The paper ' Leadership Research and Implications for the Effective Management of People and Outcomes' is a good example of a Management Assignment. Leadership is all about aligning the people with organizational vision and mission through inspirational communication. While this may not be the only definition for leadership, existing online (Forbes, 2014) and physical forums have come up with an endless list of terms that have become synonymous with this crucial term. Most of these definitions are actually affiliated with leader’ s expected behaviors which are mainly; a sense of direction and vision, vigor in aligning employees to achieve the company’ s goals, the urge to motivate and inspire employees and finally a bid to overcome organizational challenges through strategic approaches that are agreeable with the workgroups.
While a leader may be confused with a manager, these two are separable in that managers are only concerned with the profit-making essence of an organization or what is commonly referred to as the bottom line effect. In order to understand the implications of leadership on effective management of people and desirable outcomes, researches (Bass and Bass, 2009; Benjamin and O'Reilly, 2011; Lambert et al. , 2012; Mujtaba et al. , 2013) have been set up.
The concepts and findings of various authors have been found to be worthy of the development of effective leadership skills and capabilities especially when it comes to people's motivation and achievement of an organisational set of goals. This study, therefore, looks into various literature related to leadership and the impacts that they pose on the motivation of people in a bid to achieve organizational outcomes. These outcomes may be partly profit-oriented and partly people-oriented but they majorly include high employee retention, engagement, and productivity. Leadership Research and Implications for the Effective Management of People and Outcomes Leadership Development Research has resulted in the establishment of extensive theories that are bent towards gaining a better understanding of leadership foundation (Fiedler, 1967; Stogdill, 1948).
Leadership has been found to lean towards certain physical traits, behaviors, and qualities across different cultures. It has always been cited by various organizations that leadership is significant for the sake of organizational growth (Benjamin & O'Reilly, 2011). Leadership development is an important study that is meant to prove the hell-bent belief that leaders are born (Bernard, 1926) otherwise.
In their research, Benjamin and O'Reilly (2011) investigate challenges faced by MBA graduates in their early year careers as a way of substantiating the transitional nature of leadership. These researchers identify some of the most basic challenges that leaders are faced by during their early years and how experience curves them into better leaders. The fact that leadership traits can be attained through continuous learning is a consolation to contemporary leaders who seek knowledge in the existing literature.
According to Bandura (2001), social cognitive theory on which self-characterization and subsequent attainment of quality functioning for purposes of gaining one’ s personal life pursuits is based has proven trait development as a learning process. Based on this understanding, the research by Benjamin and O'Reilly (2011) is a very important guide to upcoming leaders. Established studies have indicated that 70% of world leadership is established through development – an estimate that is worth recounting to modern leaders who have lost hope. Outstanding performances have been attributed to coaching, experience, and practice which have resulted in leadership development.
It is however evident that in order for leadership to develop effectively a person, special attention needs to be paid in the early years of a person’ s career.
Bandura, A. (2001). Social Cognitive Theory: An Agentic Perspective. Annual Review Psychology , 1-26.
Bass, B. M., & Bass, R. (2009). The Bass Handbook of Leadership: Theory, Research and Managerial Applications. New York: Simon and Schuster.
Benjamin, B., & O'Reilly, C. (2011). Becoming a Leader: Early Career Challenges Faced by MBA Graduates. Academy of Management Learning & Education , 10 (3), 452–472.
Brown, B. B. (2003). Employees’ Organizational Commitment and Their Perception of Supervisors’ Relations-Oriented and Task-Oriented Leadership Behaviors. Virginia: Virginia Polytechnic Institute and State University.
Fiedler, F. E. (1967). Theory of Leadership Effectiveness. New York: McGraw-Hill Education.
Forbes. (2014). Forbes Leadership Forum. Retrieved April 14, 2014, from http://www.forbes.com/sites/forbesleadershipforum/
House, R. J. (1996). Path Goal Theory of Leadership: Lessons, Legacy and a Reformulated Theory. Leadership Quarterly , 7 (3), 323-352.
House, R. J., & Mitchell, T. R. (1974). Path-goal Theory of Leadership. Journal of Contemporary Business , 81-97.
Kelloway, E. K., & Barling, J. (2000). What we have learned about developing transformational leaders. Leadership and Orgnisation Development Journal , 21 (7), 355-362.
Lambert, L. S., Carr, J. C., Holt, D. T., & Barelka, A. J. (2012). Forgotten but Not Gone: An Examination of Fit Between Leader Consideration and Initiating Structure Needed and Received. Journal of Applied Psychology , 97 (5), 913-930.
MacDonald, P. S. (2000). The Existential Reader. Edinburgh University Press: Edinburgh.
Molero, F., Cuadrado, I., Navas, M., & Morales, J. F. (2007). Relations and Effects of Transformational Leadership: A Comparative Analysis with Traditional Leadership Styles. The Spanish Journal of Psychology , 358-368.
Mostovicz, E. (2009). A Dynamic Theory of Leadership Development. Leadership & Organization Development Journal , 563-576.
MSG Experts. (2014). House’s Path Goal Theory. Retrieved April 15, 2014, from Management Study Guide: http://managementstudyguide.com/houses-path-goal-theory.htm
Mujtaba, B. G., Cai, H., Lian, Y., & Ping, H. (2013). Task and relationship orientation of Chinese students and managers in the automotive industry. Journal of Technology Management in China , 8 (3), 142-154.
Mutjaba, B. G., Chen, L. Y., & Yunshan, L. (2010). Leadership orientation of Chinese professionals in the automotive industry: comparing their task and relationship tendencies. Global Journal of Management and Business Research , 151-163.
Stogdill, R. (1948). Personal factors associated with leadership: A survey of the literature. Journal of Psychology , 35-71.