Themes Derived From Leadership And Organised Culture Management Essay

This leading undertaking under deductive method purposes to analyze a leading manner / theory through reappraisal of modern-day diaries and derive theoretical statements, compare those statements with a modern organisation to derive decisions. Conduct a ego reappraisal based on those theories, place development demands and derive action programs.

Aim of this study:

To derive theoretical cognition about a atom leading manners and its features.

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To understand the impact of that leading in an organisational apparatus through comparing it with a modern organisation.

To analyse ego, based on the theoretical statement and addition lucidity on strengths and countries for ego betterment.

For this intent, the study has coined magnetic leading manner as the nucleus construct and compared the theoretical statements with a company: Virgin ( Richard Branson leading ) and derived decision and countries for ego betterment.

PART – Angstrom ( Prediction )

REVIEW OF CONTEMPORARY LITERATURE:

Leadership:

The survey on leading has been given importance from the beginning of human civilisation. The construct of leading and followings were mentioned in Egyptian hieroglyphics which was written 5000 old ages ago. Practically leading is a complex topic, there are many on new constructs and theory originating about assorted leading manners. But, Leadership is one of the most ascertained and least understood phenomena on Earth. “ Neither in common idiom nor in the literature on the topic, is at that place consensus about the kernel of leading or the agencies by which it can be identified, achieved or measured ” . Source 1: Paul, J. , ( 2002 ) , The mutableness of personal appeal in Leadership research, Journal of Management history. Beginning 2 Julia Connell, 2003, Leaderships: International Journal of Organizational Behavior.

Inspire of these facts, understanding and analysing leading has proven to be of import in the current organisational scenario. Leadership is considered to be an built-in portion of organisational growing. Leadership and organisational civilization are the two sides of the same coin. In an organisation, leader has the important function in creative activity and pull offing organisational civilization throughout their organisational growing. In an organisation, organisational clime are sometimes named as the secondary mechanism and they are the contemplation and manifestation of cultural values driven from the leader. Source 1: Nor Hazana, ( 2002 ) , The Influence Of Leadership On Organizational Culture And Its Effectss On Knowledge Management Initiative.

Leadership and direction:

It is quiet hard to distinguish leading with direction. Great directors discover what is alone about each individual and so capitalise on itaˆ¦.This is precisely the antonym so what great leaders do. Great leaders detect what is cosmopolitan and capitalise on it. To merely set, directors plan, allocate resources, administer and control, where as leader innovate, communicate and motivate. A leader has a vision and have bravery to make right things but a director is all about making things right even during hazard. Leaderships make civilization and directors live within that civilization. Both leading and direction are required for an organisation. Source 1: Kelloway, E. K. , Barling, J. , Kelley, E. , Comtois, J. , Gatien, B. , ( 2003 ) “ Distant Leadership ” , Leadership & A ; Organization. Beginning 2: Gill, R. , 2006, Theory and pattern of leading. Leadership & A ; Organization

Subjects derived:

Based on the reappraisal it could be understood that the Leader is with vision. The leader has the bravery to make the right thing. He/she is responsible for making the civilization of an organisation.

Leadership and organisational civilization:

Culture of an organisation is the manner people in an organisation behave. Many writers have characterized civilization as something to make with people and the manner or the alone qualities of an organisation. The manner the things are done or the expressive non-rational qualities of people in an organisation. In general, civilization is passed through within a specific group during the procedure of socialisation, this is done through communicating of cardinal symbol, thoughts, cognition and values between persons from one coevals to the following. Beginning 1: Siew Kim Jean Lee and Kelvin Yu, ( 2001 ) , Corporate civilization and organisational public presentation, Journal of Organizational Change Management. Beginning 2: Fischer, R. , ( 2009 ) , An Outline of a Multilevel Research Process for Measuring Culture as a Shared Meaning System, International Journal of Cross Cultural Management.

“ Effective organisations require both tactical and strategic thought every bit good as civilization edifice by its leaders. Strategic believing helps to make and construct the vision of an bureau ‘s hereafter. The vision can emerge and travel frontward as the leader constructs a civilization that is dedicated to back uping that vision. The civilization is the scene within which the vision takes clasp. In bend, the vision may besides find the features of the organisation ‘s civilization. ” Thus organisational civilization and leading are intertwined, during the procedure of organizing an organisation, the proprietor or the laminitis implants his/her believes and valleies in the sense the laminitis creates and shapes the civilization of the organisation. However, “ as the organisation develops and clip base on ballss, the created civilization of the organisation exerts an influence on the leader and shapes the actions and manner of the leader. ” Therefore, one time the civilization becomes the built-in portion of the organisation, the leader ‘s thought, experiencing and response is modulated by the civilization. Beginning: Ogbonna, E. , & A ; Lloyd C. Harris, ( 2000 ) , Leadership manner, organisational civilization and public presentation: empirical grounds from UK companies, International diary of Human Resource Management.

