The paper “ The Manner in Which the Role of Leadership Has Changed over Time ” is an intriguing example of the case study on management. Organizations in any form and size require proper leadership to bring the change through which business objectives can be achieved. The success of an organization is largely dependent on the dependable and apposite leadership trait which is demonstrated within the organization. Leaders aspires people to change so that the objectives or the goals which have been determined can be achieved (Barney, 2001). It is stated that leadership was a process that not only influenced employees but also brought about a change in the attitude and behavior of the leader to facilitate the change within the organization.
It has been defined as many scholars as a process where the Leader plans, directs, and guides people to accomplish the desired objectives (Bass, 2005). With the passage of time and development of technology and advancement in all areas, the role of the leader has vastly changed and looks to include different areas. This has thereby broadened the horizon of leadership and covers different areas that have forced to bring about a required change in behavior so that the different aspects through which the goals can be achieved can be understood. This paper looks to examine the manner in which the role of leadership has changed over time.
The change has been primarily due to the changes that the globalized environment has witnessed which have forced leaders to bring a complete transformation and change in carrying out the different activities. To understand the changing role the paper also analyzes the leadership traits and characteristics of Ratan Tata who was the chairman of Tata Motors.
This will help to understand the manner in which different leadership traits got changed in the global environment and will provide an important view and understanding of the manner the globalized environment influenced the working culture. The prime reason for choosing Ratan
Ashmos, D., Duchon, D., McDaniel, R., & Huonker, J. (2002). What a mess! Participation as a simple managerial rule to ‘complexify’ organizations. Journal of Management Studies, 39: 191-206.
Awamleh, R., & Gardner, W. (1999). Perceptions of leaders charisma and effectiveness: The effects of vision content, delivery, and organizational performance. Leadership Quarterly, 10: 345-373.
Bandura, A. (2001). Social cognitive theory: An agentic perspective. Annual Review of Psychology, 52: 1-16.
Barney, J. (2001). Firm resources and sustained competitive advantage. Journal of Management, 17: 99-120.
Bass, B.M. (2005). Leadership and performance beyond expectations. New York: Free Press.
Bass, B.M., & Avolio, B.J. (1993). Transformational leadership: A response to critiques. In M. Chemers & R. Ayman (Eds.), Leadership theory and research: Perspectives and directions. San Diego, CA: Academic Press.
Bligh, M., Kohles, J., & Meindl, J. (2004). Charisma under crisis: Presidential leadership, rhetoric, and media responses before and after the September 11th terrorist attacks. The Leadership Quarterly, 15 (April): 211-239.
Boal, K., & Hooijberg, R. (2000). Strategic leadership research: Moving on. Leadership Quarterly, 11: 515-549.
Das, T.K. (2003). Strategy and time: Really recognizing the future. In H. Tsoukas, & J. Shepherd (Eds.), Managing the future: Foresight in the knowledge economy. Oxford, England: Blackwell.
Eisehnardt, K.M. (2009). Making fast strategic decisions in high-velocity environments. Academy of Management Journal, 32: 543-576.
Elbanna, S., & Child, J. (2007). The influence of decision, environmental and firm characteristics on the rationality of strategic decision-making. Journal of Management Studies, 44: 561-591.
Hazy, J. (2007). Computer models of leadership: Foundations for a new discipline or meaningless diversion? Leadership Quarterly, 18: 391-410.
Jackson, S., & Dutton, J. (2008). Discerning threats and opportunities. Administrative Science Quarterly, 33: 370-387.
Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31: 386-408.
Judge, T., Piccolo, R., & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89: 36-51.
Kaiser, R., Hogan, R., & Craig, S.B. (2008). Leadership and the fate of organizations. American Psychologist, 63, Feb-March: 96-110.
Kirkpatrick, S., & Locke, E. (1996). Direct and indirect effects of three charismatic leadership components on performance and attitudes. Journal of Applied Psychology, 81: 36-51.
Luthans, F., Youssef, C., & Avolio, B. (2007). Psychological capital: Developing the human competitive edge. USA: Oxford University Press.
Miner, J.B. (2005). Organizational behavior I: Essential theories of motivation and leadership. Armonk, NY: M.E. Sharpe.
Mumford, M., Zaccaro, S., Harding, F., Jacobs, T.O., & Fleishman, E.A. (2000). Leadership skills for a changing world: solving complex social problems. Leadership Quarterly, 11: 11-35.