Effective Leadership in an Organisational Context - Essay Example

Effective Leadership in an Organisational Context Introduction This research work deals with an evaluation of effective leadership in an organisational context. In this regard, I have examined the common types of leadership, such as assigned leadership and emergent leadership. In addition, I have analysed transformational leadership, trait theory of leadership, directive leadership, inspirational leadership, supportive leadership, change leadership, principled leadership, feminine traits in leadership, and failed leadership. I have also analysed the differences between leadership and management in the context of an organisation. Leadership is intricate and includes several dimensions. Some view it as an ability, others as a skill or behaviour, and still others as a relationship or process. As such, it includes all of these traits (Northouse, 2009, p. 7). Effective leadership engenders change for the better, and it employs positive methods to achieve positive results. As such leadership, according to Northouse, is a process, involves influence, takes place in a group, and entails achievement of goals (Western, 2008, p. 23). Definition of Leadership Leadership can be defined as an influence relationship between leaders and followers, who aim to effect real change that corresponds to their common interest. Leadership entails influence and transpires among people who intentionally seek tangible change. Such change corresponds to the objectives that are common to the leader and the followers (Daft, 2008, p. 4). As such, leadership aims to engender change and not to maintain the status quo. In addition, leadership is generally regarded as a technique for improving personal, professional, and social lives. Organisations, frequently pursue individuals with leadership qualities, as such people provide special talents and improve the organisation, in which they are employed. Across the globe, several research studies are being conducted in the area of leadership. These studies disclose the existence of a large number of theoretical approaches for describing the intricacy of the leadership process (Northouse, 2009, p. 1).On the other hand, leadership definitions, concentrate on the interpersonal relationships between the leader and the followers. In fact, Roach and Behling had defined leadership as the process of impelling an organised group to achieve its objectives (McCartney & Campbell, 2006, p. 191). Differences between Management and Leadership One school of thought opines that management and leadership involve different skills. Moreover, leadership and management are deemed to differ from each other to the extent that both cannot be found in the same person. However, Hickman has presented his point of view, which supports the contention that leadership and management cannot coincide in a single individual. This scholar suggested that the natural tension between managers and leaders provided the organisation with a competitive advantage. Furthermore, the contemporary texts on leadership tend to support this point of view. These books chiefly cite from the early work of Bennis, by providing a list of the disparities between leaders and manages (McCartney & Campbell, 2006, p. 190). This is contrasted by a view of management that considers leadership to be a subset of management. Accordingly, the same individual could possess leadership and management skills. This has been exemplified in the work of Koontz, who held that managers should possess leadership skills, and that leadership skills were one of the several managerial functions (McCartney & Campbell, 2006, p. 191). The stance adopted by Bennis and Nanus is reflected in the more recent works, which accords a lesser importance to management skills. For instance, these works state that employees, in the contemporary world of business organisational operations prefer to be led and not managed. In other words, employees tend to be motivated and give of their best when they are led, rather than when they are managed (McCartney & Campbell, 2006, p. 191). All the same, differences persist, with regard to the definition of these terms in the extant literature. Common Types of Leadership Two of the common types of leadership are the assigned leadership and emergent leadership. The first of these related to leadership that results from the position in the organisation. Important examples of such leaders are administrators, department heads, directors, plant managers and team leaders. On occasion, a person other than the assigned leader, emerges as the most influential member of a group or organisation. This is termed as emergent leadership. It develops over time, via communication (Northouse, 2009, p. 5). Transformational Leadership It has become of great significance to create a high performance workforce. This requires business leaders to inspire the members of the organisation to make efforts over and beyond what their particular task requires. This situation has resulted in the emergence of new concepts of leadership. One of these is transformational leadership (Management Study Guide, 2012). At all levels of an organisation, one can encounter transformational leadership. Leaders of this genre are daring, inspiring, visionaries, take calculated risks, and apply considerable thought to what they do. Such leaders possess charisma, but by itself this is unequal to the task of transforming the manner in which the organisation functions (Management Study Guide, 2012). To effect major changes in an organisation, it is necessary for the leaders to exhibit the following traits. The first of these is inspirational motivation. The promotion of a consistent vision, mission, and a set of