This document discusses leadership approaches for organizational change. It examines traits, behavioral, contingency, and distributed leadership theories. It notes limitations of each approach and argues that no single approach fits all change contexts. The document then analyzes how organizational models, structure, change type, culture, and growth stage can indicate suitable leadership styles. It argues that considering multiple concurrent approaches may provide more flexibility for selecting leadership given uncertain and dynamic environments faced by organizations.
HOW AESTHETIC LEADERSHIP STYLE MIGHT RELATE TO EMPLOYEE MORALE AT WORKPLACE? ...JIANGUANGLUNG DANGMEI
Leadership plays an important role in shaping employee morale but organizations are facing the challenges of dealing low morale of employees. Studies have shown that poor leadership and heartless management are among numerous reasons for low morale among employees in the organizations and recent trends towards organizational downsizing and restructuring have negatively impacted employee morale leading to low organizational productivity and thus organizational transformation must be accompanied with maintaining moral responsibility. In this regard, the researchers explore the emerging aesthetic leadership style on how it might help to foster positive employee morale and found that aesthetic leadership style builds positive work environment which is crucial for employee morale at the workplace. It also creates positive feelings around the organizations by emphasizing on empathy, emotions, ethics, value-based and moral behavior. This paper analyzes the aesthetic leadership style with the implications for future leadership preparation to harness positive employee morale at the workplace and concludes that by considering aesthetic leadership style can boost positive employee morale necessary for enhancing organizational performances.
Research Leadership and Organizational Change in the Context of IT - Research...Eashani Rodrigo
This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are most effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the most effective leadership style that should be adopted in accordance with each stage within the change management process the organization is about to undergo.
Identifying & Building Leadership CapabilityOpicGroup
With the aim of getting as many different perspectives as possible, we have
compared the literature and the vast amount of data available on organisational development and leadership. This whitepaper outlines research undertaken to identify the common capabilities (defined as a combination of attributes and traits that lead to sustainable behaviour) for executive roles.
HOW AESTHETIC LEADERSHIP STYLE MIGHT RELATE TO EMPLOYEE MORALE AT WORKPLACE? ...JIANGUANGLUNG DANGMEI
Leadership plays an important role in shaping employee morale but organizations are facing the challenges of dealing low morale of employees. Studies have shown that poor leadership and heartless management are among numerous reasons for low morale among employees in the organizations and recent trends towards organizational downsizing and restructuring have negatively impacted employee morale leading to low organizational productivity and thus organizational transformation must be accompanied with maintaining moral responsibility. In this regard, the researchers explore the emerging aesthetic leadership style on how it might help to foster positive employee morale and found that aesthetic leadership style builds positive work environment which is crucial for employee morale at the workplace. It also creates positive feelings around the organizations by emphasizing on empathy, emotions, ethics, value-based and moral behavior. This paper analyzes the aesthetic leadership style with the implications for future leadership preparation to harness positive employee morale at the workplace and concludes that by considering aesthetic leadership style can boost positive employee morale necessary for enhancing organizational performances.
Research Leadership and Organizational Change in the Context of IT - Research...Eashani Rodrigo
This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are most effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the most effective leadership style that should be adopted in accordance with each stage within the change management process the organization is about to undergo.
Identifying & Building Leadership CapabilityOpicGroup
With the aim of getting as many different perspectives as possible, we have
compared the literature and the vast amount of data available on organisational development and leadership. This whitepaper outlines research undertaken to identify the common capabilities (defined as a combination of attributes and traits that lead to sustainable behaviour) for executive roles.
The motivation behind this research study is to look at the impact of leadership practices on both pioneer and organization viability. In this research study the data will be analyzed from the previous studies about the transformational leadership and its impact on organization and effectiveness of leadership. The research study was intended to gather data on the leadership styles utilized by supervisor and on the fulfillment and duty of representatives in the cordiality workforce. There are critical relations between leadership practices and both leadership effectiveness and organizational viability. The findings bolster the recommendation in the literature that transformational leadership practices invigorate job satisfaction and organizational commitment. This research paper investigates a part of leadership in the organization that is frequently ignored. It gives convincing proof to the significance of proceeding with the endeavors to comprehend the way of the leadership practices adequacy connection.
Leadership Styles of Managers and Employee’s Job Performance in a Banking Sectoriosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
A proposal that establishing a well-articulated organizational culture with engaging employees and effective leaders is essential to achieving and enhancing employee’s psychological health and workplace safety.
The challenges of leading healthcare organizations and what makes an excellent healthcare leader given the various stake holders and divergent interests
The motivation behind this research study is to look at the impact of leadership practices on both pioneer and organization viability. In this research study the data will be analyzed from the previous studies about the transformational leadership and its impact on organization and effectiveness of leadership. The research study was intended to gather data on the leadership styles utilized by supervisor and on the fulfillment and duty of representatives in the cordiality workforce. There are critical relations between leadership practices and both leadership effectiveness and organizational viability. The findings bolster the recommendation in the literature that transformational leadership practices invigorate job satisfaction and organizational commitment. This research paper investigates a part of leadership in the organization that is frequently ignored. It gives convincing proof to the significance of proceeding with the endeavors to comprehend the way of the leadership practices adequacy connection.
