AbstractGiven the prevalence of instrumental and positivistic accounts on coaching, our article aims to contribute to a critical theory of coaching by articulating two under-researched topics in the field: power and space. We do so by building on the Lefebvrian political approach to space; more specifically, we show that depending on the coach’s experience of the coaching space, three types of power relationships are produced within the coach–coachee–organization triad: independent, mediated, and parallel. Accordingly, the coaching space appears to be either a generator, supporter, or analyzer of power. Overall, by approaching coaching as a political space, we call for increased awareness of the conditions that facilitate the experience of the coaching space as empowering rather than limiting and controlling.
Dima LouisBeirut, Lebanon
Pauline Fatien DiochonSKEMA Business School - Université Côte d’Azur, France
AbstractGiven the prevalence of instrumental and positivistic accounts on coaching, our article aims to contribute to a critical theory of coaching by articulating two under-researched topics in the field: power and space. We do so by building on the Lefebvrian political approach to space; more specifically, we show that depending on the coach’s experience of the coaching space, three types of power relationships are produced within the coach–coachee–organization triad: independent, mediated, and parallel. Accordingly, the coaching space appears to be either a generator, supporter, or analyzer of power. Overall, by approaching coaching as a political space, we call for increased awareness of the conditions that facilitate the experience of the coaching space as empowering rather than limiting and controlling.
Dima LouisBeirut, Lebanon
Pauline Fatien DiochonSKEMA Business School - Université Côte d’Azur, France
Using a group identity manipulation we examine the role of social preferences in an experimental one-shot centipede game. Contrary to what social preference theory would predict, we find that players continue longer when playing with outgroup members. Our explanation rests on two observations: (i) players should only stop if they are sufficiently confident that their partner will stop at the next node, given the exponentially-increasing payoffs in the game, and (ii) players are more likely to have this degree of certainty if they are matched with someone from the same group, whom they view as similar to themselves and thus predictable. We find strong statistical support for this argument. We conclude that group identity not only impacts a player's utility function, as identified in earlier research, but also affects her reasoning about the partner's behavior.
Check the latest research publications and presentations on our website http://www.hhs.se/site
The document addresses structural characteristics of a group that includes following as essential components.
1. Size of group
2. Composition of group
3. Status hierarchy of group
4. The pre-established channels of communication within group
We study the interaction of organizational culture and personal pro-social orientation in team work where teams compete against each other. In a computerized lab experiment with minimal group design, we assign subjects to two alternative subliminally primed organizational cultures emphasizing either self-enhancement or self-trancendence. We find that effort is highest in self-trancendent teams and prosocially oriented subjects perform better than proself-oriented under that culture. In any other value-culture-mechanism constellation, performance is worse and/or prosocials and proselves do not di¤er in provided effort. These findings point out the importance of a "triple-fit" of preferences, organizational culture and incentive mechanism.
Howdy! Take a look at this article and find a great MLA literature review sample. To get more information visit: https://www.litreview.net/best-literature-review-example-mla/
Hi! Here is where you can find an amazing research literature review sample. To find more samples go to https://www.litreview.net/our-literature-review-writing-service/order-your-research-literature-review/
18 Volume 18, Issue 1, March 2017 Review of.docxdrennanmicah
18 Volume 18, Issue 1, March 2017 Review of International Comparative Management
The Emergence of Leadership Styles:
A Clarified Categorization
Franco GANDOLFI1
Seth STONE2
Keywords: leadership, leadership styles, leadership categories, categorization
JEL classification: M12, M14
Introduction
The world is in the midst of a leadership crisis. Despite the fact that there is
a vast body of literature on leadership, it has remained one of the most misunderstood
business phenomena (Gandolfi & Stone, 2016). Thus, it becomes of paramount
importance to understand the consequences, both positive and negative, that emerge
from the various known and validated leadership styles found in modern-day
organizations. Further, it is critical to have metrics in the form of known attributes
of effective leadership to serve as a benchmark for the effectiveness of each
leadership style. A thorough understanding of both the potency and effectiveness of
recognized leadership styles will benefit the academic and professional communities
alike.
