Correlating Leadership Effectiveness with Organizational Success

INTRODUCTION

Leadership, like the Sufi proverb of the blind men describing an elephant in terms of its parts, is all of these – it has many facets, dimensions and aspects. (Allio, R, 2013).Leadership is an important dimension to the success of an Organization without it a large component of businesses would suffer irreparable damage. With that being said, how does an organisation increase its leadership effectiveness ?, it can do this by asking its management team to create a philosophy that can assist them design who and what they want to be as leaders (Benson, D, 2016) this philosophy can only ensure continued success.

The report will seek to establish a correlation between leadership and the events that have been recorded on the reflective

AN OVERVIEW OF INFFECTIVE LEADERSHIP

The analysis of leadership requires a breakdown of what ineffective leadership is and what effective leadership is?

Ineffective leadership can be characterised by narcissism, narcissism has traits of dominance, self-entitlement, grandiosity as well as low empathy. Narcissism is further described as preoccupation with power, arrogance and an inflated sense of self-importance (Pathak, M, 2013). All of these traits correctly describe the demeanour of the operations executive as outlined in the reflective log. It should be noted that ineffective leadership is coupled with leader behaviour (Howell, Bowen, Kerr, Dorfman and Podsakoff 1990).

What are the causes of ineffective leadership, a suggestion is made by (Kelloway, Sivanathan, Francis and Barling 2004) is that some leaders lack the traits that are required to make them good leaders as well as having inflexible behaviours.

The question then becomes, how do you manage ineffective leadership or how do you guide a leader to the right path. Kelloway, Sivanathan, Francis and Barling 2004) again, by using the adverse, a leader should be able to identify behaviours with each situation and apply themselves accordingly. The leader should have the appropriate diagnostic skills to assess a situation, if not they should be trained therefore improving their

A study by (Prasad and Junni, 2014) suggests the following; leaders who have a Transformational leadership style have the ability to provide inspiration and motivation. They are able to position themselves as role models and are able to gain subordinates trust and confidence. Transformational leadership also has benefits such as improving an organisations innovation, this is done through intellectual stimulation and seeking openness among staff.

They expand on their study by also factoring in transactional leadership, which requires appealing to self-interest of subordinates by exchange relationships. Transactional leadership has been purported to assist in organisational learning and providing staff with strong goals, clear expectations and rewards. Figure 1 below shows a representation on the popularity of the Transformational leadership style followed by the Transactional leadership style.

Figure 1 – Academy of Educational Leadership Journal,