Leadership Styles of Managers and Employee’s Job Performance in a Banking Sectoriosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
A proposal that establishing a well-articulated organizational culture with engaging employees and effective leaders is essential to achieving and enhancing employee’s psychological health and workplace safety.
The challenges of leading healthcare organizations and what makes an excellent healthcare leader given the various stake holders and divergent interests
Knowledge practitioners have often faced challenges in ensuring the successful delivery of KM initiatives in Organisations. Organisational change management programs are vital to the success of a KM initiative. In fact, the reasons most often cited for why KM implementations did not deliver their expected benefits were organisational issues, such as insufficient communication; failure to integrate KM into everyday working practices; lack of training; and a lack of time to learn new systems and processes.
Success in knowledge management (KM) was traditionally about systems, technologies and platforms. What is often neglected is the focus on applying Change Management strategy and techniques to KM initiatives in order to address traditional resistance to new work, processes or systems.
This short, hands on session will walk the audience through on why Change Management is an effective and critical aspect of any KM initiative that impacts Culture and People. It will give participants a quick awareness and understanding of the ADKAR framework for Change Management. Participants will also be involved in interactive discussions on how they can implement the ADKAR framework into their KM initiatives. This presentation will conclude with the emphasis that, Change Management is a critical component of the success of KM in an Organisation.
First part of a larger paper on the topic of incremental vs. radical innovation. The paper is based on extant research and tries to answer a very simple question: how to innovate? Marketing literature is used in order to provide a deeper understanding of the topic.
Interactive & Collaborative Communication V002EriaanOelofse
Presentation I delivered at a Seminar hosted by Knowledge
Resources focussing on Internal Communications (18 September 2008)
Topic: Change management: creating shared meaning, commitment and sustained effort in organisational change initiatives through interactive and collaborative comunication techniques
Impacts of Change on Employees and CultureTed Thanh Tran
Due to various external and internal forces, all oganisations must change themselves to be competitive. In this change process, both the employees and organisational culture are affected. This presentation focuses on the impacts of changes, the challenges to change employees' attitude and behaviour, and how to overcome these challenges.
Civilisation as we know it has seen an enormous amount of change - social, cultural, scientific, economic, political - and the 20th century alone saw a significant proportion of these transitions, so much so that our ways of thinking and lifestyles are transforming faster than ever.
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
MGMT331 LESSON 1Leader as a Visionary LESSON TO.docxAASTHA76
MGMT331 | LESSON 1
Leader as a Visionary
LESSON TOPICS
· History of Leadership
· Leadership Traits and Behaviors
· Situational Leadership
· Effective Task Leadership and the Leadership Process
KEY TERMS
· Behavior Theory
· Contingency Model
· Environmental Factors
· Functional Model
· “Great Man” Theory
· Leadership Process Model
· Least-preferred Coworker Model (Fiedler’s Contingency Model)
· Path-Goal Model
· Relationship Theory
· Situational Leadership Model
· Trait Theory
INTRODUCTION
In this lesson, we will survey the history of leadership and how various leadership theories have evolved over time into what is now perceived as one of today’s most prominent determinants of strategic organizational success and, additionally, a pertinent area for managerial development and growth. The demands for leadership today, along with the prevalence of continued research efforts in the field, clearly demonstrate the need for exploration of leader traits and behaviors. We will also consider how theories regarding certain situations, tasks, and follower behaviors have shaped the current state, and direction, of leadership research and practice.
History of Leadership
Have you ever faced a challenging situation? Have you ever guided others in accomplishing a common goal despite tough circumstances? The earliest research on leadership grew from studying excellent leaders who seemed to emerge amidst difficult situations, surmounting challenges, to unite followers to reach a common goal.
THEORIES
GREAT MAN THEORY
The “great man” theory asserted that born leaders possessed inherent qualities attributing to their success. Many trait theorists followed that line of reasoning and sought to identify common traits and skills leaders share. Those identified traits and skills have also evolved over time.
RELATIONSHIP THEORIES
Not only were researchers interested in the qualities great leaders were born with, they were also interested in their behaviors relative to the specific situations they faced. Leadership theorists eventually realized that follower behaviors and motivations were just as relevant as leader behaviors and skills. Therefore, they adopted a more proactive stance by suggesting that leaders could develop skills, traits, and styles and select the best style, or styles, based on situational factors. Additionally, relationship theories recognize that the motivation of both leaders and followers stems from the synergy between them. Awareness and nurturing of the follower-leader relationship result in truly effective leadership, cultivated by a team mentality of “we,” as opposed to “I.” Together, followers and leaders accomplish goals. As you reflect upon the evolution of leadership theories, do you think that leaders are born, made, or, perhaps, a combination of both? Do you think successful leadership requires an individual or a team?
Some believe Winston Churchill was born a leader, with inherent traits such as excellent communicatio.
12The Best LeaderIn the modern times, leaders are.docxmoggdede
1
2
The Best Leader
In the modern times, leaders are identified and recognized based on what they do and deliver. Leaders are categorized in different theories that try to explain who they are, their characteristics, skills, abilities, personalities, roles or responsibilities and limitations.
Leadership Theories
Definition and Characteristics
Advantages
Disadvantages
Path-Goal Theory
It explains a leader’s influence through his behavior to the individual’s performance, especially in an organization.