Therefore, the purpose of this article is to showcase the different leadership
styles in practice in organizations today and to provide a categorization of existing
leadership styles. A key objective of this research is to compare leadership styles to
a functional and comprehensive working definition of leadership. With this in mind,
1 Dr. Franco GANDOLFI, Georgetown University, Email: [email protected]
2 Dr. Seth STONE, Regent University, Email: [email protected]
Abstract
The study of leadership has become a prominent scholarly and professional focus
in an ever-changing, multi-dimensional globalized world. Despite abundant scientific and
anecdotal work on the effectiveness and potency of “good” leadership, several leadership-
related questions have remained unanswered. For instance, what does good, effective
leadership look like? What is a leadership ‘style’ at its most basic? What leadership styles
are at a leader’s disposal? While leadership may be seen as one of the most over-
researched topics, it remains one of the most misunderstood phenomena of our time
(Gandolfi & Stone, 2016). This conceptual paper addresses the notion of a leadership style
and purports to categorize the ever-increasing pool of leadership styles that emerge both
in scholarly and professional circles. The paper culminates in a graphic depiction of the
categorization of leadership styles based on the scientific work of Lewin, Lippit, and White
(1939).
mailto:[email protected]
mailto:[email protected]
Review of International Comparative Management Volume 18, Issue 1, March 2017 19
this work begins with a brief review of a working definition of leadership and the
key empirically researched attributes of effective leaders. The article then provides
a deeper analysis o.
Running Head: FOUR FRAME MODEL
1
FOUR FRAME MODEL
2
Literature review: Four Frame Model
Name
College
Course
Tutor
Date
Introduction
The four-frame model
Four-frame model is a model describing the frames through which people perceive their world as identified by Lee Bolman and Terrence Deal. The frames identified by the two are structural, human resources, political and symbolic, each of which comes with varying concepts, metaphors, and values. Accordingly, leaders show their behaviors in any of the named frameworks (Bolman & Deal, 2013).
In the structural framework, the leaders focus on structure, environment, strategy, experimentation, adaptation and implementation. A leader is said to be effective when he or she is a social architect and his or her style is analyzed and designed. On the other hand, a leader is said to be ineffective when he or she a tyrant and his or her style is details. In the human resource framework, the leader believes in his or her subjects and communicates their belief. That is to say that the subjects are responsible for empowerment, increase of participation, support and sharing of information. In this case, an effective leader is one whose style is empowerment, advocacy and support. An ineffective leader is one whose style is mainly fraud and pushover.
In the political framework, the leaders clarify what they want. They build a link between their subject and other stakeholders, they deplore persuasion in the initial stage but can uses coercion if need be. An effective leader is one whose style is coalition and team building. An ineffective one leads by manipulation. In the symbolic framework, a leader views the organization to be a theater where certain roles are to be played and symbols are used to attract attention. An effective situation is characterized by a leader who is prophetic and inspires the subjects. An ineffective situation is characterized by a leadership style of smoke and mirrors.
Purpose of the literature review
The purpose of the literature review is to clearly define and help the reader to understand the leadership model which was proposed by Bolman and Deal. Comparison of the various article and their information concerning the model highlight the features of the model in details. The review analyses the various articles to describe the key themes that emerge in the articles. The review also summarizes the similarities and the differences of the various authors in regard to the presented themes. Finally, the review explains the importance of applying the model and its impact in management and leadership.
Analysis of the articles and description of the key themes that emerge across the articles
The Paradox of Meritocracy in Organizations
The article titled “The Paradox of Meritocracy in Organizations” authored by Castilla and Benard explains the paradox of meritrocracty; just as the title implies, in organizations (Castilla & Benard, 2010). Accordingly studies were carried out.
Using a group identity manipulation we examine the role of social preferences in an experimental one-shot centipede game. Contrary to what social preference theory would predict, we find that players continue longer when playing with outgroup members. Our explanation rests on two observations: (i) players should only stop if they are sufficiently confident that their partner will stop at the next node, given the exponentially-increasing payoffs in the game, and (ii) players are more likely to have this degree of certainty if they are matched with someone from the same group, whom they view as similar to themselves and thus predictable. We find strong statistical support for this argument. We conclude that group identity not only impacts a player's utility function, as identified in earlier research, but also affects her reasoning about the partner's behavior.
