28-09-2016, 04:22 PM
1456665371-ORGANISATIONALLEADERSHIP.pdf (Size: 1.55 MB / Downloads: 8)
INTRODUCTION:
Organizational leadership is a dual focused management
approach that works towards what is best for individuals and what
is best for a group as a whole simultaneously. It is also an attitude
and a work ethic that empowers an individual in any role to lead
from the top, middle, or bottom of an organization.
Many people consider leadership to be an art, and many consider management to be a science.
Organizational leadership is a blending of the art and the science in order to give a company direction. There
is no single doctrine outlining the rules and beliefs of this business tool, but there are several similarities no
matter what the company or goal. Learning organizational leadership doesn't require a college degree and
can be applied in a variety of diverse careers.
Organizational leadership does not mean having a boss think of a command and then watch as it is filtered
throughout the ranks. Instead, it is the ability of management to understand its employees and company
goals enough to bring everyone together. Frequently, an organization with excellent leadership will have
employees who feel that their opinions are valued and that
their work is highly important to the shared success of the
whole organization. There is no single technique to ensure
that this happens.
Every company is different, and positive leadership
recognizes that and turns it into an advantage. Utilizing teambuilding
exercises, instilling leadership development on all
levels of organization and fostering positive communication are some techniques used to promote positive
leadership. Many times, these exercises are used to fix organizations in trouble. An example would be an insurance company that is losing money, so it gives bottom-line
financial responsibilities to individual employees instead of
departments, in order to foster ownership of the company's mission.
Organizational leadership is not taught in one place but is instead
fostered over many places. Learning on the job is a great way to
prepare for a leadership role.
A corporate environment is the most common place to see organizational leadership practiced. An
office, with its bureaucracy and established goals, normally is a simple place to apply these lessons
and see measurable advances. It also is used in many other places, including human resources
departments, events planning, banking and even restaurant management. Any business with employees and
goals is a prime candidate to use these techniques.
Organizational leadership provides guidance and personnel management for a company to reach its goals.
There are a variety of ways to get to these goals and just as many personality types to see it done. By
learning in a college setting, in seminars or through on-the-job training, organizational leadership can be art
and a science that will help ensure future success.
―What makes a leader?‖ has been a key question asked throughout the organizations of this century.
Although there is a tremendous research in the subject, however no clear blueprint of effective leadership
has emerged that strongly relates to the success in variety of organizations. Effective organizational
leadership can help prioritize objectives for subordinates and can provide guidance toward achieving the
overall corporate vision.
1.2 OBJECTIVES OF THE STUDY:
1. To study in depth about the organisational leadership.
2. To study the features, roles, of the organisational leadership.
1.3 SCOPE OF THE STUDY:
In today‘s contemporary world, the organisations adopt the emerging trends in every area i.e. technical,
marketing, production, finance, trade etc. To face these changes the strong leadership with vision, mission,
goals, inspiration etc. is necessary. There are different types and theories of leadership exist in this modern
world. So there is scope to study about how to maintain the leadership style in the organization. The study of
the leadership style of the Apple‘s leader and former CEO, Steve Jobs will provide some rays about which
leadership style is necessary to retain, maintain the employees and attain the goals of the organisation.
RELEVANCE OF THE STUDY:
The present study is based on the secondary data collection. The outcome of the study will definitely useful
in the field to take appropriate leadership decisions.
The study of organisational leadership helps to understand the strategies to be implemented by various
companies. The study has relevance from the point of view of leaders as it clearly gives the picture of
leadership style.
1.5 DEFINITIONS OF LEADERSHIP:
General Electric Corporation defined,
"A leader is considered to be someone with vision and ability to articulate that vision to the team, so
vividly and powerfully that it becomes their vision".
Another text defined,
"A leader is someone who brings to the situation a clear and compelling sense of the future as well as an
understanding of the actions needed to get there successfully."
In words of George Terry,
“Leadership is an activity of influencing people to strive willingly for group objectives”.