It is goal oriented. The leader guides the people. It encourages participative, supportive, and directive leadership.
It may frustrate employees, and it may be difficult for them to follow the leadership behaviors styles thus poor performance.
Situational Leadership Theory
It explains that different situations in a company may use different styles of leadership. The behavior involved are telling, selling, participating and delegating.
Easy to apply.
Focus is on maturity.
Availability of competent leaders.
Allows testing of a leadership style.
It does not apply to managers but to leaders.
It is time-consuming when waiting for future predictions of the situations.
Leadership Substitutes Theory
Just like the name of the theory, it explains the conditions in an organization that a leader may not be needed or necessary or prevented from leading.
Provides a substitute or a neutralizer to act on behalf of the leader.
The leader’s actions, decisions or ideas may be prevented thus ineffective.
Multiple Linkage Model
According to developer Gary Yukl, this model explains a leader’s behavior impact on the effectiveness of a group in an organization.
Encourages managerial skills. It also promotes conflict resolution strategies and handling work situations that may arise.
It require a competent and intellectual leader.
The decision-making process may be long.
Transactional Leadership
It concentrates on the leader and followers and maintaining a healthy relationship between the two hence loyalty and realization of advantages.
Encourages follower’s loyalty.
Promotes commitment.
Promotes good relations.
Rewards good work.
Abuse of follower’s loyalty may occur.
Its focus is majorly on short term goals.Transformational Leadership
This theory focuses on the leadership and follower’s exchange of visions, beliefs, and values
It promotes the exchange of ideas through communication. The visions set give directions. There is employee recognition.
The leaders have high expectations and standards. Decision-making process may be time-consuming
Charismatic Leadership
The leaders have a high sense of self-confidence, esteem, and purpose and can easily influence people through their personal behaviors and traits.
Highly influential, visionary, self-confident, social and energetic leaders. The leaders are also self-motivated and focused.
The leader may be self-centered giving their visions and ideas for personal gains of power and influence. The leader may h ...
Challenges in leading and managing people in educational institutions are worthwhile indicators that require constant checks and adjustments. These verifications are necessary because humans are complex beings and whose thinking faculties are not fixed and often guided by situational and environmental factors. Consequently, they must have divergent views which may pose unpredictable problems to administrators. Only very smart and ardent leaders maybe quick to detect, withstand and overcome such inevitables. The need for such challenges to be identified and controlled before they galvanize subordinates into negative behavioral tendencies cannot be under-estimated. This paper therefore examined possible challenges which may manifest as impediments or hindrances to the effective leading and managing of people in educational institutions in Cameroon. A number of challenges were examined and discussed in the paper. Suggestions for ways of checking and controlling the challenges have been made to serve as a reservoir of checks and guides for school administrators and leaders. The paper cautions school managers to be tactful and apply modern charismatic approaches in the control, directing of staff and managing of their institutions.
Module 3 - HomeLeadership Styles and The TribeModular Learni.docxroushhsiu
Module 3 - Home
Leadership Styles and The Tribe
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
•Case ◦Compare transformational leadership to non-leadership (laissez-faire).
•SLP ◦Explore and discuss the impact of a transactional leadership environment on the tribal stage of an organization.
•Discussion ◦Apply the situational leadership style to tribal leadership.
◦Discuss the benefits and/or drawbacks of using situational leadership to increase an organization’s tribal stage to the next level.
◦Apply the non-leadership factor (laissez-faire) to tribal leadership.
◦Determine whether a non-leadership style (laissez-faire) impacts an organization’s tribal leadership stage negatively or positively.
Module Overview
We are at the half-way point in the course, and it is time to change gears from traits and skills; but we will continue to apply all the concepts we are studying to tribal leadership.
For Module 3, we will focus on leadership styles, including situational leadership, transformational leadership, transactional leadership, and even non-leadership (laissez-faire).
By now, the different parts of leadership theory we have studied will start to form the basis for strategic leadership decisions, especially as they apply to tribal leadership. With a large chunk of key leadership theories under our belt, we should have no trouble beginning to discern which approaches are best in certain situations and scenarios.
Module 3 - Background
Leadership Styles and The Tribe
Style Approach
Around the same time that Katz (1955) was questioning the trait theory of leadership in favor of a more skills-based approach, Stogdill (1948) was also looking for a better model to define what makes a leader. We discussed Stogdill’s work in Module 1 (his discovery that “…the traits of leaders around the world were not distinct from the traits of non-leaders”). As we discussed, this led him to explore characteristics beyond innate traits.
As the style approach was coming into focus, several important studies were conducted to learn more about “what leaders do and how they act” (Northouse, 2018, p. 69). What leaders do is classified as task behaviors, while how leaders act is classified as relationship behaviors. Among those important studies were the Ohio State Studies, which focused on the way leaders acted when they were leading, and the University of Michigan Studies, which focused on “the impact of leaders’ behaviors on the performance of small groups” (Northouse, 2018, p. 71). While both of these studies are critical parts of understanding leadership, they are covered heavily in elementary leadership studies, and will not be further explored in the context of strategic leadership. Instead, we will move on to the prevalent style-based theories that took hold as a result of these studies and the work of Stogdill and Katz (1948; 1955).
Situational Leadership
Hersey and ...