Check the latest research publications and presentations on our website http://www.hhs.se/site
The document addresses structural characteristics of a group that includes following as essential components.
1. Size of group
2. Composition of group
3. Status hierarchy of group
4. The pre-established channels of communication within group
We study the interaction of organizational culture and personal pro-social orientation in team work where teams compete against each other. In a computerized lab experiment with minimal group design, we assign subjects to two alternative subliminally primed organizational cultures emphasizing either self-enhancement or self-trancendence. We find that effort is highest in self-trancendent teams and prosocially oriented subjects perform better than proself-oriented under that culture. In any other value-culture-mechanism constellation, performance is worse and/or prosocials and proselves do not di¤er in provided effort. These findings point out the importance of a "triple-fit" of preferences, organizational culture and incentive mechanism.
Howdy! Take a look at this article and find a great MLA literature review sample. To get more information visit: https://www.litreview.net/best-literature-review-example-mla/
Hi! Here is where you can find an amazing research literature review sample. To find more samples go to https://www.litreview.net/our-literature-review-writing-service/order-your-research-literature-review/
18 Volume 18, Issue 1, March 2017 Review of.docxdrennanmicah
18 Volume 18, Issue 1, March 2017 Review of International Comparative Management
The Emergence of Leadership Styles:
A Clarified Categorization
Franco GANDOLFI1
Seth STONE2
Keywords: leadership, leadership styles, leadership categories, categorization
JEL classification: M12, M14
Introduction
The world is in the midst of a leadership crisis. Despite the fact that there is
a vast body of literature on leadership, it has remained one of the most misunderstood
business phenomena (Gandolfi & Stone, 2016). Thus, it becomes of paramount
importance to understand the consequences, both positive and negative, that emerge
from the various known and validated leadership styles found in modern-day
organizations. Further, it is critical to have metrics in the form of known attributes
of effective leadership to serve as a benchmark for the effectiveness of each
leadership style. A thorough understanding of both the potency and effectiveness of
recognized leadership styles will benefit the academic and professional communities
alike.
Therefore, the purpose of this article is to showcase the different leadership
styles in practice in organizations today and to provide a categorization of existing
leadership styles. A key objective of this research is to compare leadership styles to
a functional and comprehensive working definition of leadership. With this in mind,
1 Dr. Franco GANDOLFI, Georgetown University, Email: [email protected]
2 Dr. Seth STONE, Regent University, Email: [email protected]
Abstract
The study of leadership has become a prominent scholarly and professional focus
in an ever-changing, multi-dimensional globalized world. Despite abundant scientific and
anecdotal work on the effectiveness and potency of “good” leadership, several leadership-
related questions have remained unanswered. For instance, what does good, effective
leadership look like? What is a leadership ‘style’ at its most basic? What leadership styles
are at a leader’s disposal? While leadership may be seen as one of the most over-
researched topics, it remains one of the most misunderstood phenomena of our time
(Gandolfi & Stone, 2016). This conceptual paper addresses the notion of a leadership style
and purports to categorize the ever-increasing pool of leadership styles that emerge both
in scholarly and professional circles. The paper culminates in a graphic depiction of the
categorization of leadership styles based on the scientific work of Lewin, Lippit, and White
(1939).
mailto:[email protected]
mailto:[email protected]
Review of International Comparative Management Volume 18, Issue 1, March 2017 19
this work begins with a brief review of a working definition of leadership and the
key empirically researched attributes of effective leaders. The article then provides
a deeper analysis o.
Running Head: FOUR FRAME MODEL
1
FOUR FRAME MODEL
2
Literature review: Four Frame Model
Name
College
Course
Tutor
Date
Introduction
The four-frame model
Four-frame model is a model describing the frames through which people perceive their world as identified by Lee Bolman and Terrence Deal. The frames identified by the two are structural, human resources, political and symbolic, each of which comes with varying concepts, metaphors, and values. Accordingly, leaders show their behaviors in any of the named frameworks (Bolman & Deal, 2013).