A strong organisational civilization will act upon the public presentation of the organisation. Harmonizing to the research conducted on the relationship between civilization and the public presentation of the organisation among Singapore companies, it was found that strong civilization influenced the public presentation of the company. Furthermore, cultural elements which distinguish companies from each other were besides traced to be related to the public presentation of each company. Beginning: Lee, S. , K. , J. , & A ; Yu, K. , ( 2003 ) , Corporate civilization and organisational public presentation, Journal of Managerial Psychology.

Subjects derived:

Based on the survey it is understood that the leader builds the civilization of the organisation. He/she implants his/her ain believes and values in the organisation. But one time the organisation grows the civilization of the organisation influence and shapes the leader. Furthermore, the organisational civilization has a direct nexus to the public presentation of the company.

Charismatic leader:

Charismatic leading is a noteworthy leading manner traced from ancient history. “ Charisma is the ability to do person else behaves in a peculiar manner because of personality ” . This definition focuses on the function of the followings as the curtail beginning of strength to the leader. Beginning: Ball, K. , & A ; Carter, C. , ( 2002 ) , “ The magnetic regard: mundane leading patterns of the ‘new ‘ director ” , Management Decision.

There are assorted readings to depict the significance of personal appeal like one here where, personal appeal is the pure signifier of authorization based on the gift of godly grace. The Bible has assorted lettering of personal appeal where many characters had magnetic qualities which was said to be the gift from the Holy Spirit. Beginning 1: Paul, J. , Dan, L. , Howell, J. , P. , Dorfman, P. , W. , ( 2002 ) , The mutableness of personal appeal in leading research, Journal of Management History.

The new schools of leading positions Charisma that does non necessitate followings to comprehend the leaders to hold extraordinary qualities but these theories tend to stress a leaser ‘s vision and values, acting exceptionally, taking hazard, function mold and demoing assurance in and esteem for followings and motor rousing leader behaviour. Charismatic behaviour in a leader would include showing an idealised vision, utilizing unconventional schemes, realistically measuring the environment, jointing their motive to take, prosecute in model behaviour, and moving as agent for extremist alteration. Beginning 1: Paul, J. , Dan, L. , Howell, J. , P. , Dorfman, P. , W. , ( 2002 ) , The mutableness of personal appeal in leading research, Journal of Management History.

Subjects derived:

The ability to act upon person to act in a mode because of personality. Followings curtail beginning of strength to leader. The leader has a vision, values and behaves exceptionally, has regard for followings. He is a incentive, agent for alteration.

Charismatic leader & A ; follower relationship:

A magnetic leader develops a strong bondage with their followings. The followings get inspired with their leader and see them to be the function theoretical account and exhibit committedness towards their organisation.

Harmonizing to the survey conducted by McCann, J. A. J. , Langford, P.H. , Rawlings, R.M. , among 178 followings in relation to 29 leaders in 17 organisations, utilizing the form predicted by Behling and McFillen ( 1996 ) as mentioned in the ( figure-1 ) below, it was found that there is a strong nexus between magnetic leading and follower awe and between followings inspiration and affectional committedness.

Harmonizing to the theoretical account, there are three sets of variables: leader behaviours, follower beliefs, and follower responses. As we have discussed earlier about the leader behaviour, the focal point is now on follower ‘s response to the behaviour. Follower ‘s inspiration, Awe, authorization in response to the leading behaviour is the cardinal stairss to show the existent impact of the leader over his followings and their public presentation.

In return the followers trust the leader and derive strength from the esteem of the leader. The followings believe that the propose and the end of the organisation can be achieved and therefore work with great committedness.

Figure – 1

( The Syncretical Model of Charismatic Transformational Leadership, Behling and McFillen ( 1996 ) , Group & A ; Organization Management diary ) .

Subjects derived:

Harmonizing to the survey the leader has strong nexus between the leader and the follower. The follower believes the leader. Follower responds with high attempt, high committedness and willing to take hazard.

