, and which were largely unsuccessful. However, subsequent to these efforts, researchers in the field then turned their focus to the types of behaviors that leaders exhibit, hoping that this work might reveal some patterns of successful perspectives, habits, etc. These studies were conducted at some of the finest universities across the country, and while there were some very general similarities in the results of many of the major studies, the implications varied from case to case. We will now examine each of these studies in greater detail in order to understand their findings and implications.
One brief preface is helpful here. The studies discussed below each varied in their research parameters, methodology, and findings. However, one factor that was fairly consistent throughout was the way in which leadership efficacy was defined. Generally, the studies discussed herein looked at leadership effectiveness with respect to two metrics: performance, or the productivity of the teams investigated in terms of the work they do (quality and quantity), and satisfaction, or the degree to which teams were happy performing work under their respective leaders. This is not an uncommon way of measuring efficacy (Judge, Thoresen, Bono, & Patton, 2001), and it goes without saying that both of these factors are quite relevant. Teams must be able to produce at an acceptable level, but if they aren’t also content with the circumstances of their work, then such teams aren’t likely to sustain performance for any extended period of time.
· University of Iowa Studies: One set of studies were conducted by researchers at the University of Iowa. The results of these studies concluded that all leaders adopted one of three different leadership styles: Autocratic, Democratic, and Laissez-Faire (Rafiq Awan & Mahmood, 2010). Autocratic leaders, as the name suggests, run their operations like dictators, making decisions unilaterally and seeking very little input or participation from followers. Democratic leaders, by contrast, adopt a very participative style of leadership, involving followers in all major decisions, either through a ‘notice and comment’ style dialogue before decisions are rendered, or through an informal voting-style procedure. Finally, “Laissez-Faire” is a French term that means to “let do” or to “let be”. It is commonly used in the phrase “Laissez-Faire Capitalism” to describe the American-style economy where governmen ...
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Man, the different situations in which he finds himself, the diversity of aims, objectives and functions that he purpose and that are laid down for him and the many types of frames of reference in which he finds himself, are all together so complex and complicated that we cannot evolve anything like a universal formula for leadership. In fact the most that we can say and we can say it all generic elements of administration – is that the success of leadership in the final analysis is determined by the knowledge of the leader and of the people he leads. This knowledge includes knowledge of things outside the group’s own frame of reference. All this constitute the subject – matter of this article.
A Systematic Literature Review of Servant Leadership Theoryi.docxransayo
A Systematic Literature Review of Servant Leadership Theory
in Organizational Contexts
Denise Linda Parris • Jon Welty Peachey
Received: 20 February 2012 / Accepted: 8 April 2012 / Published online: 22 April 2012
� Springer Science+Business Media B.V. 2012
Abstract A new research area linked to ethics, virtues,
and morality is servant leadership. Scholars are currently
seeking publication outlets as critics debate whether this
new leadership theory is significantly distinct, viable, and
valuable for organizational success. The aim of this study
was to identify empirical studies that explored servant
leadership theory by engaging a sample population in order
to assess and synthesize the mechanisms, outcomes, and
impacts of servant leadership. Thus, we sought to provide
an evidence-informed answer to how does servant leader-
ship work, and how can we apply it? We conducted a sys-
tematic literature review (SLR), a methodology adopted
from the medical sciences to synthesize research in a sys-
tematic, transparent, and reproducible manner. A disci-
plined screening process resulted in a final sample
population of 39 appropriate studies. The synthesis of these
empirical studies revealed: (a) there is no consensus on the
definition of servant leadership; (b) servant leadership
theory is being investigated across a variety of contexts,
cultures, and themes; (c) researchers are using multiple
measures to explore servant leadership; and (d) servant
leadership is a viable leadership theory that helps organi-
zations and improves the well-being of followers. This
study contributes to the development of servant leadership
theory and practice. In addition, this study contributes to the
methodology for conducting SLRs in the field of manage-
ment, highlighting an effective method for mapping out
thematically, and viewing holistically, new research topics.
We conclude by offering suggestions for future research.
Keywords Leadership � Leadership theory � Servant
leadership � Systematic literature review
Introduction
Leadership is one of the most comprehensively researched
social influence processes in the behavioral sciences. This is
because the success of all economic, political, and organi-
zational systems depends on the effective and efficient
guidance of the leaders of these systems (Barrow 1977). A
critical factor to understanding the success of an organiza-
tion, then, is to study its leaders. Leadership is a skill used to
influence followers in an organization to work enthusiasti-
cally towards goals specifically identified for the common
good (Barrow 1977; Cyert 2006; Plsek and Wilson 2001).
Great leaders create a vision for an organization, articulate
the vision to the followers, build a shared vision, craft a path
to achieve the vision, and guide their organizations into new
directions (Banutu-Gomez and Banutu-Gomez 2007; Kotter
2001). According to Schneider (1987), the most important
part in build.
Group Dynamics Theory, Research, and Practice2000, Vol. 4. .docxwhittemorelucilla
Group Dynamics: Theory, Research, and Practice
2000, Vol. 4. No. 1,27-43
Copyright 2000 by the Educational Publishing Foundation
1089-2699/00/$5.00 DOI: 10.1037//1089-2699.4.1.27
Leadership Research and Theory: A Functional Integration
Martin M. Chemers
University of California, Santa Cruz
This historical overview of leadership theory and research with an eye for commonali-
ties provides an opportunity for integration. Early unproductive research focused on
personality traits and behaviors. A recognition of the more complex nature of the
phenomenon resulted in the development of contingency theories that examined leader
characteristics and behavior in the context of situational parameters. The 1970s brought
an awareness that perceptions of leaders by followers and others, and perceptions of
followers by leaders, were influenced by cognitive biases arising from prior expecta-
tions and information-processing schema. Ironically, attention was belatedly drawn to
the study of female leaders, who were often the victim of cognitive biases and negative
assumptions. Recent research has reflected on the role of cultural differences in
leadership processes and has been drawn again into the search for outstanding leaders
with universally effective characteristics. The article concludes with an integration of
current knowledge in leadership effectiveness.
For much of its history, leadership theory and
the empirical supporting research have been
regarded as a fractured and confusing set of
contradictory findings and assertions without
coherence or interpretability. In this article T
argue that a considerable commonality of
well-accepted findings points the way toward a
successful and useful integration of current
knowledge. That integration, based on the key
functions performed by effective leaders, begins
to answer the question of how good leaders
behave and raises intriguing questions about the
personal characteristics of leaders that facilitate
those behaviors.
This article takes an historical perspective,
and the analysis is divided into four periods: (a)
the period prior to the presentation of Fiedler's
(1964) contingency model; (b) the period from
1965 to 1975, focusing on the development and
elaboration of contingency theories; (c) the
period from 1975 to 1985, when cognitive
theories and concerns about gender differences
arose; and (d) the period since 1985, which has
most extensively focused on transformational
theories and cultural influences. The historical
analysis is followed by a presentation of an
Correspondence concerning this article should be ad-
dressed to Martin M. Chemers, Division of Social Sciences,
117 Social Sciences I, University of California, 1156 High
Street, Santa Cruz, California 95064. Electronic mail may be
sent to [email protected]
integrative framework and a suggested direction
for future research.
In this analysis leadership is defined as "a
process of social influence in which one person
is able to enlist the a ...
The motivation to undertake this research was built against the background of changes experienced within the FMOH between 2015 and 2017. During this time, the leadership of the Federal Ministry of Health was able to transform the potential of the department of medical supplies into reality by building new infrastructure and creating an enabling work environment through the effective leadership and vision of the new Minister of Health in Sudan (Mustafa, 2017). It is no longer a cliché to note that effective leadership is a problem in Africa with such narratives as mediocre, poor and catastrophic used to appraise the performance of leaders particularly in political and other public service positions (Rotberg, 2004). However, whilst this negative characterization remains dominant, and rightfully so, there are glimpses of effective leadership in some places.
Leadership Styles and Organizational Citizenship Behavior.docxjeremylockett77
Leadership Styles and Organizational Citizenship Behavior: The Mediating
Effect of Subordinates’ Competence and Downward Influence Tactics
Lee Kim Lian
UCSI University
Low Guan Tui
Vesseltech Engineering Sdn Bhd
The objective of this study is to test a theory-based model predicting the relationships between leadership
styles, subordinates’ competence, downward influence tactics and outcome of organizational citizenship
behavior in Malaysian-based organizations. Data was collected from 347 respondents that represent
major industries like services, manufacturing, mining and construction companies. Path analysis
technique was used to test the model developed. The results show that the transformational leadership
style has significant positive relationship with subordinates’ organizational citizenship behavior, whereas
the transactional leader style is negatively related to organizational citizenship behavior. This result
illustrates the direct effects of leadership styles on the subordinates’ outcome. In addition, inspirational
appeals and consultation tactics, as downward influence tactics, were found to mediate the relationship
between transformational leadership and organizational citizenship behavior. Likewise, subordinates’
competence mediates the relationship between transformational leadership and consultation tactics.