Theories of leadership 1Determine two (2) leadership theorie.docxssusera34210
Theories of leadership 1
Determine two (2) leadership theories and two (2) leadership styles that support the definition of a public leader. Provide a rationale for your response.
The position where a person with legal rights holds or uses a public office to serve and lead a group of people or a community as a whole is known as public leadership.
Leadership theories that define leadership
Trait leadership theories
The qualities of a person define trait theories. This theory argues that some people are born with some aspects of leadership to do what pertains their leadership. Study show leadership is made up of some characteristics or traits which are (Lewin 1939 in Robbins; Chemers 1997):
· The need for power
· Assertive
· Intelligence
· Trustworthy
· Ability to motivate a person
· Self confident
This theory shows that leaders need some certain characteristics whether in classroom, company or war. Some situations may demand more than one trait that differs to the situation which the other leader holds.
Situational leadership theories
This theory supports different type of styles exercised by leaders. Situation to situation changes are needed in this type of leadership. The theory allows leaders who adapt quickly to changes in different situations to be hired more quickly. It is not enough to have different type of leadership styles, the leader should know how to apply the styles to influence and take control of the people.
Leadership styles that define public leader
· Participative style
It is also known as democratic leadership style, the style puts into consideration peers and member team input where participative leaders make the final decision. By employees contributing towards decision making this leadership style improves employee morale. Whenever a company reorganizes its operation this style enables employees to adapt quickly to company changes since they were involved towards decision making.
· Transformative style
This leadership style involves levels and means of communication for management to achieve goals and objectives. Employees motivation can be enhanced by leaders this improves efficiency and productivity in an organization through visibility and high communication. For the management to meet objectives and goals transformative style is required.
The reason or rationale for question one is that leadership can be taught, also leadership is a gift which a person is born with. A person can teach himself or herself how to be trustworthy which justifies leadership can be taught. Ability to motivate others and the need for power forms a strong rationale on theories of leadership. The traits can be integrated from one theory to another.
2. Assess the effectiveness of the two (2) leadership theories from Question 1. Provide two (2) examples for each leadership theory.
Assessment of trait leadership theory
Traditional views and common assessments of leadership have assessed many theories to what can be developed out of effe ...
Project Selection Criteria List TemplateCategoryProject Crit.docxwkyra78
Project Selection Criteria List Template
Category
Project Criteria
Criteria Description
Reasonableness
(Insert additional rows as necessary to complete the Project Selection Criteria List table)
Definitions for Project Selection Criteria Categories:
Relevance: the extent to which the project supports the class objectives, the Information Systems Management program and your own professional goals.
Risk: the level of potential events or uncertainty that could have a negative effect on your project.
Reasonableness: an assessment of the ability to successfully complete the project as related to the triple constraint and related issues (availability of expertise, availability of required equipment and facilities, proposed level of scope for a two-month period, etc.).
Return: the overall benefit of completing the project (financial gain, value of experience, networking opportunities, providing professional and/or community service, etc.).
Other: any other areas of project considerations not mentioned above.
Kreitner/Kinicki/Cole
Fundamentals of Organizational Behaviour: Key Concepts, Skill, and Best Practices
Chapter 11
Leadership
Chapter Learning Objectives
· Explain the theory of leadership and discuss behavioural leadership theory.
· Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control.
· Discuss path-goal theory.
· Describe how charismatic leadership transforms followers and work groups.
· Explain the leader-member exchange (LMX) model of leadership and the substitutes for leadership.
· Review the principles of servant-leader and superleadership.
Opening Case
Land of the Giant
This case profiles a visionary leader, Gwyn Morgan of EnCana Corp. in Calgary, know as the ‘philosopher-king’ of the oil patch. He exhibits charismatic qualities including a clear vision of a global energy giant headquartered in Canada, and strong communication skills to inspire others to work toward this vision. He appeals to ideological values through the ‘corporate constitution’, and provides intellectual stimulation for followers through the values such as ‘seize opportunities’, ‘teamwork and trust’, and ‘fear of the status quo’. He inspires followers to rise to new levels of performance by communicating his expectations for leadership ‘with character, competence, and humility’ to achieve ‘nothing less than the best effort’. His display of confidence in himself and in the employees of Alberta Energy Co. Ltd. and PanCanadian Energy Corp., led to the merger of these two companies to form EnCana Corp. – definitely performance beyond the call of duty.
Chapter Summary
Leadership
Leadership is defined as influencing employees to voluntarily pursue organizational goals. It is a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals.
Trait and Behavioural Theories of Leadership
A leader trait ...
3In the previous chapter, we reviewed how theorists’ view .docxtamicawaysmith
3
In the previous chapter, we reviewed how theorists’ view of lead-ership has changed, from the belief that leaders are simply born
to the idea that the best way to learn about leadership is to study
the behaviors or practices of people who are viewed as leaders. The-
orizing has evolved even further into an understanding of leader-
ship as a complex process. Indeed, leadership is a transforming
process that raises all participants to levels at which they can
become effective leaders.
Leadership may best be understood as philosophy. At its core,
understanding philosophy means understanding values. “Affect,
motives, attitudes, beliefs, values, ethics, morals, will, commitment,
preferences, norms, expectations, responsibilities—such are the con-
cerns of leadership philosophy proper. Their study is paramount
because the very nature of leadership is that of practical philosophy,
philosophy-in-action” (Hodgkinson, 1983, p. 202). When we exam-
ine historical leaders, we often are analyzing the values and ethics
that characterized their leadership. It is critical that we each
develop our own personal philosophy—one we hope will include
the elements of the model presented in this chapter.
