The paper “ Leadership, Organizational Performance, and Effects of Employee Turnover” is a pathetic example of the case study on management. Leadership is one of the extensively discussed aspects in business, but the definition in modern-day differs from one person to the other. This is because the term leadership has been used in various aspects like politics, academics, and social workplaces. Herord (2008) asserts that the degree to which individual exhibits leadership depends not only on their personal characteristics and abilities but also on the environmental characteristics in which they exist. Positions of leadership are established in the workplace for the sole purpose to help the organization to achieve the objectives within the larger system.
One of the factors that play a crucial role is leadership style. It is one of the essential factors in enhancing or retarding the interest and commitment of individuals in an organization (Valenti, 2008). The major objective of any organization is profit-making and the attainment of maturity status. In the pursuit of these objectives, organizations allocate recourse to competing ends. In this whole process, the organization provides employment, goods, and services, and in the end contributes to societal growth (Herold, et al 2008).
It is fundamental that members of an organization contribute to organizational development. This equally depends on how the leader of an organization understands and adapts the appropriate leadership style in performing the role of the manager. Effective leadership behavior can aid in the performance of the organizations when faced with challenges. Organizational performance indicates the ability of an organization to achieve the set objectives outlined by the shareholders. The objective includes good financial results, high profit, and a large market share achievable through relevant strategy and leadership.
Organizational performance measures the strength and weaknesses of an organization in terms of profit margin and quality of the product in relation to the same industry. Understanding the merits of leadership on performance is essential because leadership is renowned to be one of the driving factors for improving a firm’ s performance.
Kotter International - The 8-Step Process for Leading Change . (n.d.). Kotter International - Innovative Strategy Implementation Professionals. Retrieved October 2, 2013, from http://www.kotterinternational.com/our-principles/changesteps
Angelis, M. R. (2007). Michael Fullan, Turnaround Leadership. Journal of Educational Change, 8(3), 287-289.
Blanchard, K. H. (2010). Leading at a higher level: Blanchard on leadership and creating high performing organizations (Rev. and expanded ed.). Upper Saddle River, N.J.: FT Press.
Burke, R. J., & Cooper, C. L. (2007). Building More Effective Organizations HR Management and Performance in Practice.. Leiden: Cambridge University Press.
Buytendijk, F. (2009). Performance leadership: the next practices to motivate your people, align stakeholders, and lead your industry. New York: McGraw-Hill.
Grill, R. (2005). Change Management--or Change Leadership?. Journal of Change Management, 3(4), 307-318.
Guy, G. R., Beaman, K. V., & Weinstein, C. (2005). Effecting change in business enterprises: current trends in change management. New York, NY: Conference Board.
Herold, D. M., Fedor, D. B., Caldwell, S., & Liu, Y. (2008). The Effects Of Transformational And Change Leadership On Employees' Commitment To A Change: A Multilevel Study.. Journal of Applied Psychology, 93(2), 346-357.
Higgs, M., & Rowland, D. (2005). All Changes Great And Small: Exploring Approaches To Change And Its Leadership. Journal of Change Management, 5(2), 121-151.
Kernighan, B., & Pike. (2009). Finding Performance Improvements. IEEE Software, 16(2), 61-65.
Kotter's 8-Step Change Model - Change Management Training from MindTools.com. (n.d.). Mind Tools - Management Training, Leadership Training and Career Training. Retrieved October 2, 2013, from http://www.mindtools.com/pages/article/newPPM_82.htm
Leadership and Organizational Performance (M.Ed.)Â |Â Graduate and Professional Programs A |Â Leadership, Policy, and Organizations A |Â Departments A |Â Peabody College of Education and Human Development A |Â Vanderbilt University. (n.d.). Peabody College of Education and Human Development A |Â Vanderbilt University. Retrieved October 3, 2013, from http://peabody.vanderbilt.edu/departments/lpo/graduate_and_professional_programs/leadership_and_organizational_performance.php
Libertella, A. F., Sora, S. A., & Natale, S. M. (2007). Affirmative Action Policy and Changing Views. Journal of Business Ethics, 74(1), 65-71.
Marlin, T. E. (2000). Process control: designing processes and control systems for dynamic perfomance (2nd ed.). Boston: McGraw-Hill.
Stanley, D. J., Meyer, J. P., & Topolnytsky, L. (2005). Employee Cynicism and Resistance To Organizational Change. Journal of Business and Psychology, 19(4), 429-459.
Valenti, A. (2008). The Sarbanes-Oxley Act Of 2002: Has It Brought About Changes In The Boards Of Large U. S. Corporations?. Journal of Business Ethics, 81(2), 401-412.