These results only partially support the efficacy of the influence theory, and therefore lend support to
contingency theories of leadership. Implications for research and direction for future research are also
discussed.
INTRODUCTION
This study explores how superior leadership styles may impact subordinates’ organizational
citizenship behavior (OCB). The importance of leadership style as predictor of OCB has been well
established in Western settings (Bass, 1985; Organ, 1988; Podsakoff, MacKenzie, Morrman & Fetter,
1990; Howell & Avolio, 1993; Lowe, Kroeck & Sivasubramaniam, 1996; Podsakoff, MacKenzie &
Bommer, 1996; MacKenzie, Podsakoff & Rich, 2001; Geyer & Steyrer, 1998; Wang, Law, Hackett,
Wang, Chen, 2005; Schlechter & Engelbrecht, 2006; Boerner, Eisenbeiss, Griesser, 2007). However,
there is scant research explore the indirect effects between this two variables. Hence, the inclusion of
subordinates’ competence and downward influence tactics served to investigate the role of intervening
effect between leadership styles and OCB.
Several researchers have suggested that leadership research needs to focus more on the “fundamental”
issues, such as influence processes that characterize leader-follower interaction (Bass, 1990; Hollander &
Offermann, 1990; Yukl, 1989). Research has also shown that effective leaders must have the ability to
recognize when to use different tactics of influence as well as the skill necessary to effectively carry out
Journal of Applied Business and Economics vol. 13(2) 2012 59
these influence attempts (Kipnis, Schmidt & Wilkinson, 1980; Yu.
Leadership Styles and Organizational Citizenship Behavior.docxcroysierkathey
Leadership Styles and Organizational Citizenship Behavior: The Mediating
Effect of Subordinates’ Competence and Downward Influence Tactics
Lee Kim Lian
UCSI University
Low Guan Tui
Vesseltech Engineering Sdn Bhd
The objective of this study is to test a theory-based model predicting the relationships between leadership
styles, subordinates’ competence, downward influence tactics and outcome of organizational citizenship
behavior in Malaysian-based organizations. Data was collected from 347 respondents that represent
major industries like services, manufacturing, mining and construction companies. Path analysis
technique was used to test the model developed. The results show that the transformational leadership
style has significant positive relationship with subordinates’ organizational citizenship behavior, whereas
the transactional leader style is negatively related to organizational citizenship behavior. This result
illustrates the direct effects of leadership styles on the subordinates’ outcome. In addition, inspirational
appeals and consultation tactics, as downward influence tactics, were found to mediate the relationship
between transformational leadership and organizational citizenship behavior. Likewise, subordinates’
competence mediates the relationship between transformational leadership and consultation tactics.
These results only partially support the efficacy of the influence theory, and therefore lend support to
contingency theories of leadership. Implications for research and direction for future research are also
discussed.
INTRODUCTION
This study explores how superior leadership styles may impact subordinates’ organizational
citizenship behavior (OCB). The importance of leadership style as predictor of OCB has been well
established in Western settings (Bass, 1985; Organ, 1988; Podsakoff, MacKenzie, Morrman & Fetter,
1990; Howell & Avolio, 1993; Lowe, Kroeck & Sivasubramaniam, 1996; Podsakoff, MacKenzie &
Bommer, 1996; MacKenzie, Podsakoff & Rich, 2001; Geyer & Steyrer, 1998; Wang, Law, Hackett,
Wang, Chen, 2005; Schlechter & Engelbrecht, 2006; Boerner, Eisenbeiss, Griesser, 2007). However,
there is scant research explore the indirect effects between this two variables. Hence, the inclusion of
subordinates’ competence and downward influence tactics served to investigate the role of intervening
effect between leadership styles and OCB.
Several researchers have suggested that leadership research needs to focus more on the “fundamental”
issues, such as influence processes that characterize leader-follower interaction (Bass, 1990; Hollander &
Offermann, 1990; Yukl, 1989). Research has also shown that effective leaders must have the ability to
recognize when to use different tactics of influence as well as the skill necessary to effectively carry out
Journal of Applied Business and Economics vol. 13(2) 2012 59
these influence attempts (Kipnis, Schmidt & Wilkinson, 1980; Yu ...
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study was to investigate the relationship
between leadership style and followers performance in the
bottle water companies in port Harcourt. In this study, we
have two variables leadership style as the independent
variable and followers performances as the dependent
variable, the methodology adopted were descriptive
research design to collect both primary and secondary data.
The population of this study consists of 100 (one hundred)
employees in the selected bottle water companies in Port
Harcourt. The instrument used for data collection was a
questionnaire in four point likert scale. 100 copies of
questionnaire were distributed to employees of selected
bottle water companies in Port Harcourt which 90 was
retrieved for the analysis. From the above it was discovered
that leadership styles have a positive impact on the
followers, but each have to be used strategically in different
environment in other to maximize employees performance.
It was recommended that organizations should empower
and motivate employees since this will ensure total loyalty
and increase their retention and productivity to the
organization.
The Study is titled ―Leadership Styles: A Case Study of Syria‖. The main objectives of the research work are to identify and then analyze the political leadership style in Syria, to generate a profile of past, current and emerging leaders of Syria, to study the reasons that led to the uprising in Syria and to assess the future consequences of the decisions taken by the Political Leadership. The study will be descriptive in nature. Keeping in mind the objectives of the study, appropriate data will be collected from people and organizations from both, official and non-official, taking a look at the current and emerging leadership Styles in Syria. Survey for the political, security and economic situation will be carried. Both primary and secondary sources of data will be used for present research. For analysis and conclusion of the results of the survey, appropriate statistical tools and analysis will be done
1. Traditional Approaches to Leaders’ Impact on OrganizationsSTatianaMajor22
1. Traditional Approaches to Leaders’ Impact on Organizations
Scores of research studies are built on the assumption that effective leadership is a key component essential for organizational success. From the battlefield to the boardroom, we are told, wins and losses are determined by decisions and behaviors of those who lead. The plethora of leadership-training programs may be an indicator that many perceive (or even assume) that there is a direct relationship between leaders and organization performance. In The Leadership Gap: Building Capacity for Competitive Advantage, Weiss and Molinaro (2005) established their premise by stating “leadership has become the primary source of competitive advantage in organizations around the world” (p. 4). These authors used case-study methods to reinforce the ideas that organizations’ lack of leadership capacity can be addressed through leadership development.
But both in research and organizations, there are those who challenge the “effective leadership = enhanced performance” supposition (Dihn, Lord, Gardner, Meuser, Liden, & Hu, 2014; Storey, 2010).
LePine, Zhang, Crawford, and Rich (2016) conducted a three-part study to test relationships among charismatic leadership, stress, and performance. Subjects were members of the United States Marine Corps. Findings suggested that charismatic leader behavior negated the negative effects of stressors on performance according to assessments by the leaders or their supervisors. And these authors found that high-level stressors were more positively viewed when charismatic leader behaviors were exhibited. However, the researchers discovered that charismatic leader behavior did not influence how Marines perceived stressors. An underlying assumption in LePine, Zhang, Crawford, and Rich’s (2016) research was that leaders do affect performance. The results, while not conclusive enough to reject the assumption, did open avenues for new dialogue and recommendations for further testing.
Dihn, Lord, Gardner, Meuser, Liden, and Hu (2014) suggested that the preponderance of research on leadership behaviors and traits may have led to assumptions about an overstated influence of the individual. In Module 1 we examined the evolution of leadership approaches from the early modern era to the postmodern era. We know that context—such as environment, capital, and goals—influences organizational design, structure, and management/leadership practices. We learned that a stable organization relies on controls to gain efficiency. Leader-centric thinking was readily accepted in the modern organization. And, research studies were designed around those assumptions, perhaps even reinforcing those assumptions.
More recently, organizations shifted structures, philosophies, and operating procedures to adapt to social, economic, political, and technological pressures. Even so, leadership researchers continued to outpace other scholars who investigated additional variables that might impact org ...