Charismatic leader and organisational alteration:

Change is inevitable, a magnetic leader is a flexible individual who non merely adapts to alterations in the organisation but besides influence their followings to accept alteration and pattern it. “ Followings who rated their leaders as charismatic besides reported being unfastened and accepting of the alterations happening in their organisation, attitude toward organisational alteration and subsequent results. ” “ Further, these leaders cause followings to go extremely committed to both the leader ‘s and organisation ‘s mission and to execute above and beyond the call of responsibility. ” Beginning 1: McCann, J. A. J. , Langford, P.H. , Rawlings, R.M, ( 2006 ) , Testing Behling and McFillen ‘s Syncretical Model of Charismatic Transformational Leadership, Group & A ; Organization Management diary. Beginning 2: Ball, K. , & A ; Carter, C. , ( 2002 ) , “ The magnetic regard: mundane leading patterns of the ‘new ‘ director ” , Management Decision.

Harmonizing to the survey conducted by Groves, K.S. , on Associating Leader Skills, Follower Attitudes, and Contextual Variables via an Integrated Model of Charismatic Leadership, the consequences suggest that magnetic leading behaviours, including the ability to strongly joint an inspiring vision and communicate to followers a sense of ownership of the vision, may impact followings ‘ openness to organisational alteration and perceptual experiences of leading effectivity. Beginning: Groves, K.S. , ( 2005 ) , on Associating Leader Skills, Follower Attitudes, and Contextual Variables via an Integrated Model of Charismatic Leadership, Journal of Management.

Subjects derived:

Therefore it is apparent that the magnetic leaders non merely act upon their followings towards his purposes and aims but besides prepares them to accept alterations accruing in the organisation.

Charismatic leader and organisational growing:

The Charismatic leading focuses on the behaviour and features of the leader ‘s ability to take the organisation towards the growing or alteration. The leader exhibits those values to his followings which will actuate them to work hard, therefore act uponing the growing of the organisation. “ The magnetic feature of a leader motivates to develop different ways in order to enable their followings to work efficaciously for the organisation ” . Leaderships being extremely magnetic motivate their followings to carry through the organisational ends successfully instead than their ain aims by altering the demands, demands, values and aspirations of their followings in a methodological manner. Thus the members of the organisation give away their self involvement and strive to construct the organisation. Beginning: Inglis, L. , Cary, D. , Freeman, S. , ( 2006 ) , Leading humanistic disciplines organisation, Monash University Business and economic sciences diary.

Harmonizing to Gilbert & A ; Matviuk, “ As both leader and follower are involved in the procedure, a transformational procedure occurs non merely in the interpersonal relationship but besides within the organisation. This sense of committedness to the bigger image and the common regard and support become the binding that produces growing and organisational effectivity. ” Beginning: Gilbert & A ; Matviuk, ( 2008 ) , The Symbiotic Nature of the Leader-Follower relationship and Its Impact on Organizational Effectiveness, Academic leading diary.

Subjects derived:

Therefore the theory depicts that the behavioural and features of the leader leads the organisation towards the growing. The followings forget their self-interest and contribute towards the common aims.

Negative effects of magnetic leading:

Every leader expose a positive behaviour every bit good as some negative behaviour therefore their leading manner. In malice of assorted benefits of the magnetic leading there is dark side which creates negative impact on associated variables.

The overall purpose to research the negative effect of magnetic leading is derived from the past experiences with leaders like – Hitler, Manson, Osama Bin laden. “ Charismatic leading procedures may go forth infinite for persuasion and use procedures between leaders and the led, and ethical inquiries refering its nature may, therefore, be of relevancy. ” In other words, it is said that societal histrions use feeling direction through which they create and maintain individuality as magnetic leaders. It is besides said it can take to “ pull stringsing an country of control for personal addition at the follower ‘s disbursal ” . The 1 who suffers is certain to be the terminal clients and the people who are blamed as the consequence of use are followings / employees who are rendering terminal service. Source 1: Iiris Aaltio-Marjosola & A ;

Takala, T. , ( 2000 ) , Charismatic leading, use and the complexness of organisational life, Journal of Workplace Learning: Employee Reding Today. Beginning 2: Arlene Harvey, ( 2001 ) , A dramaturgical analysis of magnetic leader discourse, Journal of organisational alteration direction.