valued to the members of the organisation constitutes the basis of transformational leadership. Another characteristic is that of intellectual stimulation, wherein leaders encourage their followers to be creative and innovative. Such leaders gladly receive novel ideas from their followers and abstain from criticising them in public, for their mistakes (Management Study Guide, 2012). In addition, the leader has to possess idealised influence. This translates into the leader practising what he preaches. In the absence of this, it would be futile for the leader to believe that he can influence his followers. Finally, he should possess individualised consideration. This requires the leader to don the role of a mentor to his followers. In addition, he should reward his followers for their creativity and innovativeness. This results in the followers being treated according to their talents and knowledge (Management Study Guide, 2012). It is common knowledge that transformational leaders are distinguished by being inspirational, trustworthy, and charismatic role models. Such people lead others by example. These leaders first obtain an understanding of the strengths and weaknesses of their followers and then exploit them to achieve optimal performance. In addition, transformational leaders motivate their followers to emerge as leaders. A major trait of transformational leaders is the ability to foster extraordinary levels of personal commitment from their followers with regard to the shared objectives. Such objectives are set to a high standard, and the transformational leaders seldom fail to achieve much more than the traditional leaders. Motivational Leadership In addition, the major task of football managers apparently seems to be related to their capacity to motivate, harness passion and create adamantine bonds between players. In addition, they also have to create a strong bond between themselves and their players. These relationships have to stand the test of the permanent state of crisis that distinguishes the contemporary game (Edge online, 2010). However, football managers have to adopt sterner tactics. For instance, Manchester United’s manager Ferguson is well known for berating in no uncertain terms, players who fail to meet his exacting standards. The result has been, better performance by the entire team, which does not rest satisfied even with a drawn game (Edge online, 2010). As such, motivational leadership can be considered as an effective type of leadership, since it involves tactics to motivate the followers, in addition to providing solutions to contain crises. Branson the founder of the Virgin group had some unique ideas regarding leadership. It was his firm belief that good leadership was essentially about relating to others. His main precondition for hiring anyone was the aspirant should genuinely care for people. Branson always regarded his employees as important members on his team (evancarmichael). This resulted in the extraordinary success of the Virgin Empires. He always placed the interests of his employees first, after that those of the customer, and then that of the shareholders. His contention was that employees should be made to feel that they are wanted and that they are not mere cogs in a wheel (evancarmichael). Defining leadership on the basis of competencies or traits is limited for the following reasons. This approach represents a hegemonic approach. The elite powerful group, and the senior management team decide the leadership traits necessary for achieving organisational goals. Thereafter, they demand, test, train and evaluate these traits in the potential leaders of their company (Western, 2008, p. 32). Such approach ignores context and is made to apply to all. In addition, leaders should possess skills in administration, and self and unit regulation. Time management, work organisation and monitoring are some of the administrative skills. Self – regulation includes the capacity to set personal goals, develop strategies to achieve goals, and monitor progress. Leaders have to influence others towards a specific goal. They should also engage in external representation activities (Zaccaro, et al., 2013, p. 18). As such, staff can be motivated by according recognition, providing positive feedback regarding their performance, and by inducing them to learn new skills. Trait Theory of Leadership According to the trait theory, constructive information has to be collected from all quarters of the organisation. Managers can use this information to strengthen their position in the organisation. Moreover, they can assess their identity and how it could affect other members of the organisation. This theory offers managers, an opportunity to evaluate their strengths and weaknesses, and thereby to strengthen their leadership qualities (Management Study Guide, 2012). Directive Leadership Robert House had propounded the path – goal theory of leadership. In accordance with this theory, the leader’s task was principally aimed at reducing the impediments in the path of the followers, in achieving the collective goal. This is done by employing one of the following leader behaviour styles (Grint, 2010, p. 90). The first of these is that of the directive leaders, who communicate their expectations to the followers. Such leaders, require a strict adherence to the rules, in order to complete the scheduled work. Such completion of work has to comply with the unambiguous performance standards (Grint, 2010, p. 90). Supportive Leadership Another style is that of the supportive leader, in which the leader expresses concern for the needs and welfare of the followers. This generates an environment of support and mutual respect. The third of these is that of participative leaders, wherein