Digital Commerce Lecture for Advanced Digital & Social Media Strategy at UCLA...Valters Lauzums
E-commerce in 2024 is characterized by a dynamic blend of opportunities and significant challenges. Supply chain disruptions and inventory shortages are critical issues, leading to increased shipping delays and rising costs, which impact timely delivery and squeeze profit margins. Efficient logistics management is essential, yet it is often hampered by these external factors. Payment processing, while needing to ensure security and user convenience, grapples with preventing fraud and integrating diverse payment methods, adding another layer of complexity. Furthermore, fulfillment operations require a streamlined approach to handle volume spikes and maintain accuracy in order picking, packing, and shipping, all while meeting customers' heightened expectations for faster delivery times.
Amid these operational challenges, customer data has emerged as an important strategy. By focusing on personalization and enhancing customer experience from historical behavior, businesses can deliver improved website and brand experienced, better product recommendations, optimal promotions, and content to meet individual preferences. Better data analytics can also help in effectively creating marketing campaigns, improving customer retention, and driving product development and inventory management.
Innovative formats such as social commerce and live shopping are beginning to impact the digital commerce landscape, offering new ways to engage with customers and drive sales, and may provide opportunity for brands that have been priced out or seen a downturn with post-pandemic shopping behavior. Social commerce integrates shopping experiences directly into social media platforms, tapping into the massive user bases of these networks to increase reach and engagement. Live shopping, on the other hand, combines entertainment and real-time interaction, providing a dynamic platform for showcasing products and encouraging immediate purchases. These innovations not only enhance customer engagement but also provide valuable data for businesses to refine their strategies and deliver superior shopping experiences.
The e-commerce sector is evolving rapidly, and businesses that effectively manage operational challenges and implement innovative strategies are best positioned for long-term success.
The session includes a brief history of the evolution of search before diving into the roles technology, content, and links play in developing a powerful SEO strategy in a world of Generative AI and social search. Discover how to optimize for TikTok searches, Google's Gemini, and Search Generative Experience while developing a powerful arsenal of tools and templates to help maximize the effectiveness of your SEO initiatives.
Key Takeaways:
Understand how search engines work
Be able to find out where your users search
Know what is required for each discipline of SEO
Feel confident creating an SEO Plan
Confidently measure SEO performance
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Man, the different situations in which he finds himself, the diversity of aims, objectives and functions that he purpose and that are laid down for him and the many types of frames of reference in which he finds himself, are all together so complex and complicated that we cannot evolve anything like a universal formula for leadership. In fact the most that we can say and we can say it all generic elements of administration – is that the success of leadership in the final analysis is determined by the knowledge of the leader and of the people he leads. This knowledge includes knowledge of things outside the group’s own frame of reference. All this constitute the subject – matter of this article.
A Systematic Literature Review of Servant Leadership Theoryi.docxransayo
A Systematic Literature Review of Servant Leadership Theory
in Organizational Contexts
Denise Linda Parris • Jon Welty Peachey
Received: 20 February 2012 / Accepted: 8 April 2012 / Published online: 22 April 2012
� Springer Science+Business Media B.V. 2012
Abstract A new research area linked to ethics, virtues,
and morality is servant leadership. Scholars are currently
seeking publication outlets as critics debate whether this
new leadership theory is significantly distinct, viable, and
valuable for organizational success. The aim of this study
was to identify empirical studies that explored servant
leadership theory by engaging a sample population in order
to assess and synthesize the mechanisms, outcomes, and
impacts of servant leadership. Thus, we sought to provide
an evidence-informed answer to how does servant leader-
ship work, and how can we apply it? We conducted a sys-
tematic literature review (SLR), a methodology adopted
from the medical sciences to synthesize research in a sys-
tematic, transparent, and reproducible manner. A disci-
plined screening process resulted in a final sample
population of 39 appropriate studies. The synthesis of these
empirical studies revealed: (a) there is no consensus on the
definition of servant leadership; (b) servant leadership
theory is being investigated across a variety of contexts,
cultures, and themes; (c) researchers are using multiple
measures to explore servant leadership; and (d) servant
leadership is a viable leadership theory that helps organi-
zations and improves the well-being of followers. This
study contributes to the development of servant leadership
theory and practice. In addition, this study contributes to the
methodology for conducting SLRs in the field of manage-
ment, highlighting an effective method for mapping out
thematically, and viewing holistically, new research topics.
We conclude by offering suggestions for future research.
Keywords Leadership � Leadership theory � Servant
leadership � Systematic literature review
Introduction
Leadership is one of the most comprehensively researched
social influence processes in the behavioral sciences. This is
because the success of all economic, political, and organi-
zational systems depends on the effective and efficient
guidance of the leaders of these systems (Barrow 1977). A
critical factor to understanding the success of an organiza-
tion, then, is to study its leaders. Leadership is a skill used to
influence followers in an organization to work enthusiasti-
cally towards goals specifically identified for the common
good (Barrow 1977; Cyert 2006; Plsek and Wilson 2001).
Great leaders create a vision for an organization, articulate
the vision to the followers, build a shared vision, craft a path
to achieve the vision, and guide their organizations into new
directions (Banutu-Gomez and Banutu-Gomez 2007; Kotter
2001). According to Schneider (1987), the most important
part in build.
Group Dynamics Theory, Research, and Practice2000, Vol. 4. .docxwhittemorelucilla
Group Dynamics: Theory, Research, and Practice
2000, Vol. 4. No. 1,27-43
Copyright 2000 by the Educational Publishing Foundation
1089-2699/00/$5.00 DOI: 10.1037//1089-2699.4.1.27
Leadership Research and Theory: A Functional Integration
Martin M. Chemers
University of California, Santa Cruz
This historical overview of leadership theory and research with an eye for commonali-
ties provides an opportunity for integration. Early unproductive research focused on
personality traits and behaviors. A recognition of the more complex nature of the
phenomenon resulted in the development of contingency theories that examined leader
characteristics and behavior in the context of situational parameters. The 1970s brought
an awareness that perceptions of leaders by followers and others, and perceptions of
followers by leaders, were influenced by cognitive biases arising from prior expecta-
tions and information-processing schema. Ironically, attention was belatedly drawn to
the study of female leaders, who were often the victim of cognitive biases and negative
assumptions. Recent research has reflected on the role of cultural differences in
leadership processes and has been drawn again into the search for outstanding leaders
with universally effective characteristics. The article concludes with an integration of
current knowledge in leadership effectiveness.
For much of its history, leadership theory and
the empirical supporting research have been
regarded as a fractured and confusing set of
contradictory findings and assertions without
coherence or interpretability. In this article T
argue that a considerable commonality of
well-accepted findings points the way toward a
successful and useful integration of current
knowledge. That integration, based on the key
functions performed by effective leaders, begins
to answer the question of how good leaders
behave and raises intriguing questions about the
personal characteristics of leaders that facilitate
those behaviors.
This article takes an historical perspective,
and the analysis is divided into four periods: (a)
the period prior to the presentation of Fiedler's
(1964) contingency model; (b) the period from
1965 to 1975, focusing on the development and
elaboration of contingency theories; (c) the
period from 1975 to 1985, when cognitive
theories and concerns about gender differences
arose; and (d) the period since 1985, which has
most extensively focused on transformational
theories and cultural influences. The historical
analysis is followed by a presentation of an
Correspondence concerning this article should be ad-
dressed to Martin M. Chemers, Division of Social Sciences,
117 Social Sciences I, University of California, 1156 High
Street, Santa Cruz, California 95064. Electronic mail may be
sent to [email protected]
integrative framework and a suggested direction
for future research.
In this analysis leadership is defined as "a
process of social influence in which one person
is able to enlist the a ...
The motivation to undertake this research was built against the background of changes experienced within the FMOH between 2015 and 2017. During this time, the leadership of the Federal Ministry of Health was able to transform the potential of the department of medical supplies into reality by building new infrastructure and creating an enabling work environment through the effective leadership and vision of the new Minister of Health in Sudan (Mustafa, 2017). It is no longer a cliché to note that effective leadership is a problem in Africa with such narratives as mediocre, poor and catastrophic used to appraise the performance of leaders particularly in political and other public service positions (Rotberg, 2004). However, whilst this negative characterization remains dominant, and rightfully so, there are glimpses of effective leadership in some places.