Chapter Overview
This chapter presents a relational model of leadership to consider
in building your own personal philosophy. Each of the elements of
The Relational Leadership Model
73
c03.qxd 10/30/06 10:07 AM Page 73
74 EXPLORING LEADERSHIP
the model is presented in detail to give you more information about
each component.
Relational Leadership
Leadership has to do with relationships, the role of which cannot
be overstated. Leadership is inherently a relational, communal
process. “Leadership is always dependent on the context, but the
context is established by the relationships we value” (Wheatley,
1992, p. 144). Although a person could exert leadership of ideas
through persuasive writings or making speeches, most leadership
happens in an interactive context between individuals and among
group members. We emphasize once again: we view leadership as a
relational and ethical process of people together attempting to accomplish
positive change.
Chapter Two presented an overview of how leadership theories
and models have changed over time. These changing frameworks
are reflected in the descriptive terms that have been affixed to the
word leadership. Examples of these leadership theories and concepts
include situational, transforming, servant-leadership, authentic lead-
ership, and principle-centered leadership. We have used the term
relational leadership as a reminder that relationships are the focal
point of the leadership process.
Relational leadership involves a focus on five primary compo-
nents. This approach to leadership is purposeful and builds com-
mitment toward positive purposes that are inclusive of people and
diverse points of view, empowers those involved, is ethical, and rec-
ognizes that all four of these elements are accomplished by ...
This is a document that will give you in depth knowledge about the leadership theories. It explains transformational and transactional leadership theories in detail and even shows the relationship between them.
Study guideCiting Shafritz, J. M., Russell, E. W., & Bori.docxpicklesvalery
Study guide
Citing:
Shafritz, J. M., Russell, E. W., & Borick, C. P. (2013). Introducing public administration
(8th ed.). Upper Saddle River, NJ: Pearson.
Reading Assignment: Leadership
Unit Lesson
In the world of public management, there is a need to maintain a high level of performance. Performance in the public eye can be described as the display of competence, the demonstration of leadership, display of flexibility, and the ability to work in a team atmosphere. The actual performance, concerning management within an organization, begins with leadership. What is a leader? How does one define a leader? The abridged definition of a leader is considered to be someone within an organization who is able to get people/employees to do things they have never done before, perform outside of their daily routines, and be able to take some risks for the common good of the organization or the community.
Good leadership begins with the exercising of authority, whether it is formal or informal, in directing and coordinating the work of others, or by using a combination of formal and informal authority together for positive social change and progression. There is a distinct difference between leadership and management. Management involves power and formal authority given to a person in a high-ranking position within the organization for the responsibility and accountability using the organizational resources. On the other hand, leadership is based on the type of charisma that is exercised by the person. Leadership involves the relationship between people and communities in which influence and power are evenly distributed.
There are a few essential functions of leaders stemming from a system of communication, promoting and securing essential support functions, and being able to define the true purpose and the goals of an organization. The true definition of a leader will arise when traits are identified such as intelligence, dependability, energy, excitement, and socioeconomic status. Although these are not tangible items that leaders possess, they serve as a foundation for those willing to follow the leader. There are different kinds of leadership styles that are employed in organizations: authoritarian, transformational, transactional, and Laissez-faire. Depending on the type of person, the characteristics the person possesses, and how the organization functions, there will be a different style or approach to managing personnel and employees. The authoritarian leadership is one that dictates all the rules, regulations, and happenings inside of the organization, while also indicating to the subordinates all orders are to be carried out and moved forward for processing. In this type of leadership there is no room for discussion or rebellion against the leader.
A transactional leader is one who has a vision and mission upon taking over the reins within the organization. The transactional leadership approach assumes that leaders could be tr ...
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
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Understanding the role of leadership in successful organisational change sascha michel
1. Understanding the role of leadership in
successful organisational change
saschamichel@gmail.com
1
2. Table of Contents
1. Introduction. Pg.3
2. Traits of Leadership. Pg.4
3. Behavioural Leadership. Pg.5
4. Contingency Theory Leadership. Pg.5
5. Distributed Leadership. Pg.6
6. Organisational Approaches to Leadership. Pg.7
7. Conclusion. Pg.10
8. References. Pg.11
2
3. Introduction
We are living in an age of unrest and uncertainty. A rapidly changing environment, with new
technologies, short product life cycles and on-demand lifestyles; safeguarding a move from western
supremacy, to a reliance on the east. The only constant is innovate, adapt, compete or ‘die’.
Organisations need to rethink and distinguish themselves between past successes and potential
catastrophe, applying situational leadership and strategies, acting out in complex and diverse markets.
This requires a new approach to leadership and a move away from a ‘one size fits all’. An approach,
which is effective in dynamic environments, dealing with leadership complexity in challenges ranging
from climate change, to CSR, biodiversity, economic, political and social.
