Leadership and Followership Relationship in UAE and Its Effects Followers Behavioral Attitude - Research Paper Example

Leadership and followership relationship in UAE and its effects follower’s behavioral attitude Insert name Insert institution Abstract This study tries to examine leadership and followership in United Arab Emirates and its relationship on the follower attitude and behavior. The main aspects in transformational leadership include challenging process, enabling others to act, modeling the way, encouraging hearth, and inspiring a shared vision. The evaluation process is based on students from the United Arab Emirates. From the studies, it is indicated that a negative relationship exists between the uncertainty avoidance value culture and the overall transformational leadership. Some of aspects in transformational leadership are common as in they are found in many areas while others are culture specific. Value dimension is not related to challenging process or enabling others to act in any way. While inspiring vision and modeling recorded a significant influence or association with uncertainty. Based on this study the relationship of follower attitude and behavior is founded on leadership and followership In the United Arab Emirates most of individuals base their researches on ethics and justice and transformational leadership, perceptions of the of transformation and leader propensity on the subject matter. Table of Contents Abstract 2 Table of Contents 3 Chapter 1 3 Introduction 3 Chapter 2 5 Literature review 5 Chapter 3 12 Methodology 12 Measures 12 Sample 12 Data analysis 13 Chapter four 15 Results and discussion 15 Conclusion 16 References 18 Chapter 1 Introduction Leader behavior research has been carried out in many areas of educational backgrounds. In the most recent studies, researchers have focused more energy on symbolic aspects of leadership. Based on neocharismatic theories leadership, leaders with charisma and emotional appeal have more people in terms of followers. The charismatic leaders have influence over their followers because of their charisma and convincing nature. These leaders through increment of self-efficacy of the people by the transformational leaders carry out motivational construction. The leaders can achieve, easily construct and obtain their goals and objective. Support, innovation and creativity can be attained from the people through persuasion and incentives offered by the leaders. Symbolic, emotional and motivation are some of the qualities a leader has to posses for him or her to be deemed a good leader. The qualities are some of the factors many theorists use to define a leader whose influence is considerable and felt in the hearts of many people (Ergenelia et al, 2007). Transformational leadership has major influence in the hearts and minds of people hence can affect their behavior and attitude towards the leaders. Charismatic leadership enables their followers to access their needs and know how to handle them by themselves. In contrast, to transactional leaders who try to satisfy the current needs of the people. Therefore, forgetting their long-term objectives. The traversing of cultures by transformational leaders is one of the characters of transformative leaders. The effectiveness of charismatic leader is observed throughout the region, as the people feel compelled to carry out the work given to them by such a leader. Management practices are harmonized by global technologies, industrial logic and other technological imperatives. Knowledgeable employees require envisioning and empowerment these are the characters of a charismatic leader. Hence, these employees will tend to have a greater focus on what these leaders say. Effectiveness of the leaders across cultures is expected to have some similarity, as the people believe the leader .perception of an ideal leadership can be seen on transformative leadership but the closer relations can be secluded easily with proper laid out goals and objectives. Assuming a culturally universal position helps charismatic leaders to tame people attitude and behavior towards them. Diversity of cultures is what leaders require to understand them to deliver quality services to their followers. Some theories put forth by many philosophers universality of transformational leadership is observed in many context s in current studies and other academic journals. Leaders require a clear understanding of the culture of people present in the region before indulging in unprecedented techniques of leadership, which may affect the attitude, and behavior of their followers (Simola et al, 2010). Analysis carried out to establish the similarity between specific culture dimensions and its effects on transformational leadership. In a heterogeneous random sample, the study is carried out to relate the two factors. Specific aims of the research To determine the link between culture value dimension and transformational leadership that is attitude and behavior of the followers. To distinguish the role of value dimensions in transformational leadership in the United Arab Emirates Chapter 2 Literature review Transformational leadership and relationship to follower behavior There have been many theories trying to explain the difference between transactional and transformational leadership. The two styles of leadership are of importance to this research as they can explain how leadership and followership relationship can be the most vital component in any leadership. As highlighted previously transactional leader’s posses some characteristics and tend to satisfy the current needs of the populace rather than the long-term problems. This kind of leaders focus their attention on exchange program .on the other hand transformative leaders in the united Arab emirates motivate and urge their followers to strive and carry out their wishes while helping them. This type of leadership ensure that the population participates in any development process hence feeling too be part of it. The transformative leaders in this context try to move people to carry out the change they needed on their own rather than expecting help from somewhere else. Charisma is one of the key features of a transformative leader, based on researches that were carried out on senior officials of the American army. Referent power over followers is one of the characters of charismatic leader and this aids them to be perceived as having a mission and vision and can attain the named objectives (Simola et al, 2010). These leaders have public trust that they can attain any goal and overcome many obstacles that may come on the way. Emotional appeal is visible in such leaders and the followers are instilled with the respect and hope they have on their leader. This allows the leader to attain his or her goals with ease, as there will be little or no resistance from the