Leadership Styles and Organizational Citizenship Behavior.docxjeremylockett77
Leadership Styles and Organizational Citizenship Behavior: The Mediating
Effect of Subordinates’ Competence and Downward Influence Tactics
Lee Kim Lian
UCSI University
Low Guan Tui
Vesseltech Engineering Sdn Bhd
The objective of this study is to test a theory-based model predicting the relationships between leadership
styles, subordinates’ competence, downward influence tactics and outcome of organizational citizenship
behavior in Malaysian-based organizations. Data was collected from 347 respondents that represent
major industries like services, manufacturing, mining and construction companies. Path analysis
technique was used to test the model developed. The results show that the transformational leadership
style has significant positive relationship with subordinates’ organizational citizenship behavior, whereas
the transactional leader style is negatively related to organizational citizenship behavior. This result
illustrates the direct effects of leadership styles on the subordinates’ outcome. In addition, inspirational
appeals and consultation tactics, as downward influence tactics, were found to mediate the relationship
between transformational leadership and organizational citizenship behavior. Likewise, subordinates’
competence mediates the relationship between transformational leadership and consultation tactics.
These results only partially support the efficacy of the influence theory, and therefore lend support to
contingency theories of leadership. Implications for research and direction for future research are also
discussed.
INTRODUCTION
This study explores how superior leadership styles may impact subordinates’ organizational
citizenship behavior (OCB). The importance of leadership style as predictor of OCB has been well
established in Western settings (Bass, 1985; Organ, 1988; Podsakoff, MacKenzie, Morrman & Fetter,
1990; Howell & Avolio, 1993; Lowe, Kroeck & Sivasubramaniam, 1996; Podsakoff, MacKenzie &
Bommer, 1996; MacKenzie, Podsakoff & Rich, 2001; Geyer & Steyrer, 1998; Wang, Law, Hackett,
Wang, Chen, 2005; Schlechter & Engelbrecht, 2006; Boerner, Eisenbeiss, Griesser, 2007). However,
there is scant research explore the indirect effects between this two variables. Hence, the inclusion of
subordinates’ competence and downward influence tactics served to investigate the role of intervening
effect between leadership styles and OCB.
Several researchers have suggested that leadership research needs to focus more on the “fundamental”
issues, such as influence processes that characterize leader-follower interaction (Bass, 1990; Hollander &
Offermann, 1990; Yukl, 1989). Research has also shown that effective leaders must have the ability to
recognize when to use different tactics of influence as well as the skill necessary to effectively carry out
Journal of Applied Business and Economics vol. 13(2) 2012 59
these influence attempts (Kipnis, Schmidt & Wilkinson, 1980; Yu.
Leadership Styles and Organizational Citizenship Behavior.docxcroysierkathey
Leadership Styles and Organizational Citizenship Behavior: The Mediating
Effect of Subordinates’ Competence and Downward Influence Tactics
Lee Kim Lian
UCSI University
Low Guan Tui
Vesseltech Engineering Sdn Bhd
The objective of this study is to test a theory-based model predicting the relationships between leadership
styles, subordinates’ competence, downward influence tactics and outcome of organizational citizenship
behavior in Malaysian-based organizations. Data was collected from 347 respondents that represent
major industries like services, manufacturing, mining and construction companies. Path analysis
technique was used to test the model developed. The results show that the transformational leadership
style has significant positive relationship with subordinates’ organizational citizenship behavior, whereas
the transactional leader style is negatively related to organizational citizenship behavior. This result
illustrates the direct effects of leadership styles on the subordinates’ outcome. In addition, inspirational
appeals and consultation tactics, as downward influence tactics, were found to mediate the relationship
between transformational leadership and organizational citizenship behavior. Likewise, subordinates’
competence mediates the relationship between transformational leadership and consultation tactics.
These results only partially support the efficacy of the influence theory, and therefore lend support to
contingency theories of leadership. Implications for research and direction for future research are also
discussed.
INTRODUCTION
This study explores how superior leadership styles may impact subordinates’ organizational
citizenship behavior (OCB). The importance of leadership style as predictor of OCB has been well
established in Western settings (Bass, 1985; Organ, 1988; Podsakoff, MacKenzie, Morrman & Fetter,
1990; Howell & Avolio, 1993; Lowe, Kroeck & Sivasubramaniam, 1996; Podsakoff, MacKenzie &
Bommer, 1996; MacKenzie, Podsakoff & Rich, 2001; Geyer & Steyrer, 1998; Wang, Law, Hackett,
Wang, Chen, 2005; Schlechter & Engelbrecht, 2006; Boerner, Eisenbeiss, Griesser, 2007). However,
there is scant research explore the indirect effects between this two variables. Hence, the inclusion of
subordinates’ competence and downward influence tactics served to investigate the role of intervening
effect between leadership styles and OCB.
Several researchers have suggested that leadership research needs to focus more on the “fundamental”
issues, such as influence processes that characterize leader-follower interaction (Bass, 1990; Hollander &
Offermann, 1990; Yukl, 1989). Research has also shown that effective leaders must have the ability to
recognize when to use different tactics of influence as well as the skill necessary to effectively carry out
Journal of Applied Business and Economics vol. 13(2) 2012 59
these influence attempts (Kipnis, Schmidt & Wilkinson, 1980; Yu ...
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study was to investigate the relationship
between leadership style and followers performance in the
bottle water companies in port Harcourt. In this study, we
have two variables leadership style as the independent
variable and followers performances as the dependent
variable, the methodology adopted were descriptive
research design to collect both primary and secondary data.
The population of this study consists of 100 (one hundred)
employees in the selected bottle water companies in Port
Harcourt. The instrument used for data collection was a
questionnaire in four point likert scale. 100 copies of
questionnaire were distributed to employees of selected
bottle water companies in Port Harcourt which 90 was
retrieved for the analysis. From the above it was discovered
that leadership styles have a positive impact on the
followers, but each have to be used strategically in different
environment in other to maximize employees performance.
It was recommended that organizations should empower
and motivate employees since this will ensure total loyalty
and increase their retention and productivity to the
organization.
The Study is titled ―Leadership Styles: A Case Study of Syria‖. The main objectives of the research work are to identify and then analyze the political leadership style in Syria, to generate a profile of past, current and emerging leaders of Syria, to study the reasons that led to the uprising in Syria and to assess the future consequences of the decisions taken by the Political Leadership. The study will be descriptive in nature. Keeping in mind the objectives of the study, appropriate data will be collected from people and organizations from both, official and non-official, taking a look at the current and emerging leadership Styles in Syria. Survey for the political, security and economic situation will be carried. Both primary and secondary sources of data will be used for present research. For analysis and conclusion of the results of the survey, appropriate statistical tools and analysis will be done
1. Traditional Approaches to Leaders’ Impact on OrganizationsSTatianaMajor22
1. Traditional Approaches to Leaders’ Impact on Organizations
Scores of research studies are built on the assumption that effective leadership is a key component essential for organizational success. From the battlefield to the boardroom, we are told, wins and losses are determined by decisions and behaviors of those who lead. The plethora of leadership-training programs may be an indicator that many perceive (or even assume) that there is a direct relationship between leaders and organization performance. In The Leadership Gap: Building Capacity for Competitive Advantage, Weiss and Molinaro (2005) established their premise by stating “leadership has become the primary source of competitive advantage in organizations around the world” (p. 4). These authors used case-study methods to reinforce the ideas that organizations’ lack of leadership capacity can be addressed through leadership development.
But both in research and organizations, there are those who challenge the “effective leadership = enhanced performance” supposition (Dihn, Lord, Gardner, Meuser, Liden, & Hu, 2014; Storey, 2010).
LePine, Zhang, Crawford, and Rich (2016) conducted a three-part study to test relationships among charismatic leadership, stress, and performance. Subjects were members of the United States Marine Corps. Findings suggested that charismatic leader behavior negated the negative effects of stressors on performance according to assessments by the leaders or their supervisors. And these authors found that high-level stressors were more positively viewed when charismatic leader behaviors were exhibited. However, the researchers discovered that charismatic leader behavior did not influence how Marines perceived stressors. An underlying assumption in LePine, Zhang, Crawford, and Rich’s (2016) research was that leaders do affect performance. The results, while not conclusive enough to reject the assumption, did open avenues for new dialogue and recommendations for further testing.
Dihn, Lord, Gardner, Meuser, Liden, and Hu (2014) suggested that the preponderance of research on leadership behaviors and traits may have led to assumptions about an overstated influence of the individual. In Module 1 we examined the evolution of leadership approaches from the early modern era to the postmodern era. We know that context—such as environment, capital, and goals—influences organizational design, structure, and management/leadership practices. We learned that a stable organization relies on controls to gain efficiency. Leader-centric thinking was readily accepted in the modern organization. And, research studies were designed around those assumptions, perhaps even reinforcing those assumptions.
More recently, organizations shifted structures, philosophies, and operating procedures to adapt to social, economic, political, and technological pressures. Even so, leadership researchers continued to outpace other scholars who investigated additional variables that might impact org ...