In the structural framework, the leaders focus on structure, environment, strategy, experimentation, adaptation and implementation. A leader is said to be effective when he or she is a social architect and his or her style is analyzed and designed. On the other hand, a leader is said to be ineffective when he or she a tyrant and his or her style is details. In the human resource framework, the leader believes in his or her subjects and communicates their belief. That is to say that the subjects are responsible for empowerment, increase of participation, support and sharing of information. In this case, an effective leader is one whose style is empowerment, advocacy and support. An ineffective leader is one whose style is mainly fraud and pushover.
In the political framework, the leaders clarify what they want. They build a link between their subject and other stakeholders, they deplore persuasion in the initial stage but can uses coercion if need be. An effective leader is one whose style is coalition and team building. An ineffective one leads by manipulation. In the symbolic framework, a leader views the organization to be a theater where certain roles are to be played and symbols are used to attract attention. An effective situation is characterized by a leader who is prophetic and inspires the subjects. An ineffective situation is characterized by a leadership style of smoke and mirrors.
Purpose of the literature review
The purpose of the literature review is to clearly define and help the reader to understand the leadership model which was proposed by Bolman and Deal. Comparison of the various article and their information concerning the model highlight the features of the model in details. The review analyses the various articles to describe the key themes that emerge in the articles. The review also summarizes the similarities and the differences of the various authors in regard to the presented themes. Finally, the review explains the importance of applying the model and its impact in management and leadership.
Analysis of the articles and description of the key themes that emerge across the articles
The Paradox of Meritocracy in Organizations
The article titled “The Paradox of Meritocracy in Organizations” authored by Castilla and Benard explains the paradox of meritrocracty; just as the title implies, in organizations (Castilla & Benard, 2010). Accordingly studies were carried out.
This study seeks to examine the impact of leadership traits on public organizational performance.
The views presented by scholars and practitioners in the social sciences argued that there is no relationship
between transformational leadership traits and organizational performance in the public sector organizations.
The study used correlation and regression analysis to identify the gap that exist within the variables under
investigation
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 ...
Gadjah Mada International Journal of Business - September-DecDustiBuckner14
Gadjah Mada International Journal of Business - September-December, Vol. 22, No. 3, 2020
250
Gadjah Mada International Journal of Business
Vol. 22, No. 3 (September-December 2020): 250-275
*Corresponding author’s e-mail: [email protected]
ISSN: PRINT 1411-1128 | ONLINE 2338-7238
http://journal.ugm.ac.id/gamaijb
Leadership Styles and Organizational
Knowledge Management Activities:
A Systematic Review
Nabeel Al Amiri*a, Rabiah Eladwiah Abdul Rahima, Gouher Ahmedb
aUniversity Tenaga Nasional, Malaysia
bSkyline University College, United Arab Emirates
Abstract: Leaders play a critical role in the success or failure of their organizations. Leaders can
be effective in implementing changes, building their organization’s capabilities, and improving its
performance, or the opposite, they could be ineffective. In this systematic review, the authors aim
to summarize the findings of previous quantitative research, published between the period from
2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge
management (KM) capabilities and activities. The authors reviewed 50 articles found in well-
known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar,
and others, concerning the impact of leadership when implementing KM in business organiza-
tions. The review revealed that transformational, transactional, knowledge-oriented leadership,
top executives, and strategic leadership have evidence of their constant and positive effect on the
KM process. The authors encourage organizations to use a combination of those styles to max-
imize the effect of leadership on KM. The authors also recommend conducting further studies
on the effect of the remaining leadership styles, such as the ethical and servant leadership styles
on KM and the other specific KM activities.
Keywords: leadership, leadership styles, knowledge, knowledge management, organization
JEL Classification: M000, M100, M150
Al Amiri et al
251
Introduction
According to the literature, KM has
a significant impact on organizational per-
formance and innovation. Researchers have
found a strong link between KM and differ-
ent aspects of management innovation that
provide an organization with a competitive
advantage. KM’s implementation in business
organizations could be affected by sever-
al factors, such as the organization culture,
budget, infrastructure, technology, and lead-
ership.
