The Work Environment: Laure J. Mullins

2.2.3 Work environment

Work environment is not just where individual perform job related tasks (Laure J.Mullins, 2005). It also include a number of factors such as location of the organization, size of the organization, work condition, nature of the job, fellow employees, the local state, and federal regulation that apply to the industry, the relationship with competitors, the relationship with the public, the managerial philosophy, the leadership style and the organization structure, any one of which may be considered the most important element by different people. Work environment can be divided in to two components namely physical and behavioral components. The physical environment consists of elements that relate to the office occupies

He makes sure that the purpose for which an organization is made is rewarded. In other words, a leader is one who is competent of moving the organization in the direction set by him which he considered in a specified way fits. While having certain leadership competencies and skills, a leader should have the ability to adapt to different leadership style and behaviors to achieve organizational goals and objectives. At the individual level, leaders who are able to convince, motivate and direct employees will often be rewarded by devotion and performance of their employees (Mosadegh and Yarmohammadian, 2006). Leadership is an essential part of the activities of management of people and directing their efforts towards the goals and objectives of the

A leader is one whose behavior guides people towards their goal achievement and the one who can give rewards to his employees, motivate their employees towards task achievement, giving incentives; give moral support so that employees put more effort to their work (Webb, 2007). Leadership is a process of relations between leaders and followers where the leader attempts to influence followers to achieve a common goal (Northouse, 2010; Yukl, 2005). According to Chen & Chen (2008), previous studies on leader ship have identified different types of leader ship styles which leaders implement in managing organizations. Among the more outstanding leadership styles are Burns (1978) transactional and transformational leadership styles. Transformational leadership emphasizes followers’ intrinsic motivation and personal development. They request to make parallel followers’ aspirations and needs with desired organizational outcomes. In so doing transformational leaders are able to encourage followers ‘commitment to the organizations and motivate them to exceed their expected performance. In many respects ,the LMX(leader member exchange) theory is in line with Vroom’s (1964) expectancy theory and Blau’s (1964) exchange