Digital Commerce Lecture for Advanced Digital & Social Media Strategy at UCLA...Valters Lauzums
E-commerce in 2024 is characterized by a dynamic blend of opportunities and significant challenges. Supply chain disruptions and inventory shortages are critical issues, leading to increased shipping delays and rising costs, which impact timely delivery and squeeze profit margins. Efficient logistics management is essential, yet it is often hampered by these external factors. Payment processing, while needing to ensure security and user convenience, grapples with preventing fraud and integrating diverse payment methods, adding another layer of complexity. Furthermore, fulfillment operations require a streamlined approach to handle volume spikes and maintain accuracy in order picking, packing, and shipping, all while meeting customers' heightened expectations for faster delivery times.
Amid these operational challenges, customer data has emerged as an important strategy. By focusing on personalization and enhancing customer experience from historical behavior, businesses can deliver improved website and brand experienced, better product recommendations, optimal promotions, and content to meet individual preferences. Better data analytics can also help in effectively creating marketing campaigns, improving customer retention, and driving product development and inventory management.
Innovative formats such as social commerce and live shopping are beginning to impact the digital commerce landscape, offering new ways to engage with customers and drive sales, and may provide opportunity for brands that have been priced out or seen a downturn with post-pandemic shopping behavior. Social commerce integrates shopping experiences directly into social media platforms, tapping into the massive user bases of these networks to increase reach and engagement. Live shopping, on the other hand, combines entertainment and real-time interaction, providing a dynamic platform for showcasing products and encouraging immediate purchases. These innovations not only enhance customer engagement but also provide valuable data for businesses to refine their strategies and deliver superior shopping experiences.
The e-commerce sector is evolving rapidly, and businesses that effectively manage operational challenges and implement innovative strategies are best positioned for long-term success.
The session includes a brief history of the evolution of search before diving into the roles technology, content, and links play in developing a powerful SEO strategy in a world of Generative AI and social search. Discover how to optimize for TikTok searches, Google's Gemini, and Search Generative Experience while developing a powerful arsenal of tools and templates to help maximize the effectiveness of your SEO initiatives.
Key Takeaways:
Understand how search engines work
Be able to find out where your users search
Know what is required for each discipline of SEO
Feel confident creating an SEO Plan
Confidently measure SEO performance
A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
Come learn how YOU can Animate and Illuminate the World with Generative AI's Explosive Power. Come sit in the driver's seat and learn to harness this great technology.
Short video marketing has sweeped the nation and is the fastest way to build an online brand on social media in 2024. In this session you will learn:- What is short video marketing- Which platforms work best for your business- Content strategies that are on brand for your business- How to sell organically without paying for ads.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
10 Video Ideas Any Business Can Make RIGHT NOW!
You'll never draw a blank again on what kind of video to make for your business. Go beyond the basic categories and truly reimagine a brand new advanced way to brainstorm video content creation. During this masterclass you'll be challenged to think creatively and outside of the box and view your videos through lenses you may have never thought of previously. It's guaranteed that you'll leave with more than 10 video ideas, but I like to under-promise and over-deliver. Don't miss this session.
Key Takeaways:
How to use the Video Matrix
How to use additional "Lenses"
Where to source original video ideas
5 big bets to drive growth in 2024 without one additional marketing dollar AND how to adapt to the biggest shifting eCommerce trend- AI.
1) Romance Your Customers - Retention
2) ‘Alternative’ Lead Gen - Advocacy
3) The Beautiful Basics - Conversion Rate Optimization
4) Land that Bottom Line - Profitability
5) Roll the Dice - New Business Models
For too many years marketing and sales have operated in silos...while in some forward thinking companies, the two organizations work together to drive new opportunity development and revenue. This session will explore the lessons learned in that beautiful dance that can occur when marketing and sales work together...to drive new opportunity development, account expansion and customer satisfaction.
No, this is not a conversation about MQLs and SQLs. Instead we will focus on a framework that allows the two organizations to drive company success together.
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Top 3 Ways to Align Sales and Marketing Teams for Rapid Growth
1st submission.docx
1. “Role of leadership approaches in engaging people
and their impact on achieving organizational
outcomes during change”
Mohamed Boriek Shehata Abdelkader
user14235528
Leadership and Scholarly Business Practice
(39207)
5/9/2022
2. Definitions of leadership have shifted throughout the course of the last few decades due to the
fact that the concept may be understood better when seen in the context of its epoch and the
ways in which other factors, such as the economy, technology, ecology, politics, and society,
have an impact on it.
According to Northouse (2010), "leadership is the process through which an individual inspires a
group of individuals to achieve a common purpose." [Citation needed] (p.3).
Change is an inextricable component of human behavior; as a consequence, it must invariably
occur in all contexts in which humans participate in social relationships with one another (Ford
& Ford, 1995). It is also characterized as a setting that disturbs conventional organizational
patterns and requires participants to apply new patterns in order to succeed. Participants are
required to do this in order to succeed. In order to accomplish this, a very murky interaction
between deliberate and emergent processes is required. People are required to engage in new
behaviours as a result of the situation known as change (Mintzberg & Waters, 1985).
Organizations need to be able to adjust to their constantly shifting environments in order for
them to be successful, and this can't happen if they don't change along with the people and
activities that take place within them (Burnes, 2004b; Tsoukas & Chia, 2002).
As a direct result of this, leaders in businesses are frequently tasked with developing and
implementing brand new programs that are intended to improve their organizations. In
contrast, many efforts to bring about change fall short of achieving the objectives they have set
for themselves. Research conducted by Beer and Nohria in the year 2000 found that at least
63% of all efforts to reform organizations were ineffective. It is typical practise to blame
problems that occur during the implementation phase of a change project on an organization's
inability to achieve the expected objectives rather than any inherent deficiencies in the process
itself when the project fails to deliver (Klein & Sorra, 1996). Particularly, drawbacks are typically
associated with the fact that the leader did not adequately prepare for a reactivating method
before attempting a change induction (Kotter, 1995; Schein, 1987, 1999).
According to Albert 1983, the viewpoint on people's reluctance to change is obviously one-sided
in favour of change management and the people who advocate for it.
The study of change lends support to such an outlook. In this hypothetical situation, change
agents are considered to be taking the appropriate and necessary steps, whereas change
recipients intentionally set up unjustifiable obstructions or hurdles in an effort to "mess up" or
"fail" the process of change. (Dent & Goldberg, 1999; Klein, 1976). Consequently, individuals
who bring about change are frequently portrayed as unjustified victims of the irrational and
dysfunctional behaviors of those who profit from the change. This is because those who bring
about change are the ones who benefit from the change.
A significant amount of research on leadership makes the implicit assumption that team leaders
are consciously aware, actively receiving the feedbacks that are provided by their subordinates,
and are acting in a reasonable manner (Kegan, 1994). This framework places an emphasis on
goal setting, skill acquisition, and continual achievement since it is acknowledged that the
notion that the leader's perspective is true underpins the design (Heifetz & Laurie, 2001). On the
other hand, a growing body of evidence, as interpreted by a wide range of psychology
3. specialists, suggests that conscious behaviour is significantly less noticeable than was previously
thought.
The first academic research of leadership was conducted in 1930, and in the subsequent eight
decades, a significant number of theories, models, and approaches have been produced. This
may be summed up in five key stages, which will be discussed in the following lines along with a
critical perspective on each stage and how it contributed to the development of leadership
theory.
1. the hypotheses based on "traits"
In the early days of study, the primary interest of investigators was leader characteristics due to
the widespread view that leaders are born rather than made and that leadership skills cannot
be learned.
"Energy," "Dominance," and "Intelligence" were some of the personal qualities and traits that
were the focus of such early investigations; nevertheless, the results were inconsistent because
the situation was not included.
Stodgill believed that the environment in which a leader operates has a significant impact on
the development of the leader's skills, thus he asked scholars to investigate the nature of the
interaction between skills developed after specific experiences.