The impact of leadership on business
and organizational management has been
recognized as a significant factor that could
make a difference in organizational perfor-
mance. The academic gurus proposed sev-
eral theories, such as the great man theory,
various behavioral theories, Lewin’s theory,
the contingency theory, the situational lead-
ership theory, the transformational theory,
the transactional theory (or managerial lead-
ership), and many others.
Based on the existing literature, the out ...
Charismatic and Transformational Leadership, Team Leadership and M.docxchristinemaritza
Charismatic and Transformational Leadership, Team Leadership and Management 1
Dickson Osanu, [email protected]
# A00555949
PhD in Management
MGMT 8410
07/04/2016
David Cavazos, [email protected]
Introduction
The concept of leadership has evolved over the years with followers demanding greater participatory roles both in countries and organizations. Due to differences in personalities and leadership effectiveness, there has been a long debate by scholars on whether leaders are born or made. Perhaps, the most inspirational and memorable leaders are those that are charismatic and transformational like Martin Luther King Jnr in civil rights, Bill Clinton in politics and Steve Jobs in business. This paper reviews transformational leadership and how charisma, personality profiles and culture plays a role. Whether a leader is perceived to be transformational or transactional, they need to fully understand those they lead and how their traits can affect this relationship. Trust is a key behavior that leaders must have in order to inspire loyalty and commitment from teams. By establishing shared and mutual interests, leaders can develop closely bonded teams and exceed set objectives.
Discussion
In a mixed study research carried out in a large government agency in the United States, Hassan & Glenn (2016) discovered that managers use delegation when they tag employees as likely to perform, while consultation happens when they see their employees put a lot of effort into trying to learn. Delegation brings more empowerment and when employees have previously performed well, supervisors tend to delegate (Bauer and Green, 1996) and delegation also occurs when managers see their employees as having the know-how the job requires (Yukl and Fu, 1999). Consultation is often the choice when managers do not have sufficient information and find the task complex, and also when the job at hand needs the involvement of the manager to meet accountability need demanded (Hassan& Glenn, 2016). It takes confident leaders interested in building their team to effectively train and develop their team members, and then delegate responsibilities to them based on their competences. When a follower has a purpose guiding him to work it brings about work power balance, even when he feels his leader has professed motives (Gebertm, Heinitzm and Buengeler, 2015). A leader can easily make his followers become effective at work only when his followers already have zeal to work (Gebertm, Heinitzm and Buengeler, 2015). A follower can be committed to his leader when he feels they both have mutual values(affective commitment) and also when he feels he is morally obligated to commit (normative commitment) ((Gebertm, Heinitzm and Buengeler, 2015).
Leaders-subordinate relationship is important in determining how effective the team works together and whether they are truly aligned with shared goals or it is simply a relationship of convenience. Lorinkova and Perry (2 ...
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
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Our Sub Saharan South Africa CEO, Dr. George Nyabadza explores the Lived Experience Of A Strategic Leader in his paper published in the Asia Pacific Journal of Business & Management.
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Leadership and Organizational Function
By Oleg Nekrassovski
Introduction
It is often asserted that leadership is fundamental to the success of any organization.
Therefore, it is important to explore various possible links between organizational leadership and
organizational function. Hence, the purpose of this paper is to analyze, compare, and synthesize
themes, that are relevant to this topic, from five sources: (1) “When heads roll: Assessing the
effectiveness of leadership decapitation,” by Jordan (2009); (2) Leadership: A concise
conceptual overview, by Berger (2014); (3) Armed groups: The 21st century threat, by
Thompson (2014); (4) “Effects of leader intelligence, personality and emotional intelligence on
transformational leadership and managerial performance,” by Cavazotte, Moreno, and Hickmann
(2012); and (5) “Can charisma be taught? Tests of two interventions,” by Antonakis, Fenley, and
Liechti (2011). A synthesis of common themes identified in the analysis suggests that leadership
is of definite importance to organizational success.