followers due to change of attitude or behavior towards the leader by the followers. Questioning of own values, beliefs and expectations mainly referred to as intellectual stimulation is a character that a charismatic and transformative leader should posses. Proactivity is the main agenda that transformative leaders have in their mind as innovations and creativity top the list of these leader types. A transformative leader receives less criticism from followers and the behavior of the followers is quite well considering that the leader is fully focused on the achievement of the goals that is set for him or her to accomplish. The leaders help their followers to think about their problems and see how they themselves can come up with solutions to their own problems. Individualized consideration is a character in leadership that enables the leaders to make their followers to see that their leaders have great attention for them. Equal treatment of each follower is vital in the maintenance of a strong leader follower relationship and an ultimate achievement of the goals and objectives set. Delegation of authority and close monitoring of the freedom given to followers is one of the most vital character a transformative leader should posses. Charisma and public persuasion on how to carry out the projects is one of the main concerns in the United Arab Emirates. Based on a study of leader follower relationship between a male and a female follower, it reveals that inspirational motivation is required to overlap with charisma to give an outstanding leadership. Use of images and symbols by the leaders to improve their understanding of the goals and objectives. According to a study carried, the main aspects a leader should have to maintain a good leader follower relationship include Vision, inspirational motivation, supportive leadership, intellectual stimulation and personal recognition (Simola et al, 2010). Gender of both parties plays a key role in determining the kind of relationship that will exist between the leader and his or her followers. For example, a feminist leader will attract less female followers because in the modern world equality is often encouraged. On the other hand radical leaders with strong anti male focus will also attract few male followers. This means that for a mutual and a prospective relationship to exist between the leader and his different type of followers, understanding the expectations of the followers is crucial towards goal achievement. The five aspects of transformational leadership are key elements in modern leadership and a mutually successful understanding among the followers and their leaders. Vision is the idealization or having a picture of the future with a basis on the current goals and objectives put into place. Positive encouraging messages and building of motivation and confidence are some of the components of inspirational communication (Ergenelia et al, 2007). Based on these key elements enhanced relationship between the leader and followers is tantamount to success. Increased follower awareness of the present problems and their ability to think of solutions on their own and implement them. Expression of follower concern and personal recognition as in the provision of praise and acknowledgement of efforts and achievement of specified goals, are some of essentials of a charismatic leader. Based on studies done on managerial teams on their ever-greatest achievements mainly called personal best. Identification of common threads in this managerial team showed major significance in leader follower relationship. Factor analysis was used to determine the effectiveness of establishing a good rapport between the followers and leaders. Leadership practices inventory consist of five major leadership aspects. The aspects are measurable concrete behavior and are factors of transformative leadership (Hollander, 1992). Challenge process: In this aspect, leaders seek challenging opportunities in order to challenge their status quo. The challenge could be a new product, establishment of new business or even a new law in business. Such experiments and the readiness to take risks is what the followers will see despite of the gender achievements from such events will transform their followers to be more focused on objective achievement and try to achieve what their leaders have done. Despite the challenge and the risk involved accepting and taking responsibility of any outcome increases the bond between the leader and follower because the follower will how courageous his or her leader is. Inspiring a shared vision: sharing of vision by the leaders to their followers is crucial if any objective is to be achieved. Achievement of a difference is possible through the creation of a futuristic approach to any idea at hand. Persuasion of followers and instilling the visions and missions a leader has are some of the top priorities a leader should posses. The future of the society or a firm is in the hands of the leader hence to convince follower to have the right attitude and behavior is mandatory for any success to be achieved (Hollander, 1992). Enabling others to act: in order to increase collaborations and unity among team members , giving each member an opportunity to serve. Active involvement of followers by leaders is a principle that enables them to assess how their followers receive the information given to them. Extraordinary efforts from followers can be sustained by the creation of a mutual respect, hence increasing trust and dignity (Hollander, 1992). Dignity is crucial in any situation as it gives the leaders a chance to strengthen others and make them feel capable, accepted and appreciated. Modeling the way: this is another aspect leaders have to posses in order to give them the virtue to lead. Establishment of policies and setting of an example for others to follow is a character leaders should have. Setting of small goals spanning for a short duration with an aim of achieving larger goals is a character the leaders should instill in their followers. Guiding the followers to focus on certain directions crucial in the achievement of the goals and objectives. Encouraging hearth: this is crucial, as people require feeling that their leaders appreciate their efforts and that it is important to feel like a hero once an objective is achieved. This helps to keep hope and determination alive in the crewmembers. Culture is defined as collective mind programming that distinguishes people from the others. As much as culture, affect the mode or the relationship between a follower and a leader. Understanding of cultural diversity is important for the leader to achieve a mutually successful relationship with their followers. There are four culture value dimensions power distance, individual collectivism, uncertainty avoidance and gender. These dimensions have a great impact