How might we understand which style or approach to leadership fits best with the context and
situation that organisations find themselves? Which approach best tackles uncertainty? And, how
realistic is it to assume we can in fact engender this in our own organisations? It is clear that
leadership matters, but recent evidence shows that dealing with change in these environments,
requires ‘thinking out of the box’, ushering in new forms of leadership. Leadership that is congruent
with personality, behaviours, contingencies and distributed approaches. Perhaps, a more ‘holistic’
approach, to change and the individual? Leadership in this way acknowledges the ‘analytical,
conceptual, emotional and spiritual domains’ (Quatro et al., 2007, p.1). Individual mission, purpose
and experience are the key drivers, underpinning behaviour and motivation; and giving way to
awareness, intuition and ‘flow’ (Quinn, 1988).
In this essay, I will look at the prevailing approaches to leadership in organisations, and how these
might be relevant, or concurrent when embarking on future change programmes. I will then asses and
give my recommendations to how organisations might approach and assess suitable leadership styles,
either fitting their agenda or model, or as a whole, looking at the possibility for authentic or ‘holistic
leadership’. Finally, I hope to open up enquiry and research into ‘holistic leadership’, as a possible
next generation approach, helping to untangle the very ambiguous, dynamic and complex nature of
change.
3
4. Traits of Leadership
Before we can recommend a suitable approach for a particular change agenda, we need to look at
the different ways in which we can understand leadership, asses pertinence and potential limitations or
gaps in the thinking. Traits of leadership, is the first approach which looks at leadership as a set of
characteristics, identifying the most important personalities, indicative of a successful leader (Senior
et al., 2006). Provided we are able to accurately asses and test, this approach can be useful by
simplifying the process, and defining specific criteria or personalities for a change agenda. This way
of looking at leadership creates a very simple ‘box ticking’ approach without the ambiguity. Not only
could this help employers define and recruit talent, matching these characteristics, it can also help
individuals embarking on leadership development, with a set of criteria, in which to select relevant
training or work experience.
While trait leadership holds some relevance in contemporary change leadership, it does so,
notwithstanding its limitations. The main issue lies with testing and evidence. With the ongoing
development of a taxonomy, predictive validity and reliability of personality dimensions testing
(Perugini and Ercolani, 1998), we might be closer to establishing trust around trait leadership theory
as a ‘one best way’. However, this still raises concerns around which ones we can agree on as
indicative of successful change leaders. Will these traits always be the best approach for any given
change situation? Even if we were able to identify these traits, this still presents a dilemma.
Identifying specific traits could neglect certain individuals and overlook those, who are yet to
display these personalities. At worse ‘typecasting’, where leaders are defined by specific personality
dimensions, rather than experience, length of service or peer review. Lastly, this approach to
leadership is sourced within our personality complexes, and with that, can we presume the ability to
change them?
It makes sense to define and establish a set of traits for leading change. Traits, for dealing with
conflict, teams, power and politics and those suitable for making decisions and taking risks. However,
what these visible leadership traits do not account for is intuition, and the unconscious parts of the
self. These are the unconscious traits and behaviours, affecting our success as change leaders, when
challenged under stress and in uncertainty (Juch, 1983).
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5. Behavioural Leadership
Behavioural leadership, moves away from a defined set of characteristics, to how leaders should
act and behave in certain situations. The attraction, comparing the trait leadership view, is the
assumption that behaviours are transitory, are open to manipulation and change, and can be developed
irrespective of innate personality. Where this would be applicable, from a change leader perspective is
the ability to adapt to certain conditions and direct or exhibit a range of behaviours, fitting the
situation. This could be especially useful when having to react to underlying group dynamics, and
adjust to different environments and persona, working with individuals, groups, stakeholders and the
public.
Assuming we are able to define these behaviours, as with trait leadership, presents a similar
concern in our ability to measure and study, the effects on specific behaviours in different situations.
We might identify a set of behaviours for a specific change project but every project involves
different scenarios, contingency and group dynamics. Behaviours in groups are unpredictable, open to
manipulation, and external forces can place even more uncertainty in dealing with change i.e. power
and politics. If we presume that people can exhibit certain behaviour ‘on call’, in preferred states, then
a degree of uncertainty in difficult or testing situations, could expose inappropriate or ‘out of control’
behaviour, in undesired states.
Are changeable behaviours or masks being played out in the ‘theatre of work’, or is this simply
our nature, deeply rooted in past social conditioning? Zaccoro (2007, p.9) critically questions
‘whether leaders are capable of displaying significant behavioural variability; if not, then, indeed,
persons can be leaders only in specific situations that are commensurate with their mix of attributes’.
Nadler and Tushman (1990 as cited in Hughes and Chartered Institute of Personnel and Development.
2010, p.137) warn that ‘different organisational changes require different leadership behaviour in
initiating, energising and implementing changes’. This suggests an approach to leadership, which
acknowledges the different change leader situations, and the relevant styles needed to perform well.
Contingency Theory Leadership
The contingency theory approach to change leadership looks at matching a particular behaviour or
trait of leadership to a specific organisational situation. This leadership style is different depending on
the situation. This approach allows organisations to look at their change agenda in a much more
rational and planned way, with the ability to adapt and respond to a range of situations. This creates
simplicity ‘box ticking’; by indicating specific roles or styles of leadership, organisational models,
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6. anticipating different types of change and aligning leadership and change agenda. While this approach
appears to apply deeper thinking, away from individual focus, to the organisational level and change
context, it does, however, have its drawbacks.