The Importance of Leadership to the Functioning of Organizations
One theme common to all five sources is whether leadership is essential for the
organization’s functioning. And Jordan’s (2009) study of leadership in terrorist organizations
presents several arguments on this issue. On the one hand, according to Oots (1990), leadership
is fundamentally important to the formation of terrorist organizations (as cited in Jordan, 2009, p.
723). In fact, Oots (1989) argues that, just like the formation of any other political organizations,
the formation of terrorist organizations depends on the ability of its leaders to recruit and retain
committed members (as cited in Jordan, 2009, p. 723-724). After all, if there are no sufficient
incentives compelling individuals to act on behalf of a terrorist organization, a strong tendency to
free-ride will emerge. Consequently, Oots (1989) argues that if a terrorist group is to recruit and
retain members, as well as induce them to commit violent acts; it must be able to provide them
with selective incentives. And it is the leader’s responsibility to ensure that the group is able to
do that (as cited in Jordan, 2009, p. 724). Hence, Jordan (2009) concludes that leading a terrorist
organization and supplying goods to its members requires a generation of surplus. And it is the
leader’s job to generate this surplus, for the organization, by providing incentives, to its
members, that are lower than the cost of membership to the organization.
On the other hand, Jordan (2009) presents a number of studies which point out that the
removal of key terrorist leaders does not always result in the collapse of terrorist organizations.
For example, according to Oots (1989), a terrorist group without political leadership can still
carry out terrorist activity, despite losing its political focus, which is required to direct its activity
towards specific goals and which the leadership provides (as cited in Jordan, 2009, p. 724).
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Moreover, Oots (1989) argues that decapitation can cause a terrorist organization to factionalize
into smaller groups; leading to an activity of several smaller groups, instead of one large one;
and hence, to an increase in political violence, as such smaller groups develop their own, distinct
political demands (as cited in Jordan, 2009, p. 724).
Berger (2014) presents several implicit arguments regarding the importance of leadership
to the functioning of organizations. After all, he argues that it is important to make faculty
members and administrators of community colleges into better leaders, by instilling them with
knowledge, skills and values of leadership. He also notes that “The importance of leadership in
its many forms has been recognized for centuries in a wide variety of cultural contexts” (p. 2).
Finally, Berger (2014) argues that doing and improving are integral parts of leadership; and that
to be successful, leaders must not only be competent in leading, but also in managing and
organizing.
Thompson’s (2014) discussion, of leadership roles in armed groups, seems to suggest that
leadership is unquestionably essential for the organization’s functioning. After all, according to
him, leaders fulfill multiple, key organizational roles, including, “motivating the group to fight,
creating a common identity, coordinating basic organizational needs, outlining objectives,
maintaining internal cohesion, and providing the public face for external relations” (p. 117).
Also, according to Cavazotte, Moreno, and Hickmann (2012), transformational leaders,
in particular, “raise morale, inspire followers and motivate them toward greater achievements or
conquests” (p. 444). While Antonakis, Fenley, and Liechti (2011) note that there is a consensus
in the management and economics literature regarding the great significance of leadership for
work teams, organizations, and countries. Thus, the five sources make it clear that leadership is
largely essential to the functioning of organizations.
Leader’s Unique Qualities and Organizational Success
Another theme common to all five sources is that leaders with certain unique qualities
may be crucial to the organization’s continued success. Thus, according to Jordan (2009),
multiple theorists view leaders endowed with charisma as crucial to the continued success of
their organizations. On the other hand, Berger (2014) notes that there were hundreds of empirical
studies which generated lengthy lists of traits associated with successful leadership. And many of
these traits are dependent on specific conditions, such as cultural contexts, historical periods,
organizational settings, issues involved, individual characteristics of the leaders and followers
involved, etc. Hence, a unique match between specific leadership traits and conditions is crucial
to the organization’s continued success.
