Essays on Effects of Leadership in Organisations Effectiveness Coursework

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The paper "Effects of Leadership in Organisation’ s Effectiveness" is a great example of management coursework.   The overall performance, growth and development of any organisation lies in the hands of its leaders. It is the responsibility of the management to set strategies corresponding to the organisation’ s goals and objectives, which guide employees in execution of duties. Therefore, productivity in any business environment is significantly affected by the leadership as well as the decisions they make. The impacts of leadership are displayed in the outcomes that gauge the performance of an organisation after a given period (Judge, Bono, Ilies & Gerhardt 2002, p. 872).

Leadership teams that produce high performance consist of individuals who understand that their mode of behaviour or manner of conduct considerably affects the general output. Hence, it is important for the management to implement the core values, rules and regulations of the organisation to set the example for effective and efficient manner of operation. The influence leaders have on their employees trickles down to the rest of the workers in how they conduct, perform and approach organisational issues (Keller 2006, p. 205).

This paper seeks to determine to what extent the management of an organisation influences its effectiveness in overall performance and productivity. With the use of leadership theories and concepts, the paper will demonstrate how leadership play a significant role in determining its growth and development. McShane and Von Glinow (2000, p. 13) state that, in the corporate world, there exists a range of definitions of a leader but it can be concluded that a leader is anybody who has the capability as well as the capacity to visualize the goals and objectives set and work towards achieving them in addition to influencing others for the same.

Statistics have shown that almost all of the most successful organisations have a leadership team that respects and uphold the organisations core values, rules and regulations in all their undertakings. Since the employees are on the lookout for their leaders’ behaviours, practices, approaches and beliefs, they learn a lot from them and carry it on to their mode of operations. Therefore, corrupt leadership will have scandalous team while a strategic leadership will influence an upright team that is ready to achieve.

It is important to note that, strategic leadership consists one of the major factors that determine the excellence of an organisation in the contemporary world. Achievement of goals is stimulated and supported by the leadership, and requires the leader to have sufficient knowledge on the strategies and approaches to be implemented for effective operations. Therefore, it can be seen that the key initiator, motivator, influencer, and implementer of organisations goals and objectives is the leadership team (Messick & Kramer 2004, p. 24). In the current competitive world, an organisation requires to have a competitive advantage to be influential in the market.

This can only be achieved through its leadership because they influence the anticipation of the future, development of strategies as well as the initiation of changes that affect the performance. Therefore, strategic and transformational leadership is an asset to the organisation and requires substantial investment by the business owners. The best companies known in the market have some unique, creative, knowledge, skills and farsighted individuals who determine the way forward to achieving great results and leave an impact in the market (Zhu, Chew, & Spangler, 2005, p.

45). Examples of such great transformational leadership in the current business market are Steve Jobs, Bill Gates, Mark Zuckerberg, Richard Branson, Sergey Brin and Larry Page. These individuals have caused ripples in their areas of operations by demonstrating distinctive leadership traits that has resulted to remarkable achievements in the society, leaving impacts in the market. Steve Jobs, the founder of Apple Inc. , started small in a garage store to manufacture computers together with Steve Wozniak, he faced many challenges but never gave up his dream in computer technology.

He was once fired from the company he started; he never turned back but continued pursuing his dreams and visions by founding another company. When Apple Inc. was struggling and about to go bankrupt, he was recalled and transformed the company to be among the most profitable company in technology field currently. His distinctive leadership traits have seen the company stand out with a competitive advantage and produce a wide range of creative gadgets such as iPads, iPhones, iPods, MacBook computer series and iTunes.

The current overwhelming smartphone technology owes him great courtesy for his influential contribution to its production. He was a visionary leader, creative, innovative as well as farsighted to identify the future market needs and work to satisfying them (Furthermore, Larsson & Vinberg 2010, p. 323). Therefore, it can be concluded that he displayed transformational leadership that was effective in the field of technology.

References

Bass, B. M., & Avolio, B. J. 1994 Improving organizational Effectiveness through Transformational Leadership. Thousand Oaks, CA: Sage.

Boehnke, K., Bontis, N. Distefano, J., & Distefano, A. 2003 Transformational Leadership: An Examination of Cross-national Differences and Similarities. Leadership and Organization Development Journal, Vol.24, no.2, pp. 5-17.

Fenwick, F. J. & Gayle, C. A. 2008 Missing Links in Understanding the Relationship between Leadership and Organizational Performance. International Business & Economics Research Journal, Vol. 7, pp. 18-25.

Humphreys, J. H., & Einstein, W. O. 2003 Nothing New under the Sun: Transformational Leadership from a Historical Perspective. Management Decision, Vol. 41, no.2, pp. 85-95.

Judge, T. A. and Ilies, R. 2002. Relationship of Personality to Performance Motivation: A meta-analytic review. Journal of Applied Psychology, Vol. 87, no.4, pp. 797-807.

Judge, T. A., Bono, J.E., Ilies, R. & Gerhardt, M.W. 2002. Personality & leadership: A Qualitative & Quantitative Review. Journal of Applied Psychology, Vol.87, no.4, pp. 765-780.

Keller, R. T. 2006 Transformational Leadership, Initiating Structure & Substitutes for Leadership: A Longitudinal Study of Research & Development Project Team Performance, Journal of Applied Psychology, Vol. 91, no.1, pp. 202-210.

Larsson, J., & Vinberg, S. 2010 Leadership behaviour in successful organisations: Universal or situation-dependent? Total Quality Management & Business Excellence, Vol. 21, no3, pp. 317-334.

Mayfield, J., & Mayfield, M. 2009 The role of leader motivating language in employee absenteeism. Journal of Business Communications, Vol.46, no.4, pp. 455 – 479.

McShane, S. L. & Von Glinow, M. A. 2000 Organizational Behavior. Burr Ridge, IL: McGraw-Hill.

Messick, D. M. & Kramer, R. M. 2004 The Psychology of Leadership: New Perspectives and Research. New Jersey: Lawrence Erlbaum Associates Publishers.

Meyer, G. D. & Heppard, K.A. 2000 Entrepreneurial Strategies: The Dominant Logic of Entrepreneurship. New York, NY: Irwin University Books.

Tarabishy, A., Solomon, G., Fernald Jr., L.W. & Sashkin, M. 2005 The Entrepreneurial Leader‟s Impact on the Organization‟s Performance in Dynamic Markets. Journal of Private Equity, Vol.8. no.4, pp. 20-29.

Zhu, W., Chew, I. K. h. & Spangler, W. D. 2005 CEO Transformational Leadership & Organizational Outcomes: The Mediating Role of Human-Capital-Enhancing Human Resource Management. The Leadership Quarterly, Vol. 16, no.1, pp. 39-52.

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