In modern universe personal appeal is influenced by advertisement and phase direction instead than with personal and self-generated context of magnetic leading. There is big opportunity for pull stringsing a leader ‘s leading manner ; this is called “ pseudo personal appeal ” . Harmonizing to the Hagiographas of Tuomo ( 2006 ) “ the magnetic leading can certainly be a vehicle of good direction, but this demands good prima patterns and a witting attempt on the leader ‘s portion, but it requires an attempt on the portion of the followings as good ” . With mention to the history of Germany and Russia, he finds there is a high strength of emotional tie between the leader and his followings might take to risky misguidance by the leader. Therefore, organisation faces a challenge of maintaining a cheque and balance mechanism avoiding unethical codification of behavior. Beginning: Tuomo, T. , ( 2006 ) , “ How to be an effectual magnetic leader: lessons for leading development ” , Development & A ; Learning in Organizations.

The magnetic leading is based on the strong support of the followings so they are really likely to defy non-conformism and take stairss to extinguish it. Since his followings trust that their job will be solved exhaustively by depending on their leader. The leader ‘s discretional action in this context might be good or harmful for the organisation public presentation. Source 1: Odom, L. , & A ; Green, M.T. , ( 2003 ) , “ Law and the moralss of magnetic leading ” , Leadership & A ; Organization Development Journal.

As the leader had the strong clasp on the followings, they could develop an unhealthy dependence on the leader ; easy they might lose their ain ability for independent action. The desire to delight the leader may besides be seen as an duty. Against the statement, Leaders values, beliefs and self concept can convey alterations in the organisation “ Charismatic leaders might non be ever interested in conveying alteration to the organisation instead they can be interested in their ain benefits ensuing in organisation devastation. ” Beginning: Inglis, L. , Cary, D. , Freeman, S. , ( 2006 ) , Leading humanistic disciplines organisation, Monash University Business and economic sciences diary. Beginning 2: Takala, Tuomo ( 2005 ) , Charismatic Leadership and Power, Problems & A ; Perspectives in Management, 2005

Subjects derived:

The magnetic leader may carry and pull strings his followings and terminal clients. With the emotional tie with the followings, the leader might mislead. The leaders are really likely to raise non-conformism. The leader ‘s action can be beneficiary or every bit good harmful. The dependence of the followings can impact their ability to move independently.

PART – B ( Observation )

Leadership at Virgin

The 2nd portion of the assignment aims at application of the leading theoretical construct ( subjects ) derived through reappraisal of literature to a modern organisation and derive decision based on the grounds of those constructs or subjects.

Therefore, an UK based company called Virgin has been chosen. Effort has been taken in order to follow Charismatic leading manner in twenty-four hours today operation of the organisation.

Company Overview:

Virgin is the top most branded venture capital organisation and good known trade name. It ‘s celebrated for its alone diversified concern entities. The company was started in 1970 by a airy enterpriser, Sir. Richard Branson, Virgin group has grown its concern from nomadic telephones to transit, travel, finance services, music, media, Retail shops, books, vacations, and fitness up to infinite trips which Virgin is presently puting on. Virgin owns more than 200 branded companies worldwide with its employee strength about 50,000 in 29 states. Its gross was calculated to transcend ?11 billion ( approx. US $ 17 billion ) in the twelvemonth 2008. Beginning: Official website – Virgin group, www.Virgin.com.

Virgin has no official central office as such, each concern unit in Virgin groups map as independently. They are empowered to run their ain personal businesss, yet the companies help one another, and solutions to jobs frequently come from within the Group someplace. ” Virgin maps with a minimum direction hierarchy and a bantam board.

Influence of the Leader in the organisation ( Virgin ) :

Influence of the Leadership manner in the organisation ( Virgin ) :

Organizational influence on the Leader

Negative influence of the leading manner

PART – 3

Self Analysis:

Harmonizing to Daniel Goleman ( 1998 ) ,

all leaders have a high grade of emotional intelligence. He accepts that IQ and proficient accomplishments are of import, but stresses the demand for leaders to hold this extra factor if they are to win. His research highlighted how cognitive accomplishments such as

large image thought and long term vision were critical ingredients for effectual leading, nevertheless the 3rd component of emotional intelligence was more of import

as the individual moved further up the hierarchy within the administration. The five elements of emotional intelligence that he defined were self consciousness, ego

ordinance, motive, empathy and societal accomplishment. Therefore, a leader needs to see his/her strengths and personal manner in each of these nucleus countries in order to understand their ain degree of emotional intelligence every bit good as that of others.

Self analysis through 360 degree assessment.

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