Thompson’s (2014) discussion, of leadership roles in armed groups, also argues for the
crucial role that charismatic leaders play in creating and maintaining their organizations. In
addition, Thompson (2014) notes that some leaders may have old (even since childhood),
personal relationships with their key followers. Such relationships may lead to fierce loyalty to
the leader, while being very difficult to replicate. Moreover, some leaders inherit key positions in
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political and economic networks; allowing them to make sure that various economic and political
benefits are directed only to their followers. In the absence of alternative sources of funding (for
the followers), this arrangement maintains the leader’s legitimacy (while making him/her very
hard to replace), organizational cohesion, and continued recruitment of new members
(Thompson, 2014).
Cavazotte, Moreno, and Hickmann (2012) note a number of personal qualities inherent in
the construct of transformational leadership. Thus, a leader exhibiting idealized influence (also
known as charisma) prompts his/her followers to emulate him/her, follow him/her in all actions,
and adopt his/her values and principles. Moreover, leaders exhibiting motivational inspiration
inspire their followers “to reach objectives that result in important advances for the organization
or for society” (p. 444). And finally, leaders exhibiting intellectual stimulation are able to
promote, in their followers, thinking processes that favor creativity and innovation.
Antonakis, Fenley, and Liechti (2011) note that meta-analyses, measuring specific
components of leadership, have repeatedly established that charismatic leadership qualities have
a strong effect on leader outcomes, such as achieving organizational objectives. Thus, the five
sources make it clear that leaders with specific, unique traits and attributes are indeed crucial to
the success of many organizations.
Organizational Structure and the Importance of Leaders
Another theme common to all five sources is whether the leaders of hierarchically
structured organizations are more essential to the functioning of their organizations, than leaders
of decentralized organizations. Thus, Jordan (2009), in her discussion of literature on social
network analysis, notes that there is a general consensus, in that literature, that hierarchically
structured organizations can be measurably weakened through elimination of their key leaders.
On the other hand, the same literature is divided over whether the targeting of key leaders can
weaken a decentralized organization. After all, leaders of hierarchical organizations are more
visible and can be clearly identified. They are more directly responsible for the planning and
scheduling of organizational activities and have more social ties with other actors in their and
other organizations (Jordan, 2009). On the other hand, the key actors, in decentralized
organizations, are individuals with the most social ties. These individuals are referred to as
“hubs.” They are responsible for ensuring the distribution of logistical support and information,
and hence, form the critical communicative elements of decentralized organizations. Hence,
decentralized organizations can likely be weakened through the identification and removal of
their key hubs. However, the hubs may or may not be the leaders of decentralized organizations;
and if there is a clear separation between hubs and leaders, elimination of such organizations’
leaders will not be able to weaken them (Jordan, 2009).
Berger (2014), in his discussion of various approaches to leadership, makes a number of
points about the role and importance of leaders in hierarchical and decentralized organizations.
Thus, according to contingency theory of leadership, leadership effectiveness and organizational
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productivity are influenced by multiple factors, including the strength of the leaders’ formal
authority over their followers and the quality of relationships (good or poor) with their followers
(Berger, 2014); suggesting that while organizational structure (hierarchical vs. decentralized)
may play a role in the importance of leaders to the functioning of their organizations, it is not a
predictive factor. On the other hand, the feminist approach to leadership is opposed to
hierarchical organizational structure; but tasks leaders of decentralized organizations with
numerous functions, such as embodying feminist values, building relationships among and
empowering organization’s members (Berger, 2014); suggesting that, leaders are just as essential
for the functioning of decentralized feminist organizations, as for the functioning of traditional
hierarchical organizations.
Thompson (2014), in his discussion of organizational structures favored by various armed
groups, notes that “Monarchists, some religious fundamentalists, and other groups organized
around a central authority figure may prefer hierarchical group organization” (p. 124). Hence, the
leaders of such hierarchical organizations are clearly crucial to their organizations’ existence.
However, “hierarchically organized groups with succession plans may be less susceptible to
state-decapitation strategies” (Thompson, 2014, p. 126); suggesting small importance of current
leaders for the functioning of such hierarchical organizations. On the other hand, a decentralized
organization “is likely to carry out actions contrary to the central, motivating ideology or
objectives of the leadership” (Thompson, 2014, p. 126). This makes it unclear whether leaders
are less, or more essential to the functioning of decentralized organizations, than hierarchical
ones.