In the words of Peter Drucker,
“Leadership is not making friends and influencing people, i.e. salesmanship. It is the
lifting of man’s vision to higher sights, the raising of man’s performance to higher
standards, the building of man’s personality beyond its normal limitations”.
Alford and Beatty defines,
“Leadership is the ability to secure desired actions from a group of followers voluntarily, without the use
of coercion”.
“A manager takes people where they want to go. A great leader takes people where they don’t necessarily
want to go but ought to.” - Rosalyn Carter
“I am looking for a lot of men who have an infinite capacity to not know what can’t be done.” - Henry
Ford
“If your actions inspire others to dream more, learn more, do more and become more, you are a
leader.” - John Quincy Adams (6th US President (1825-29), eldest son of John Adams, 2nd US
president. 1767-1848)
“The first job of a leader is to define a vision for the organization. Leadership of the capacity to translate
vision into reality.” - Warren Bennis, President, University of Cincinnati, University of Maryland
symposium, January 21, 1988
“Leadership is the art of influencing and directing people in such a way that will win their obedience,
confidence, respect and loyal cooperation in achieving common objectives.” - U. S. Air Force
There are as many definitions of leadership as there are people who have attempted to define it. Thus
defining leadership is perhaps a futile exercise since it remains open to multiple interpretations by different
individuals. However, a more rational way to comprehend leadership is to focus on a particular framework,
like an organization and try to define the expected role of a leader.
1.6 TRAITS / CHARACTERISTICS OF ORGANISATIONAL LEADERSHIP:
Thousands of articles and books have been published describing what it takes to be a superior organizational
leader. Some researchers and authors claim a superior leader possesses certain traits or abilities; others say
it's all personality. Still others maintain it's the behaviours--not necessarily the intentions or thoughts--that
are crucial. Whatever your viewpoint, it boils down to this: successful leaders share the following
characteristics or traits:
1. Mission: Leaders know what their mission is. They know why the organization exists. A superior leader
has a well thought out (often written) mission describing the purpose of the organization. That purpose
need not be esoteric or abstract, but rather descriptive, clear and understandable. Every employee should
be able to identify with the mission and strive to achieve it.
Vision: Where do you want your organization to go? A vision needs to be abstract enough to encourage
people to imagine it but concrete enough for followers to see it, understand it and be willing to climb on
board to fulfil it.
3. Goal: How is the organization going to achieve its mission and vision and how will you measure your
progress? Like a vision, goals need to be operational; that is specific and measurable. If your output and
results can't be readily measured, then it will be difficult to know if you have achieved your purpose. You
may have wasted important resources (time, money, people, and equipment) pursuing a strategy or plan
without knowing if it truly succeeded.
4. Competency: You must be seen by your advisors, stakeholders, employees, and the public as being an
expert in your field or an expert in leadership. Unless your constituents see you as highly credentialed--
either by academic degree or with specialized experience--and capable of leading your company to
success, it will be more difficult for you to be as respected, admired, or followed.
Practically speaking, not all executives immediately possess all of the characteristics that spell success.
Many leaders learn along the way with hard work. As crises and challenges arise, those at the top of the
hierarchy have key opportunities to demonstrate to others that they are in fact, qualified to be leaders. In
actuality, greater competency can be achieved as a leader gains more on-the-job experiences.
5. A strong team: Realistically, few executives possess all of the skills and
abilities necessary to demonstrate total mastery of every requisite area within the
organization. To complement the areas of weakness, a wise leader assembles
effective teams of experienced, credentialed, and capable individuals who can
supplement any voids in the leader's skill set. This ability is what sets leaders
apart from others. However, the leader needs to be willing to admit he lacks
certain abilities and go about finding trusted colleagues to complement those deficiencies. After building
the team, the entrepreneur needs to trust that team to understand issues, create solutions, and to act on
them.