There was a revival of research done on the role of personal traits and appearing leader-like,
particularly in the rise of the "new paradigm" models of "charismatic–inspirational" leadership
(e.g. Bass, 1985; Burns, 1978; House, 1977). However, this took place several decades after the
early days of the development of the trait theory. The "Implicit Leadership Theory" placed a
strong emphasis on the role that socialisation plays in the formation of an individual's internal
beliefs regarding the qualities and behaviours of "a leader." These beliefs, in turn, have the
potential to influence the interaction patterns between a leader and their followers, as well as
vice versa (Hollander & Julian, 1969; Lord et al., 1984; Lord et al., 1982). After conducting a
meta-analysis of trait studies, Lord et al. (1986) identified three characteristics that were
significantly associated with people thinking about leadership: "intelligence," "dominance," and
"masculinity." As a consequence, females have suffered from the perception that they have
poor leadership skills (e.g., Fletcher, 2004; Lyness & Heilman, 2006; Schein, 2001). Definitions of
the "dark side" of leadership (e.g. Furnham, 2010; Hogan et al., 1994; Lipman-Blumen, 2004)
have been studied recently, particularly with a focus on understanding of personality
characteristics -such as courage, charisma, inspiration, and resilience- that can be destructive
for both teams and organisations if used in improper ways without realising the insights and the
impact of such behaviours. These studies were conducted by researchers such as Furnham,
Hogan, and Lip
2: the "behavioural" way of looking at things
Because of the negative assessments that were conducted in the 1940s, the majority of
research have shifted their emphasis away from analysing the traits of effective leaders and
how those traits have an effect on the followers of those leaders.
(House & Aditya, 1996) have developed a criteria for determining the efficacy of a leader by
conducting research in both laboratory and field settings. In the laboratory, the researchers
primarily observed and recorded the behaviours of students. In the field, the researchers polled
the leaders' followers to determine how authoritative they were.
4. This manner of conduct was referred to as the "leadership style" adopted by the leader. The
majority of leadership styles can be summarised using the following four styles:
(1) "production-oriented" or a concern for the task at hand; (2) "employee-centered" or a
concern for the people who make up the organisation; (3) "authoritarian" or "autocratic" or a
leadership style that is directive; (4) "democratic" or a leadership style that encourages
employee participation. Researchers at the University of Michigan, Bales and colleagues at
Harvard (Bales, 1954), Stodgill and colleagues at Ohio State University (Stodgill & Coons, 1957),
and Bales and colleagues at Harvard all came to the same conclusion independently (Kahn &
Katz, 1953; Likert, 1961; Mann, 1965). Studies exploring the effects of these leadership
characteristics in connection to numerous criterion variables, such as team member satisfaction
or other effectiveness metrics such as productivity, could not uncover any consistent pattern
(House, 1971; Larson et al., 1974; Yukl, 2010). The inability to identify the impact of various
situations, the effect of any interaction between follower attitude and behaviours on the way in
which the leadership style was exhibited, and the selection of the criterion variable are among
the other factors that have contributed to the inconsistency of the findings (e.g. Northouse,
2010; Yukl, 2010). There could be additional factors that relate to the reliability of the chosen
measurement (Bass, 1990; Schriesheim et al., 1976). According to the findings of the trait
studies, the supervisory level was the primary focus of the leadership research.
Although it has many restrictions, the behavioural approach is regarded as a valuable method
because it broadens the scope of leadership research to include the actions of leaders and their
relationships with their subordinates. Additionally, the behavioural approach focuses on the
distinctions between task-related and relationship-related behaviour, as well as between
directive and participative leadership styles. It's unfortunate that this strategy wasn't successful
in defining a single, unified leadership style and making the connection between that style and
performance outcomes.
3: methods dubbed "situational" and "contingency"
Now that we are getting closer to the years of the 1960s, a trend has begun to form that
emphasises the significance of contextual factors in influencing the effectiveness of leadership
behaviours. More specifically, this trend focuses on the factors that are associated with the
particular circumstance in which the interaction between a leader and their followers takes
place.
For instance, the degrees of subordinate competence and confidence as well as their correlation
with the performance in the tasks they were responsible for, or their "maturity" or
"developmental level," was the centre of attention in the situational models of leadership that
were researched (Blanchard et al., 1993; Hersey & Blanchard, 1969, 1988). Other models that
were developed to support making the right decision according to each leadership style that
was utilised included studies of other factors that were unrelated to the subordinate, such as
the flexibility of time per task, the impact of the technical quality of the decision, and the
knowledge extent to which the manager possessed sufficient information to make the
appropriate decision (Vroom & Jago, 1988; Vroom & Yetton, 1973). Providing a practical guide
for enacting the leadership style is one of the strengths of the situational models. Another
strength is encouraging managers to consider a range of variables when selecting an
appropriate leadership style per situation. This is important when taking into consideration that
flexibility in approach is the main point to effectively influence the behaviour of subordinates in
order to achieve an objective. Fiedler's contingency model (Fiedler, 1964, 1967; Fiedler &
Chemers 1974) did not accept that and during his research in military organisations, he
observed the styles of leaders in a different situation. While these models assume that
managers, in the main, have the flexibility to change their leadership style, Fiedler's contingency
5. model (Fiedler, 1964, 1967; Fiedler & Chemers 1974) did not accept that (Northouse, 2010).
According to Fiedler (1972), a manager's leadership style is dependent on the individual's
personality attributes. However, the difference lies in the fact that leaders in Fiedler's concept
are not adjustable correspondingly. Therefore, the most important factor in determining the
efficacy of a leader is not the scenario but rather how well the leader fits the situation. When
developing the leader–situation correlation, Fiedler found three significant criteria as being
essential. The strength of the relation and loyalty between the leader and the follower was
measured by the Least Preferred Co-worker (LPC) Scale. These were the leader–member
relations, the task structure, or the degree to which there is only one particular way in which
the task can be accomplished successfully, and the position power of the leader, which is the
amount of authority in terms of rewarding or punishing followers. The validity of the model
cannot be definitively determined based on the conclusions. For instance, two different
metaanalyses came to the conclusion that the theory has some level of support (Peters et al.,
1985 and Strube & Garcia, 1981), but Vecchio (1983) argued that inappropriate statistical
analysis and the improper selection of studies had been done (House & Aditya, 1996), despite
the fact that this accusation was refuted by Strube & Garcia (1983). Additionally, the majority of
works have cast doubt on the reliability of the LPC, which is an essential component of the
theory given that it evaluates the "natural" leadership style of an individual. "The weakest part
of the hypothesis is that we do not truly grasp what LPC (least preferred co-worker) is," states
Triandis (1993). (p. 169). The LPC is described by Wright (1996) as "an enigmatic personality
questionnaire." [Citation needed] (p. 53). The observation made by Schriesheim and Kerr (1977)
on page 23 that the LPC is a "measure in search of a meaning" seems to be an accurate way to
summarise these thoughts. When analysing the Fiedler model, it is important to keep in mind its
long history (it was created more than half a century ago) and its status as the first major
situational model. However, on the bright side, the Fielder model has taken into account the
significance of changes in the environment and shifted the emphasis away from solely analysing
the personal qualities of a leader and toward thinking about the connection that exists between
a leader and their subordinates (Liden & Antonakis, 2009). To add to the criticisms that have
already been presented, given that the model is based on the inflexibility of leadership style, if it
were correct then individuals in leadership positions would need to be moved around an
organisation as the task structure and position power varied. This is something that is hardly
practical and adds to the criticisms that have already been presented. In addition, the
characteristics of subordinates, such as their skills and knowledge, as well as their preference
for the leadership style of their leader (Wright, 1996), have not been taken into consideration.
Instead, the researcher has chosen to concentrate on the manager's "implicit notions of a
preferred subordinate/followership." It also does not reflect the evidence that leadership can be
cultivated, nor does it reflect the fact that the responsibilities and roles of a manager often vary
when an individual is promoted.