According to Cavazotte, Moreno, and Hickmann (2012), successful leaders are
intelligent; while aspects of intelligence such as “analytical and critical thinking skills can be an
asset for assessing situational contexts, acquiring new knowledge and engaging in creative
problem-solving” (p. 444). Given that being able to perform such functions is likely to be more
important for leaders of hierarchically structured organizations; the leaders of hierarchical
organizations are likely to be more essential to the functioning of their organizations, than
leaders of decentralized organizations.
Antonakis, Fenley, and Liechti (2011), in their discussion of charismatic leadership, note
that according to classic notions of charisma, “Followers of charismatic leaders show devotion
and loyalty toward the cause that the leader represents” (p. 375); suggesting that charismatic
leaders are equally essential to the functioning of hierarchical and decentralized organizations.
However, the modern notions of charisma view this quality as a more common ability, which
manifests itself primarily in the close interaction between charismatic leaders and their followers;
suggesting that charismatic leaders are more essential for the functioning of hierarchical
organizations, than the decentralized ones (Antonakis, Fenley, & Liechti, 2011).
Thus, the five sources make it clear that, in addition to the organizational structure
(hierarchical vs. decentralized), the importance of leaders, to the functioning of their
organizations, also depends on a host of other factors.
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Conclusion
Thus, we have seen that according to some authors, the importance of leadership to the
functioning of terrorist organizations, in particular, is unclear; while, according to others, it is
highly essential to the functioning of armed groups, in general. Moreover, other scholars stress
the importance of leadership to community colleges, in particular; while underlining the
particular leadership traits that are important to the functioning of organizations, in general.
We have also seen that leaders that have old relationships with key followers; have
inherited key positions in political and economic networks; exhibit the personal qualities of
motivational inspiration, intellectual stimulation, and especially, charisma; as well as numerous
other traits, under the right conditions; are crucial to the success of their organizations.
Finally, we have seen that the importance of leaders, to the functioning of their
organizations, depends not only whether the organizations they lead are hierarchical or
decentralized, but also on such factors as the personal traits and abilities of leaders, other aspects
of organizational structure, leader-follower relationships, existence of organizational succession
plans, organization’s leadership goals, organizational type, and other possible factors.
Hence, the surveyed literature makes it clear that (1) leadership is largely essential to the
functioning of organizations; (2) that leaders with specific, unique traits and attributes are often
crucial to the success of their organizations; and (3) that in addition to the organizational
structure (hierarchical vs. decentralized), the importance of leaders, to the functioning of their
organizations, also depends on a host of other mentioned factors. Thus, it can be concluded that
the surveyed literature illustrates the importance of leadership to organizational success.
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References
Antonakis, J., Fenley, M., & Liechti, S. (2011). Can charisma be taught? Tests of two
interventions. Academy of Management Learning & Education, 10(3), 374-396.
Berger, J. B. (2014). Leadership: A concise conceptual overview (Paper 18). Amherst, MA:
Center for International Education Faculty Publications. Retrieved from
http://scholarworks.umass.edu/cie_faculty_pubs/18
Cavazotte, F., Moreno, V., & Hickmann, M. (2012). Effects of leader intelligence, personality
and emotional intelligence on transformational leadership and managerial
performance. The Leadership Quarterly, 23(3), 443-455.
doi:10.1016/j.leaqua.2011.10.003
Jordan, J. (2009). When heads roll: Assessing the effectiveness of leadership decapitation.
Security Studies, 18(4), 719–755. doi: 10.1080/09636410903369068
Oots, K. L. (1989). Organizational perspectives on the formation and disintegration of terrorist
groups. Terrorism, 12(3), 139-152. doi: 10.1080/10576108908435783
Oots, K. L. (1990). Bargaining with terrorists: Organizational considerations. Terrorism, 13 (2),
145-158. doi: 10.1080/10576109008435821
Thompson, P. G. (2014). Armed groups: The 21st century threat. Lanham, MD: Rowman &
Littlefield.