the leaders share their decision making authority with their followers. The last style is that of the achievement oriented leaders (Grint, 2010, p. 90). These leaders set objectives that are challenging and expect very high levels of performance from their followers. Moreover, it is essential for a leader to establish an organisational culture that supports the values promoted by the leader. Individuals trust what a leader states, only when there is evidence that the leader does whatever she declares. The transmission of cultural values in any group takes place via anecdotes, rituals and legends. An organisation and its leaders either cultivate or deplete interpersonal trust, through these mechanisms (Axelrod, 2008, p. 5). Leaders who wish to utilise the available knowledge and talent in their organisation, have to establish such trust. Principled Leadership Lady Thatcher believed that a leader should adopt a vision and principles that would remain in force at all times. The leader should never deviate from these principles and should apply them to the changing circumstances. Regarding association executives, she stated that such individuals were required to execute the will of their members. Lady Thatcher also stated that the superlative association executives did more than merely execute orders, such people had strong convictions and were given to leading their members on the right course (Myers, 1994, p. 14). The chief notions underlying leadership, in accordance to her perspective are; first, to realise that the unexpected does transpire and to make preparations for such eventualities. Second, understanding that the art of leadership consisted in making the impossible happen. Third, studying and absorbing the lessons taught by history, in order to avoid repeating its mistakes. The blossoming forth of and the use of the talents of individuals produces wealth (Myers, 1994, p. 14). Such is the underlying truth, be it a nation or an association. Feminine Leadership A major feature of the leadership style of women relates to the fact that they invite the opinion of others. This serves to make people feel that they are being heard, and this also makes for better flow of communications. At the middle management level, such willingness to share information and power can make for an extremely successful strategy. However, at the level of the chief executive officer, this could be an unexpected characteristic (Oakley, 2000, p. 327). In addition, there is considerable debate regarding the question, whether a woman’s feminine traits makes her more likely to lead by adopting the interactive and transformational techniques. Increased globalisation, team based management, and flatter organisations have highlighted the differences between the leadership styles of men and women. Adler and other scholars have produced convincing arguments that the interactive styles of women could represent a different and significant novel approach to leadership (Oakley, 2000, p. 327). This type of leadership will prove to be invaluable to the corporate sector that is undergoing unprecedented diversity and networking. Failed Leadership However, there have been several instances of failed leadership. One of the more important incidents relates to Barclays Capital. This organisation was transformed into a profit making powerhouse by Diamond. He had also been successful in annexing the Lehman Brothers US operations. This deal had been to the tune of $1.35 billion. Despite such instances of superlative leadership, Barclays was faced with a financial crisis. As a response to this development, the Financial Services Authority, the British regulator, conducted an investigation on Missier, with regard to this crisis. However, the regulatory agency terminated the investigation without asking any enforcement measures (Barr, 2012). Diamond declared that he in association with Missier, the Barclays Capital chief Ricci and Lucas the Group Finance Director were waiving bonus for 2012. They also accepted responsibility for the rate scandal. Information regarding the financial terms of Diamond’s termination of employment was not forthcoming (Barr, 2012).However, Diamond had adopted the posture that he would remain in his post. He accepted responsibility for the financial debacle and promised to adopt measures that would prevent such occurrences in the future. Conclusion According to the above discussion, transformational leadership is the most effective and best suited form of leadership for contemporary organisations. Although many forms of leadership are followed by managers, the above stated one is the best form of leadership, since it requires a transformation of the leadership, in accordance with the prevailing situation. This makes it proactive. Moreover, such leaders make the best use of their followers by considering their strengths and weaknesses. Furthermore, such leadership would also be successful in contending with crises. References Axelrod, R. H., 2008. Advice and Dissent. In: Leadership: The Key Concepts. Routledge, pp. 3 – 5. Barr, R., 2012. Bob Diamond, Barclays Chief Executive, Quits Amid Mounting Pressure Over Rate-Fixing Scandal. [online] Available at: [Accessed 12 February 2013]. 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Oakley, J. G., 2000. Gender – Based Barriers to Senior Management Positions: Understanding the Scarcity of Female CEOs. Journal of Business Ethics, 27(4), pp. 321 – 334. Western, S., 2008. Leaders: A Critical Text. London, UK: SAGE Publications Ltd. Zaccaro, S. J., LaPort, K. & Jose, I., 2013. The Making of a Leader: Attributes, Training, and Development. In: M. G. Rumsey, ed. The Oxford Handbook of Leadership. Oxford, UK: Oxford University Press, pp. 11 – 36. Read More