4. the "charismatic–inspiring models" and "heroic" leadership models
In response to the challenges that have been presented in the past, psychologists have
produced new models under the "new paradigm" umbrella, with the primary focus of these
models being the management of change and the movement of an organisation in a new
direction (Bryman, 1993, 1996). One who is considered to be "charismatic" as a leader is one
who possesses particular personality traits and acts in ways that generate trust, compliance,
identification with them, and confidence in their ability to succeed (e.g. Conger & Kanungo,
1988, 1998; House, 1977). "Vision" in the context of "visionary" leadership refers to an
appealing and credible picture of the future, which all parties involved in an organisation will
work toward realising (Bennis & Nanus, 1985; Sashkin, 1988; Tichy & Devanna, 1986). According
to research on leadership that has been published (for example, by Avolio et al. in 2009 and by
Gardner et al. in 2010), the model of transformational leadership developed by Bass is the "neo-
charismatic" model that is used most frequently (Bass, 1985, 1998). “Transformational” leaders
are well-known by being able to encourage subordinates to achieve organization’s objective or
vision; attain greater levels of their potential; and giving up their own interests towards those
6. that will benefit the organisation (Bass, 1985). (Bass, 1985). The following is a list of the four
transformative components that together make up the paradigm of transformational
leadership: demonstrating a high moral character and providing a clear sense of mission,
expressed in an inspiring vision, makes one deserving of admiration and respect and inspires
people to aspire to be like them. idealised influence involves encouraging followers to question
presumptions and beliefs held by themselves, the organisation, and the leader, and to reframe
problems and approach old solutions in new ways. intellectual stimulation involves encouraging
followers to question presumptions and beliefs held by themselves, the organisation, and the
leader. inspirational motivation involves communicating positive With reference to the
transactional components contained within the same model. "Transactional" behaviours are
those that are based on an exchange relationship between a leader and a subordinate, or on a
case-by-case basis, in return for the desired behaviours: reward, in which the desired
subordinate actions are rewarded, while disapproved actions are punished or sanctioned;
management by exception (active) and management by exception (passive), which are
corrective transactional behaviours that include critical feedback and negative reinforcement;
reward, in which the desired subordinate actions are rewarded; management by exception
Monitoring performance and intervening when it is deemed necessary are both part of this
process, as is making corrections only after problems have been identified. Last but not least,
there is the leadership style known as "laissez faire," which is really an abdication of leadership
because there is no interaction between the parties involved. It is regarded as being completely
ineffectual (Bass, 1998). The reason why transformational leadership is considered to be
superior to transactional leadership is due to the fact that the transactional model produces
outcomes that are expected, whereas the transformational model produces performance that is
above and above expectations (Bass, 1985). Bass (1997) presented the argument that the
fundamental phenomena are independent of organisations and nations. After ten years, the
results have subsidised to only 12.6% (Gardner et al., 2010), primarily due to the fact that "a
plethora of competing perspectives had emerged over the past decade to challenge these
perspectives, suggesting that diverse seeds for a potential paradigm shift have been buried"
(Lowe and Gardner's (2000) analysis of articles published in the highly respected Leadership
Quarterly between 1990 and 2000 revealed that 34% were based on these models; however,
after ten years the results have (Reichers & Schneider, 1990, cited in Gardner et al., 2010, p.
936).
As an illustration of this, in the year 1994, the management of a large water service company in
the United Kingdom sought to investigate new methods of working with new customers and to
give better commercial focus, flexibility, and development through the implementation of
business and technological transformation. The global financial crisis as well as increased
regulatory pricing control served as the driving force behind this development. In a similar vein,
"there are patterns of sequence such as crisis, exploration, awakening, followed by visioning
and engagement with the organisation." this applies to other types of transitions as well
(Ruddle, 1999, p. 138).
Procedures, habits, working styles, and enabling systems were all altered as a result of the
transition. The transformation that took place over the course of three years was both
emergent and planned. Success was influenced in various ways by politics, government, and
organisational structure. The leadership did not much shift over time. The experience of the
members was limited to only a few particularly large projects, not more sophisticated ones. The
leadership style that emerged as a result placed an emphasis on vision, coaching, and giving
front-line personnel the ability to drive change. (Ruddle, 1999, p. 139).
Ruddle (1999) provided the following condensed summary of the variables that contributed to
the successful transformation of the company:
7. Developing a business case for the organization's preparedness to change;
Possessing a strategic objective and vision that is crystal clear, well-articulated, and wholly
owned;
A leadership style that is proved to be energising, involved, and visionary in the top team;
Placing an emphasis on client propositions as well as the fundamental processes and capabilities
required to achieve those offers;
A shared sense of responsibility for upholding the organization's guiding principles;
Harmonization of the facilitative elements, in particular the reward, performance, and
institutional systems;
Adopt a new mode of operation that places a greater emphasis on high-level results obtained
using a variety of fair measurements; and
Investigating and attempting out new methods of carrying out work in order to form an
intention for the program's continued success.
5: paradigms of leadership that are post-heroic
After the global banking crisis and a string of corporate scandals, which are frequently
attributed to the avarice of senior executives, there was a rising dissatisfaction with "heroic"
leadership. This dissatisfaction was fueled by the fact that senior leaders are routinely blamed
for the scandals. One notable reaction to these models has been the rise in popularity of a new
genre of leadership texts in both professional managerial and academic publications. These
texts have denounced as crass the idea of attributing organisational success or failure to the
presence of a "saviour" figure, which is expressed in academic terms as "the romance of
leadership" (Bligh et al., 2011; Meindl et al., 1985). Others have advocated for the ethical
obligations of leadership, and some of their articles date back before the "heroic" models were
developed. New conceptions of leadership have emerged, with an increased focus on the moral
conduct of those in positions of authority. At the same time, an increasing amount of attention
is being devoted to the concept of leadership as a social process, which understands it to be
both dynamic and fluid. Leadership is becoming increasingly viewed as something that does not
involve "doing to" other people but rather as something that emerges from the way people "do
with" other people; specifically, how we work with and relate to each other as colleagues in the
workplace. Examples of this include "ethical" leadership, "genuine" leadership, and
"distributed" leadership approaches.
Justification for altering the resistance
Automation
According to the ideas of the philosopher Alfred Whitehead, civilisation advances as a result of
an increase in the number of significant processes that may be carried out without conscious
thought (Whitehead, 1911). The activity of the basal ganglia is linked to the neuronal
underpinning of automation, and it is this activity that enables the transition of activities that
8. are performed repeatedly consciously into habitual patterns (Yin & Knowlton, 2006).
Automaticity can be considered as an adaptive quality in light of the fact that it frees up limited
mental capacity for more important problems, and as automating everyday chores is one way to
accomplish this.
Automated patterns carry out their tasks in a methodical and unyielding fashion. This holds true
for lone individuals as well as entire organisations (Drucker, 1999; Langer, 1989; Weick et al.,
1999). Automated patterns will always carry out their tasks in the same manner from the very
first instance onward. Automaticity is useful during times of relative stability since programmes
do not require additional updates and, as a result, have a productive link with the surrounding
environment. This makes automaticity effective. However, if there has been a big shift in the
environment, the strategy that has been successful in the past might no longer be viable. A
strategy for a successful launch to the market may succeed in one moment, but fail
spectacularly in another, as the failure of General Motors to compete in the market
demonstrates (GM). The wealth that the firm had after the war led it to neglect smaller, higher-
quality, and more fuel-efficient foreign competitors. The corporation did this because it believed
that their strategy for the production of automobiles gave it the upper hand. Over the course of
several years, GM's market share rapidly decreased. After some time, adaptive attempts to
innovate were made, but by that point it was too late, and the company eventually failed
(Taylor, 2011). It is far easier to set up automated processes than it is to remove them. In the
case of General Motors, adaptation did not occur until the accumulated negative effects of the
pattern were so blatantly visible to the public that circumstances required a fundamental
rethinking of operations. Only then did General Motors begin to adapt to its environment.
The Repercussions of Waiting in Anticipation
The process of bracketing is an essential component of sensemaking for change agents and is
often subject to the weighty influence of anticipations (Eden, 1984, 1988; Madon, Jussim, &
Eccles, 1997; Watzlawick, 1984). One of the initial phases in the process of developing a self-
fulfilling prophecy is the construction of an erroneous conviction about the likelihood of a future
happening. This belief can then go on to become one of the driving forces behind the prophecy.
The believer will then act as if the occurrence is unavoidable, interpreting the actions and words
of others in a manner that provides support for their hunch. By doing so, he or she "performs" a
universe that appears to be less of a creation of his or her own authorship and more of an
intelligent perception of reality. Consequently, this suggests that he or she is not the author of
the universe (Weick, 1979). Accordingly, studies have demonstrated that instructors' and
leaders' expectations regarding the capabilities and potentials of their students or employees
influence how these persons are judged and handled in the classroom and in the workplace
(Berger & Luckmann, 1966; Eden, 1988; Eden & Shani, 1982).
Faults in communication on the part of change agents, such as failing to legitimate change,
overstating its prospects of success, and neglecting the motivating actions necessary in order to
activate subordinates into actions, can also contribute to the occurrence of resistance. These
factors can all play a role in the phenomenon of resistance.
When change is needed, one of the most common miscommunications that occurs is that there
is "no demand for action." To maintain one's legitimacy and credibility during the process of
transformation, rationalisations and an accurate portrayal of the situation are required;
however, taking action is not one of these requirements. Even though talking is extremely
important, not all forms of communication result in action (Eccles et al., 1992; Ford & Ford,
9. 1995; Winograd & Flores, 1987). Only performance talks are intended to stir up some kind of
response (Ford & Ford, 1995).
When leaders believe that having an understanding is sufficient to drive action, they prioritise
conversations aimed at having an understanding over dialogues aimed at improving
performance, and as a result, they see very little to no action (Beer et al., 1990; Ford & Ford,
1995).