6. Communication skills: It does little good to have a strong mission, vision, and goals--and even a solid
budget--if the executive cannot easily and effectively convey his ideas to the stakeholders inside and
outside of the organization. He must regularly be in touch with key individuals, by email, v-mail,
meetings, or other forms of correspondence. Of course, the best way to ensure other people receive and
understand the message is with face-to-face interactions. Getting out of the office or touring different
sites is an irreplaceable method of building rapport and sending and receiving messages. "Management By Walking Around," or MBWA, meeting employees at their workstations or conference rooms, or
joining them for lunch are just a few of the many effective approaches leaders can use to develop positive
contacts with employees.
7. Interpersonal skills: Successful entrepreneurs are comfortable relating to other people; they easily create
rapport and are at least more extroverted than they are introverted.
These factors help leaders seem approachable, likeable, and
comfortable in their position. Those qualities contribute to staff
wanting to interact with their leader. They also help motivate
employees to do a better job. When workers can relate to their
boss, they believe that their boss is more concerned about them, with their performance, and with their
output. Furthermore, they believe that they can go to their boss with problems they encounter on the job
without fearing consequences for not knowing how to resolve issues. Not all entrepreneurs are adept at
interpersonal skills. Those that aren't might find it helpful to take a course, choose a mentor or locate a
therapist to help them build interpersonal skills. The intangible cost is too high to not improve these
abilities. In addition, here's where a strong team comes into play. The less experienced leader who is still
learning these skills can rely on the team to get out and to "press the flesh," interact with employees, and
spread a positive attitude to help develop morale.
8. A "can do, get it done" attitude: Nothing builds a picture of success more than achievement, and
achievement is the number one factor that motivates just about everyone across all cultures. When
employees see that their boss can lead and direct, has a clear vision and attainable goals, and actually
gains results in a timely manner, then that person's credibility increases throughout the organization.
Entrepreneurs must modestly demonstrate their skills to give their constituents valid reasons to appreciate
and value their efforts.
9. Inspiration: Quite often, employees need someone to look up
to for direction, guidance, and motivation. The entrepreneur
needs to be that person. Hopefully, Human Resources have
hired self-motivated individuals. Nevertheless, there are
times, when many employees need the boss to inspire them by
word or action. Employees need someone to look up to, admire, and follow. Even when the production or
delivery of services looks like "it is all going well," the leader may at times need to step in personally to
offer a suggestion or encouragement to ensure that employees perform their jobs in an optimal manner.
. Ambition: Resting on your laurels is bad for employee morale and entrepreneurial credibility.
Employees need to be constantly striving for improvement and success; and they need to see the same
and more in their leaders. When the boss is seen as someone who works to attain increasingly higher
goals, employees will be impressed and more willing to mirror that behaviour. It's a win-win for
everyone.
11. Credibility: Credibility is single most important quality of a good leader; it is the foundation. A
foundation that is built with honesty, integrity, and self-discipline. Employees look up the leaders as the
role models, or simply the person who brings meaning to their daily job. If the leaders can‘t practice the
solid values they preach, their ideas will be shrugged off, or simply be obeyed because of their authority.
Every leader must realize that employees are constantly observing and analysing their actions, evaluating
consistency between their work and their deeds, judging their integrity. Leaders must exercise selfdiscipline
by suppressing their own personal egos or emotions and by taking appropriate actions.
12. Long lasting relationships: In today‘s era on communication, relationships are not only important but
crucial. Opinion of every person counts, since it‘s so easy to post one‘s
opinion about a corporate leadership on the web and others to search it.
Many of the leaders don‘t realize the power of internet and its influence
on not only politics but also on corporate. A leader‘s job is not only
limited to planning, creating strategies and organizational structure, but
to make sure that they are establishing the kind of personal relationships
that employees wish to seek. Employees must find their leaders accessible, they like to hear from them
first hand rather than through their managers. The open door policy should not be used as a mere buzz
word.
The basic message in this article is that you as the owner/entrepreneur need to "be out there" for your
employees. Continually demonstrate to them why and how you earned the position you now hold.
Communicate with them using any of a variety of methods that show them you are worthy of being
followed. Make that process inspiring and positive and you can almost guarantee that your results will be
consistent with your efforts.