This approach suggests the ability for leaders to be able to adjust their approach depending on
various situations. Stogdill (1948, p.65) argues, “Leaders in one situation may not necessarily be
leaders in other situations”. If leaders are seen to be changing their styles, this could have a damaging
effect on how they are viewed by their followers. This could be seen as acting out of integrity, raising
further issues around trust, ethics and authenticity. Assuming leaders have all the necessary attributes
to deal with any situation that inevitably comes their way, how we can accurately asses, identify and
prove, not only the roles or styles associated with the leader, but also to that of the change context.
This framework assumes broad leadership capabilities, and does not take into account motivation
and incentives for leaders to stretch themselves, and move beyond their capabilities. It does not define
particular leadership styles appropriate to specific organisational change i.e. culture change, merger
and acquisitions, but rather situational factors and organisational models. It is paradoxical to suggest a
rational, top down, contingent approach, whereas many change environments are developing rapidly,
emerging and dynamic.
Distributed Leadership
Distributed leadership, however, is dynamic, collaborative, decentralised and shared, rather than
managed by a few select ‘hero’ leaders (Senior et al., 2006; Ancona and Backman, 2010). This
approach, unlike the classic top down; suggests a leadership team much closer to it’s customers, ‘in
touch’ on a deeper level, responding quickly and appropriately. A bottom up leadership style supports
innovation, learning, in rapidly changing, flexible and dynamic environments. Distributed leadership
does suggest a new radical way of re-thinking leadership, and care must be taken when considering
this approach, especially in areas relating to organisational models, situational change, power and
transparency. The decentralised nature of this approach raises questions around implementation,
power, politics and control.
Unlike traditional leadership approaches, where adoption lies with a few, a collaborative
approach presents a rollout issue and the need to facilitate training with possibly hundreds of staff.
Group dynamics, individuals and the bottom up approach also poses issues, around control and
accountability in a more open system, and how best to tackle resistance to change, power and politics.
Whilst assuming a more co-operative style, this alternative view of leadership might not suit all staff,
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7. leading to added resistance to change and implementation. Staff might prefer sticking to old ways, and
not take on the extra burden and stress, that comes with leadership responsibility.
With power and decision making being devolved, organisations do run the risk of losing control
of their strategy. Staff could make decisions to suit themselves, which don’t satisfy or fall in line with
external strategy i.e. clients, government, share price and investors. Unlike traditional top down, this
approach also makes it very difficult for everyone to see from a higher perspective, direction and
changes, affecting different departments, clients and international offices.
Distributed leadership is more suitable in flexible, emergent and rapid change. However, if
change is slow and incremental, there is likelihood that staff could become bored, unchallenged and
disempowered. For this approach to work, it is likely there would be a need for transparency, and
information shared across the organisation. Some information might not be relevant to everyone and
could potentially open up issues regarding financial, confidential information, contracts and staff pay.
Traditionally top management is paid to lead. No doubt, raising the potential issue in distributed
models, regarding staff remuneration. Who decides on remuneration levels, and how?
Each of the four approaches discussed, have relevance and limitations, depending on the change
context. Suggesting a single approach, in uncertain and dynamic times, could be a risky solution. A
combination of approaches, or a more concurrent “holistic” approach, can give greater flexibility and
available options, when selecting an appropriate leadership style. Having identified the four
approaches to change leadership, I now turn to the areas, which help organisations to decide on the
most suitable approach. Organisations might need to look very closely, at organisational models,
structure, type of change, culture and growth stage.
Organisational Approaches to Leadership
Models and forms help indicate, which suitable leadership approach, is relevant in a current state
or a future state. Quinn (1988) sees organisations as contradictory, dynamic environments, where
leadership at the top becomes less predictable, suggesting a framework for identifying competing
values, helping leaders and organisations identify various roles, and leadership styles contingent on
organisational models. For example, an open system model, suggests a need for innovation,
knowledge working and a possible ‘learning organisation’. This would suit a bottom up or more
distributed approach to leadership. Open system models are dynamic environments, reliant on self-
learning and flexibility. This is a move away from “hero” leadership, where organisations can still
change and grow, and not be hindered by rational, top down leadership.
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8. Structure and legal status can also have an effect on relevant leadership approaches. Organisations
can asses if their prevailing leadership structure is centralised or decentralised, and reflect on current
or future states i.e. functional or network structure. In a network structure you would be looking for a
more collaborative, sharing environment, whilst in a functional setup you would need a more
directive, rational and autocratic approach. In the last 10 years, organisations and new startups are
adopting new legal status and business models, as they diversify to deal with ethical, environmental
and social causes. Legal status can help choose a suitable leadership i.e. social enterprise or co-
operative, suggesting a leadership style of shared values, participative, and with shared incentives to
align values and vision.
While these rational approaches to selecting leadership style helps with the status quo or a future
planned state, it does not take into account the leadership demands, in the face of emerging change.
This highlights the need for a more concurrent approach. The different types of change an
organisation might encounter help to clarify this debate further. Some examples of these include
merger and acquisitions, corporate transformations, cost reduction, restructuring and culture change.