in the management of an organization. Power distance measures the extent into which the society accepts inequality among various institutions. This is seen in where the powerful tend to increase while the less powerful try to reduce the gap. This mainly leads to achievement of equilibrium. Decision-making, leadership style is influenced by power distance. The cultural factors that affect the power distance (PD) will also influence the equilibrium that existed between the leader and follower. Based on a study done on one leader, a male and a female follower, the gap is a great determinant in the success of any firm or organization (Simola et al, 2010). Uncertainty avoidance (UA) on the other hand is the extent to which the members in the community feel that there is ambiguity and uncomfortability in terms of the situations prevalent at a certain point in time. Reliance on known rules and regulations is what people will tend to follow since the outcome is known. The power of a leader is mainly seen in the way they control uncertain events. Followers tend to respect and have more faith in leaders with clear control of uncertain events. Individualism and collectivism (IDV) affects the relationship between the organization and leaders or a leader and follower. Unity and solidarity for achievement of a certain goal and objective is crucial in any way if results are to be achieved. Fostering virtues of long term and short term (LTO) are some of leadership techniques that require acquisition. Masculinity and femininity (MAS) play a crucial role in carrying out certain role in leadership. Due to the fact that the need to feel like a hero is present. This resulted in formation of two hypotheses that will be the basis of this study (Hollander, 1992). Hypothesis 1a. Collectivism is positively related to overall relationship between a leader and a follower. Hypothesis 1b. Power distance and uncertainty avoidance are negatively related to leadership and followership. Chapter 3 Methodology Measures This research explores the relationship between different culture dimensions on leadership and followership. Measurements of response in this context are done through a questionnaire and there are put into different categories. Based on the scale the respondents give then results will be obtained. Leadership practices inventory (LPI) is used as the results are straightforward and are not ambiguous to the respondents. Any subject or point has categories in which the respondent can answer, and depending on their views, the results are recorded (Antonakis et al, 2009). The study was carried out on a random sample of three hundred and eighty nine people in the United Arab Emirates and locations labeled A, B and C for anonymity purposes. Determining of dimensions used a factor known as confirmatory factor analysis. Fit indexes of the value survey module indicated a good fit. Indexes were created by averaging these items in order to obtain a best fit (Antonakis et al, 2009). Sample Heterogeneous sample was obtained by use of random sampling technique. Variations were maximized and region demographic indexes. In region A the size of female sample was forty one percent, region B seventy five percent and in region C forty-six percent. In summary, overall female representation was fifty-four percent. The age of sample was between twenty and twenty four years old. Data analysis Table 2: shows the correlations between the different culture value dimension and transformational leadership. Table 3: test results for comparison of the different culture value dimensions Region A Region B Region C Mean Standard deviation mean Standard deviation Mean Standard deviation PD 12.13b 54.99 30.22a,c 44.02 9.05b 46.80 UA 39.58b 59.84 85.83a,c 69.83 52b 62.63 IDV 67.47c 56.18 67.71c 51.21 84.83a,b 50.87 MAS 54.86c 84.68 59.04c 82.41 95.74a,b 88.87 LTO 40.81b 23.29 43.69a 25.26 46.55 23.64 Power distance (PD), Uncertainty avoidance (UA), individualism collectivism (IDV), Masculinity and femininity (MAS), long term and short-term orientation (LTO). Significantly different from region A Significantly different form region B Significantly different from region C. Chapter four Results and discussion According to the hypothseses of this study , that collectivism is positively related to leadership and a folower relationship. Secondly, power distance and uncertainiyt avoidance are negatively related to leadership and a folower realtionship. Regression analysis is used and from the results there is significant influence of collectivismand the nature of relationship between a leader and a follower. Table 6 shows the relations , where beta coefficients indicate negative relationships . Hence, there is negative corellation between uncertainity avoidance and leadership. Other results of the culture value dimesion are shown on the table and how each is significant (Simola et al, 2010). Uncertainty avoidance is negatively related to inspiring shared vision, whereas collectivism is positively related to enabling others to act. All the hypotheses are confirmed by the results on the tables. Conclusion The results arrived at from the tables above and the hypotheses put forth have been achieved. One major finding is that there is a negative relationship between uncertainly avoidance and leadership. People may tolerate innovations and creativity if the leader present shows some courage and guidance to them. The follower’s behavior is largely dependent on the attitudes and behavior of their leader. Fostering positivity among the followers is one of the objectives leaders should focus on. Increasing the self-efficacy of the followers is another key point in the achievement of set goals and objectives. Taking risks by the leaders and overcoming them with courage and clear guidance improve the relationship between them and their followers. The five factors of culture value dimension require a clear understanding and accurate undertaking by the leaders if a good relationship is to exist between them and their followers. The study shows how leadership is a difficult process and understanding the culture of the followers and taking a neutral or suiting to any culture present is a vital component in leadership (Hollander, 1992). References Ergenelia, A., Gohar, R., & Temirbekova, Z. (2007). Transformational leadership: Its relationship to Culture value dimensions. 31, (1), 703–724. Antonakis, J., Ashkanasy, N, M., & Dasborough, T, M. (2009). Does leadership need emotional intelligence? The Leadership Quarterly, 20, (1), 247–261. Simola, K, S., Barling, J, & Turner, N., (2010). Transformational leadership and leader moral orientation: Contrasting an ethic of justice and an ethic of care, 21 (2), 179–188. Hollander, P, E. (1992).The essential interdependence of leadership and followership. Current directions in psychological science. 1, (2), pp71-75. Read More