Essays on Effect of Leadership on Organisational Effectiveness Coursework

Download full paperFile format: .doc, available for editing

The paper "Effect of Leadership on Organisational Effectiveness" is a good example of management coursework.   Different people in different fields define leadership differently. The leadership debate has elicited mixed debates and opinions regarding the topic and its effects on organizations. Whatever the arena that the leadership discussion is being held, a leader will always have an impact on how effective the organisation they run is. The effectiveness of any organisation reflects directly on the abilities of leaders to efficiently strategise and ensure proper implementation (Gosling, Sutherland, & Jones, 2012). The collective effectiveness of organizations in different industries in a country directly affects the economy of that country.

It is, therefore, eminent that leadership plays a crucial role in determining the effectiveness of organizations and the general status of economies in countries. Effectiveness in organisations entails a combination of resources in a manner that yields optimum results given the dynamics of operation and the organisational culture which is safeguarded and outlined by leadership (Palmisano, 2008). Effectiveness in an organisation is all about aligning company resources in terms of personnel, management systems, capabilities and cultures in an engaging atmosphere to achieve set objectives.

This essay will discuss the extent to which leaders influence the level of effectiveness in organisations (Joyner, 1990). Leadership theories that affect the effectiveness of the organisation will also be discussed in this essay. This essay will also determine the extent of the correctness of the statement that organisational effectiveness is highly dependent on leadership schemes and strategies. Leadership and effectiveness in organisations Leadership entails the ability to affect people positively towards achieving organisational goals. There are many definitions of leadership but the majority of them revolve around influencing and inspiring people to act accordingly and unleash potential necessary for achieving set goals.

A leader poses attributes that are crucial in affecting the behaviour of people in an organisation. Effective leaders have charisma and authoritative assertiveness which members of the organisation look up to in cases of crises in the organisation (Hannah, Avolio, & Luthans, 2008). An effective leader receives willing support from followers. Both leaders and followers have the intention of making real positive change given shared common objectives. Leadership has many definitions, but they all assert the role of a leader in affecting and influencing others towards a common course or purpose An effective leader has qualities of vision, wisdom, responsibility and diligence.

These qualities facilitate in decision making, mentorship and communication within and without the organisations. The leadership role also ensures that issues of the ethical standards and codes of conduct are maintained and followed according to set principles (Starratt, Langlois, & Duignan, 2010). Given the crucial essence of leadership in organisations, leadership behaviour plays a crucial role in organisations. Leadership, unlike management, is not easily replaceable or substitutable.

This means that it can only be acquired over a long period of time through keen observation training and taking participatory approaches towards it. Though it is widely agreed that leadership has an effect on organisational performance, it is difficult to determine the exact extent to which the effect is achieved (Dickson, Castañ , & Magoma, 2012). The success of a leader translates to the performance and success of an organisation well. The measurement of success and performance is viewed in profitability, market share, share prices, growth rate, and other specific goals related to that organisation.

Since the leadership portfolio is responsible for all happenings in the organisation, the methods and paradigms they apply are directly tied to these measurements of success.

References

Andersen, J. A. (2006). Leadership, personality and effectiveness. The Journal of Socio-Economics , 35 (6), 1078-1091.

Arvonen, J., & Pettersson, P. (2002). Leadership behaviours as predictors of cost and change effectiveness. Scandinavian Journal of Management , 8 (1), 101-112.

Cavazotte, F., Moreno, V., & Hickmann, M. (2012). Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance. The Leadership Quarterly, , 23 (3), 443-455.

Çetin, M., Karabay, M. E., & Nac, M. (2012). The Effects of Leadership Styles and the Communication. Procedia - Social and Behavioral Sciences , 58 (12), 227-235.

Crossan, M., Vera, D., & Nanjad, L. (2008). Transcendent leadership: Strategic leadership in dynamic environments. The Leadership Quarterly, , 19 (5), 569-581.

Dickson, M. W., Castañ, N., & Magoma, A. (2012). Conceptualizing leadership across cultures. Journal of World Business, , 47 (4), 483-492.

Gosling, J., Sutherland, I., & Jones, S. (2012). Key Concepts in Leadership. California: SAGE.

Guestr, R. H., Hersey, P., & Blancha, K. H. (2006). Organizational change through effective leadership. New Jersey: Prentice-Hall,.

Hannah, S. T., Avolio, B. J., & Luthans, F. (2008). Leadership efficacy: Review and future directions. The Leadership Quarterly , 19 (6), 669-692.

Iqbal, T. (2011). The impact of leadership styles on organizational effectiveness. Munich: GRIN Verlag.

Joyner, R. (1990). Leadership, management and the five essentials for success. New York: Morning Star Publications.

Lazonick, W., Mazzucato, M., & Tulum, Ö. (2010). Apple's changing business model. Accounting Forum .

Nelsey, L., & Brownie, S. (2012). Effective leadership, teamwork and mentoring. Collegian, Volume , 19 (4), 197-202.

Prosser, S. (2010). Effective People: Leadership and Organisation Development. Radcliffe Publishing.

Palmisano, D. J. (2008). On Leadership: ssential Principles for Success. New York: Skyhorse Publishing Inc.

Purvanova, R. K., & Bono, J. E. (2008). A leadership self-efficacy taxonomy and its relation to effective leadership. The Leadership Quarterly , 19 (5), 595-608.

Purvanova, R. K., & Bono, J. E. (2009). Transformational leadership in context: Face-to-face and virtual teams. The Leadership Quarterly , 20 (3), 343-357.

Starratt, R. J., Langlois, L., & Duignan, P. (2010). Ethical/Moral Issues in Educational Leadership. International Encyclopedia of Education ( , 717-723.

Zaccaro, S. J., & Horn, Z. N. (2003). Leadership theory and practice: Fostering an effective symbiosis. The Leadership Quarterly, , 14 (6), 769-806.

Zarrabi, F., & Vahedi, M. (2012). Alignment Between Technology Strategy And Leadership.

Procedia - Social and Behavioral Sciences , 41, 23-28.

Download full paperFile format: .doc, available for editing
Contact Us