Leadership style has a direct impact on an organizational effectiveness and employee performance. A thorough understanding of the various leadership styles enables us to “develop our own approach and become a more effective leader” (Malos, 2012, p. 421). b. Research has shown that leadership style “influences the team members’ execution and performance, as well as motivates the team to reach the organization’s goal(s)” (Cunningham, Salomone, & Wielgus, 2015, p. 28). The leadership styles
Management and Leadership Management and leadership are two words that are considered synonymous but describe two different concepts. According to the dictionary, management is the act, manner, or practice of managing; handling, supervision, or control; leadership is the capacity or ability to lead. In many organizations, management is a job description; leadership is a positive trait. The purpose of this paper is to distinguish between the two, to look at the responsibilities that come with leadership, and make suggestions about creating and maintaining a healthy organizational culture. Management is 'the process of working with people and resources to accomplish organizational goals' (Bateman-Snell, 2003, p. 14).
Yet a manager must also plan, organize, and control. Leadership deals with the interpersonal aspects of a manager's job, whereas planning, organizing, and controlling deal with the administrative aspects (Bateman 2004). Leadership deals with change, inspiration, motivation, and influence. Management deals more with carrying out the organization's goals and maintaining stability. A manager should plan, organize, lead and control, while a leader influences people through motivation, communication, group dynamics, and discipline.
It builds strategic relationship with clients and strategically manages the development of the workforce. The second key role is administrative expert which creates and must deliver effective HR processes made to tailor business needs. It also involves managing people and HR related costs. To continue to the third key role, change agent which understands the organisations culture, and takes the responsibility to communicate those changes internally and gain its employees trust. The final key role identified by Ulrich is employee advocate which is a core in HR role represents employees and helps to improve their experience, protect employees’ interests and confirm strategic initiatives are well balanced.
The main purpose of the organization planning is used to combine objective in the organization and individual on the belief that both subordinate and superior to participate and achieve the goals. Apart from this, the organization in order want to achieve this purpose, they used a strategy to comprehensive framework for the transformation vision and mission. Balanced scorecard (BSC) make the strategy way to the organization for consistent the examination performance. Besides that, the executive of the organization are also using the balanced scorecard (BSC) to explain vision, mission and strategy to perform well in the organization. There are some views in the organizations through balanced scorecard, which are the learning and growth, financial perspective, business process perspective and customer perspective.
Full range leadership theory. Effective (FRLT) Full Range leadership theory is described as putting together of transformational and transactional models (Bass & Avolio, 1994, 1997, 1999, 2004). Transformational leadership stresses on the relationship between the leaders and subordinate and workplace situations that result to surpassing expectations. By the application of FRLT, SAHC leaders will effectively manage the MDCs facing the leadership. According to Mhoon-Walker (2013), stimulating inducement, intellectual encouragement, and customized deliberation are three features of transformational leadership utilized to motivate subordinate performance.
Personal Profile Yi- Feng Yang (2016) and Ganos and Galla (2013) state that to lead others you should know yourself very well and what leadership skill you attain. Change of leadership helps to bring up leadership trust and change commitment. Leadership models and styles are defined as trust, admiration, loyalty, respect and integrity. Originality and value in a leader show different opportunities of styles such as engaging, goal-oriented and involvement. To be precise, these leadership styles demonstrate good characteristics of a leader displaying good leadership skills.
The external leader ensures appropriate resources are available to the team, provides training and coaching opportunities, bestows rewards and recognition and, ultimately, directly influences whether the team is allowed the empowerment it needs to accomplish its goals. Leadership Jones, 1993 The characteristics that are espoused to support team effectiveness reside with the external leader of the team. When team leaders delegate responsibility, ask for and use employee input and enhance team members' senses of personal control, the team members are more likely to experience meaning and impact in their work Cohesiveness / team relationship (Pelled et al., 1999) Cohesiveness/Team Relationships Cohesiveness is central to the study of groups and is largely influenced by the interpersonal relationships of group
Authentic Leadership and follower development: psychological capital, positive work climate, and gender. Journal of Leadership & Organizational Studies. 18, p.438-448.
Leading is an important process in a company. I believe if we have the trait model and behavior model, they determine what make an effective a leader. When managing a teams you must have interpersonal skills. It stated that interpersonal skills like to connect productively with others. (HBR, Be Clear About How Your Team Work).