Organisations going though merger and acquisitions; need to consider subcultures being created,
bringing people together, working and participating, requiring transformational leadership to create
and unify mission and vision (Schein, 1992). In rapid or sudden change, organisations might need to
consider more transformational or authoritarian styles, and in uncertain more confusing times, a
participative or consultative style (Senior et al., 2006; Pettigrew and Whipp, 1991). Organisations
might adopt a style depending on the rate of change, from stable slow incremental (participative
evolution), right through to turbulent environments needing corporate transformation
(directive/dictatorial) (Dunphy and Stace, 1993). Beer and Nohria (2000) suggest a hard approach
(Theory E) when looking at cost reduction, restructuring processes (BPR), and in areas like culture
change, a more charismatic, visionary, or soft approach (Theory O). Although a soft approach might
be suitable in culture change, nonetheless, this does not acknowledge first, how difficult it is to
establish the defining culture, and secondly, the different dynamics and forces that either restricts or
promotes change.
If we were able to identify the prevailing culture, whether dominant or weak, then this would
help to clarify which approach to leadership is more appropriate. Handy (1978) as cited in Burnes
(2009) suggests defining culture by power (single direction), role (more bureaucratic), task (expertise)
or person (individual), establishing power points and approaches that help facilitate change. If there is
a prevailing culture, which is very dominant and a high resistance to change, then you might need to
take a more radical or directive approach. At the same time, being effective in dominant cultures,
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9. suggests a need for being aware of the norms and values that people share. In weaker or non-dominant
cultures, a more participative style, encouraging sharing and communication, could be more pertinent.
Where culture is going through periods of change or uncertainty i.e. merger and acquisitions; a
more transformational approach is needed. Transformational leaders convert followers into leaders
but don't necessary comply with their followers; they help shift beliefs, needs, values and realign the
vision (Burns, 1978 cited in Kuhnert and Lewis, 1987). Kotter and Cohen (2002) on the other hand,
warn against placing the wrong people at the top, especially during mergers, leaving politically
constructed groups, rather than confronting the residue of history. This suggests the possibility that
organisational growth stages, history and prevailing leadership, could also have an impact on how
organisations decide on appropriate approaches to leadership.
Organisations may take on different forms and go through many changes within their life cycle.
This requires different styles and approaches to leadership. Griener (1988) identifies different
management styles at 5 phases of growth, leading from a startup (entrepreneurial), through various
stages of crisis demanding specific leadership (directive/delegative/watchdog), as it grows and
matures into a much larger company (participative). In the absence of a future strategy, organisations
can look at past success and failures, to establish if prevailing approaches to leadership are
appropriate, and if the status quo demands a leadership overhaul.
Whilst some of the strategies discussed hold solidity, identifying a range of options, and taking a
rational view in dynamic environments, this creates complexity, confusion, and cause for criticism.
Quinn (1988) argues that management theory tends to reflect hierarchical logic, filled with rules of
action, in a dynamic world where individuals discover that rules are limiting. Quatro et al (2007, p
439) warns against ‘leadership development activities that create narrowly focused leaders’. Dotlich et
al. (2008) rallies for “whole leaders”; which use their “heads” to anticipate strategic direction, “heart”
to see the world perspective from a range of stakeholders, and ”gut” to make tough decisions with
clear values, navigating in diversity and complexity. This holistic approach to leadership aligns
spiritual domains (mind, body and spirit/intuition), with the analytical (strategy), conceptual
(creativity), and emotional (values) (Quatro et al., 2007; Krosigk, 2007). It is an intuitive way to
reframe problems, creating high performance or “flow”, where dualities and dichotomies disappear, as
polarities become one (Quinn 1988).
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10. Conclusion
The nature of change is ambiguous, continuos and uncertain. It would be risky to view leadership
from a “one best way”. It makes sense to identify a combination of approaches, but which ones? Most
change leadership literature points to a plethora of organisational models, critiques, lists, and
approaches, but very little on practical steps, leaders or managers can take to develop. It was
questioned earlier if it is realistic to assume that people can change rigid behaviours, traits or even
leadership approaches. Maybe this calls for an approach to individual development, which accounts
for the uncertain, dynamic and evolving environments, in which leaders find themselves. A move
away from traditional, ’one size fits all’ logic, to ‘holistic’ or authentic leadership frameworks.
Authentic leaders know which personality traits to reveal, to whom and when; retaining their
distinctiveness as individuals, not following someone else’s defined leadership traits, and relying
heavily on intuition, formed out of life experience, deeply in tune with their inner self (George et al.,
2007; Goffee and Jones, 2005). This presents a challenge, and need for further research and
understanding of the dynamic states of ‘being’, and the necessary developmental routes one can take,
to foster individual excellence, creativity, authenticity and intuition.
In summary, I identified four approaches to leadership, and the many ways in which organisations
can identify suitable options for change. Trait and behaviour leadership looked at the individual level
of leadership, defining personality dimensions and non-fixed behaviour traits. Contingency and
distributed approaches, on the other hand, looked at leadership at the organisational level, specifically
situational leadership, and bottom-up, decentralised leadership styles. Organisational models,
structure, type of change, culture and growth stages, gave rise to a range of possibilities for leadership
approaches. Finally, I argued that in dynamic and complex environments, attention must be placed on
the individual’s capacity, to broadly and intuitively meet the agenda, rather than restrict ‘flow’, by
narrowly focussed, rational logic.
ENDS
10
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