According to the framework, managers and employees constitute an organisation’s resources that are the main components of the internal branding process. Constructive communication and training form part of the mechanisms and tools that can be used to achieve employee embracement and embodiment of the brand. The communication and training are influenced by the organisational context in terms of its culture and past both of which can also be viewed as part of organisational resources. Employee response to the communication and training is related to their desire or otherwise to identify with the organisation’s identity and brand image in line with Social Identity theory. Identifying with the brand is expected to invoke passion, commitment, and brand internalisation among employees which is reflected in behaviour consistent with the articulated
Journal of Applied Psychology, 89(6), 991-1007. doi:10.1037/0021-9010.89.6.991 Pierce, J., & Newstrom, J. (2008). Leaders & the leadership process: Readings, self-assessments & applications (5th ed.). New York: McGraw-Hill Irwin. Schein, E. (2004).
Leadership attitudes are contagious as these attitudes reflect perceptions of willingness and structured experience (Boone & Makhani, 2012; Oreg & Berson, 2011). The mentor-apprentice relationship shapes progressive attitudes as apprentices either emulate the mentors’ attitude toward leadership or molds personal hybrids of multiple mentors and develop the ideal personal status quo of leadership and followership (Ashley & Reiter-Palmon, 2012; Boone & Makhani, 2012; Owens & Hekman, 2012). In the changing dynamics of the economy, business concepts, and idealistic leadership qualities to manage both, leadership attitudes and behaviors focus on personality, perception, feelings, and motivation that span from the alpha-leader to servant leaders (Boone & Makhani, 2012; Goh & Zhen-Jie, 2014; Harris, Berendt, Malindretos, Scoullis, & Williams, 2012; Rezaei, Salehi, Shafiei, & Sabet, 2012; Vielmetter & Sell 2014). The focus of this pa... ... middle of paper ... ...fect of the leader trust and organizational communication. EMAJ: Emerging Markets Journal, 2(1), 70-78. doi:10.5195/emaj.2012.21 Senior, C., Martin, R., Thomas, G., Topakas, A., West, M., & Yeats, R., (2012).
Zeidner, M., Roberts, R.D., & Matthews, G. (2008). The science of emotional intelligence: Current consensus and controversies. European Psychologist, 13(1), 64-78. Caruso, D.R., Mayer, J.D., & Salovey, P. (2002). Relation of an ability measure of emotional intelligence to personality.
Moreover, “they are the root of purpose and action”. A leadership philosophy is the way leaders view themselves as leaders. This philosophy guides actions, behaviours, and thoughts. Leadership philosophies like beliefs can change as leaders grow to understand themselves within the context of leading. Most importantly, creating or finding one’s leadership philosophy means that one must explore and reflect upon personal values, as... ... middle of paper ... ... behaviour in construction.
When it comes to leading, one may use different styles and different theories. Some of the theories include trait, behavior, and contingency. Daft (2008) stated that the trait approach is an understanding of leadership which focuses on leader’s personal traits. The behavior approach focuses on the leader adopting the appropriate behavior. He also indicated that the contingency theory explains the relationship between leadership styles and effectiveness in specific situations.
Northouse (2012) defines leadership as “a process whereby an individual influences a group of individuals to achieve a common goal.”. Leadership is a crucial element in teamwork; some argue a team essentially relies on motivation and guidance from their leader. Managers generally adopt a leadership style and implement it in their work and within their team. Examples of leadership styles are: authoritarian, democratic, laissez faire, transactional and transformational. This essay will discuss authoritarian and democratic leadership, considering the influence and impact they have on a team to evaluate different elements of teamwork and how conflict is managed and resolved within a team.
Leadership plays a primary role in influencing an employee’s actions towards the achievement of organizational goals. iii. Bojadjiev, Kostovski, and Buldioska (2015) state that there are conflicting opinions on the idea that leadership style should or can adapt to different situations. iv. Sethuraman and Suresh (2014) add that literatures have stated that the key elements for a successful organization are leadership style and competency.
The leaders are responsible for their act and virtue which will bring changes to the organization as to what both they and their followers want. In this assessment, I will explain the group of contingency theories and the different effect of a leader’s behaviour on how subordinate motivation and performance are presented. Path-goal theory The Path-goal model