According to the findings of Ashkenas and Jick (1992), who conducted research on General
Electric's Work-Out Program as an example, individuals had the naive expectation that recipient
understanding and acceptance would lead to action without the need for discussions for
performance. People inferred this since there was a lack of clear information regarding
performance. If leaders of change make this assumption, they may incorrectly attribute the lack
of action to resistance rather than a failure to use an appropriate way of communications,
particularly communications for performance appraisals. This is because leaders of change may
fail to use an appropriate way of communicating with employees about their performance. This
could be a concern since it could lead to a lack of action being taken as a result of the failure.
According to the findings of Barrett, et al. (1995), when people voiced concerns regarding the
implementation of total quality leadership, it kept the conversation going, provided change
agents with an opportunity to clarify and legitimise the shift, and gave subordinates a chance to
formulate their own interpretations of the shift, which ultimately led to their acceptance of the
new policy and their willingness to expand on it.
As a consequence, resistance may, in an odd turn of events, prove to be an essential component
in the achievement of the change itself, rather than an obstacle or a negative. Given the fleeting
nature of conversations and the extinction principles found in linguistic behaviour (Skinner,
1991), one can draw the conclusion that if people want a change to go away, they would be
better off avoiding the topic altogether rather than engaging in "resistance" communications,
which would only serve to energise it and facilitate its propagation and spread. (Czarniawska &
Sevon, 1996).
2.3 Concluding Remarks
The purpose of this article is to provide a critical analysis of various models of leadership that
have been developed throughout the course of history and reflect the relationship between
leadership theory and change management. It was abundantly clear that the culture of an
organisation serves as a mediator between the association between leadership style and
performance, and that shifts in cultural characteristics have an effect on the organization's
efficacy and productivity. Cultures that are competitive, innovative, and sensitive to external
conditions have a significant and positive impact on the performance of an organisation and
contribute to the maintenance of a sustainable competitive advantage (Barney, 1991).
Understanding organisations requires having an understanding of both leadership and culture.
Managers can't afford to ignore either one of them or become complacent about the other if
they want both of them to be successful. The findings of this comparative study of five different
companies suggest that a successful implementation process should be supported by careful
change management, innovation, and cultural readiness. When corporate leaders and managers
10. have a greater understanding of such characteristics, they will be more prepared for the
transitions that are occurring.
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12. The globe has become a little global village as a result of globalization; a village in which
there is an ever-increasing stream of contentions and conflicts between organizations. In this
setting, the business tactic that will prove to be the most successful and profitable for any
corporation is the development of original approaches to commercial activity.
The topic of discussion for this thesis is the part that leadership plays in the processes of
organizational change and innovation.
If the leader is skilled and competent, then they will be able to manage an organisation or the
process of organisational change more effectively and successfully. This applies whether the
leader is acting as the person in charge or as a change agent.
Rapid technological advancements, high expectations of customers, and constantly shifting
market situations have forced organisations to continually reassess and reevaluate how they
operate, as well as to comprehend, adopt, and implement changes in their business model in
response to shifting trends.
Change inside companies is both an expectation of the present and a prerequisite for their
continued existence. Along with all of its implications and importance, the process of
organisational change is also a very complex and challenging one. Organizations these days
have a good understanding of the matter's significance, and they are making serious efforts to
prepare themselves not only for the present trends, but also for the trends of the future in
order to achieve a level of success that is sustainable.
According to research, around seventy percent of organisational reforms are not successful in
achieving their aims.
A highly effective and highly competent leadership that is well capable of perceiving the
most desirable shape of an organisation and addressing the issue of organisational change in
the most appropriate way is required for the process of organisational change. Given that
leadership plays a central role in the evolution and cultivation of an organisation, this
requirement is necessitated by the fact that the process of organisational change requires an
organisation to undergo a change.
A leadership that possesses the competencies of "Vision" and "Innovative Approach" along
with other characteristics along with the results of real life cases of organisations that are
studied for this thesis shows that such a leadership can prove more effective to conclude the
complex phenomena of organisational change with success. This conclusion is based on an
13. analysis of the literature that was reviewed and the results of real life cases of organisations
that were studied. Further, effective organisational transformation can pave the way for
innovation within the business, which is essential to the organization's continued long-term
success and viability. As a result, this thesis offered a model that is derived from the literature
on leadership competences, organisational change, as well as sustainable success and
innovation.
Change has always been one of the most challenging aspects of running an organisation, just
as it has always been an inevitable aspect of living a human existence.
Change is something that pulls individuals out of their comfort zones, which compels them to
change their behaviors and makes them feel extremely uncomfortable. As a result, humans
find it very difficult to embrace change because of these reasons (Lorenzoni, Nicholson, and
Whitmarsh, 2007).
An effective method to dealing with change in two distinct areas, namely the organisation
and the individual, with individuals and the broader organisation adjusting to change at their
own pace and in their own unique way is what we mean when we talk about change
management in an organization (Rouse, 2014).
It is possible for an organisation to seize an opportunity to acquire a competitive advantage
through change management if the company is able to implement change in the market in an
effective and efficient manner and adapt to new market conditions (Du Plessis, 2007).
The process of change management can be broken down into three stages: first, adjusting to
change, then regulating change, and last, putting change into action.
The first step in the process of adjusting to change is figuring out whether or not an
individual is ready to adapt to the changes and whether or not they are willing to commit to
the change. The second step entails exercising control over the change and incorporating it
into day-to-day activities. The final step in making a change is to make sure the change sticks
and to adapt your lifestyle to reflect the new norm. (Hritz, 2008) It is difficult to determine
how much time will be required for the process of change management in an organization.
This is due to the fact that the ability of individual employees to adapt varies widely. Some
employees may readily accept change, while others may require more time to become
involved in the change. In the same way, some workers in the company will welcome the
adjustment, while others possibly won't. To ensure that the long-term process changes are
14. maintained, the leader should maintain open communication with the group of employees and
work closely with them (Wuestman and Casey, 2015).
Change is something that pulls individuals out of their comfort zones, which compels them to
change their behaviors and makes them feel extremely uncomfortable. As a result, humans
find it very difficult to embrace change because of these reasons (Lorenzoni, Nicholson, and
Whitmarsh, 2007).
Change has always been one of the most challenging aspects of running an organization,
Without the capability to change and adapt to the challenges, opportunities, and threats they
are confronted with, it is highly unlikely that organizations will be able to achieve their
strategic objectives, survive, and thrive.
This calls for organizations to have leadership that is not only highly capable of
understanding and analyzing the needs of the current business environment, but also
demonstrates the ability to effectively and helpfully suggest the form of change that would be
the most suitable by utilizing his or her vision, and then implements this change by utilizing
his or her innovative approach to successfully achieve the organization's vision.
The purpose of this thesis is to explore the relationship between successful organizational
change and leadership on the basis of h/her two characteristics, which are "Vision" and
"Innovative approach." This is done with the knowledge that organizational change is
important and with the acceptance that leadership plays a key role in the change process.
15. Leadership is based on the achievement of objectives, whereas management is primarily
concerned with completing duties.
Moreover, the concept of risk is distinct between the two categories. The emphasis of
management is the reduction of risk. There are numerous models for minimizing risk.
Uncertainty-averse decision-making is a prominent strategy for mitigating risk.
Such could, for instance, be indicative of managers avoiding volatile assets. On the other
hand, leaders have a high risk tolerance.
In this regard, leaders are more prone to deviate from the norm and endeavor to implement
changes that are appropriate, but whose introduction may raise doubts.
The three components of visionary leadership are the individual, the individual's behaviour,
and the setting in which the leader operates. Visionary leadership is a powerful method for
retaining and attracting command. In any organisation, the leaders wield power, and hence
their thoughts have the upper hand. Therefore, a leader delivers orders, and those instructions
are taken more seriously than if they were given by a person without power. These
comments, commands, and orders are only acceptable if the leader has a vision. Visionary
leaders inspire others to lead by setting a good example themselves. Therefore, visionary
leaders are more inclined to evaluate the long-term consequences of current acts. Therefore,
they do not view authority as a weapon for personal gain or use. Instead, they consider
authority as a resource that must be used for the benefit of everybody, and hence they
endeavour to advance the organisation they represent. Lastly, visionary leaders have a strong
sense of personal commitment, charisma, and inspiration, both on an individual and
collective level, as well as superior intellectual and problem-solving abilities.
There are some leadership competences that have been proven and are mandatory for
effective and successful leadership (Bennis, 1987). There are different competences which
are very effective for leaders and which also have connection with the successful
organizational change.