Essays on Organizational Learning Leadership Assignment

Download full paperFile format: .doc, available for editing

The paper 'Organizational Learning Leadership' is a perfect example of a Management Assignment. A manager who is an effective leader has a comparative advantage over his/her peers. Effective leadership is integral in galvanizing the support of various stakeholders like employees, shareholders, and board of directors to support a certain cause so that organizational goals can be achieved. Effective leadership is a wide concept that involves social/ interpersonal skills like persuasion, motivation, emotional intelligence, and communication skills among others. For a manager to be considered effective by convincing stakeholders and shareholders, he or she must have followers who are able to support or implement his/her propositions.

However, there is a contention about effective followership and effective leadership. The aim of this paper is to examine if effective followership is the same effective leadership. Moreover, the paper aims to explore if there is any use in distinguishing between the two. Lastly, the paper aims to show if followership is an overrated and irrelevant concept. 2.0 Effective Followership vs. Effective Leadership: Are they the same? The aim of this section is to explore what the two concepts are about.

Therefore, this implies that we will examine the definition of the two, what various literature says about them, and their application in managing people in an organization. Based on the literature the section examines the connection of the two and the existing relationship if any so as to establish if they are the same. 2.1 Concept of Effective Leadership Lucey (2008, p. 12) contrasts a manager and a leader so as to create a vivid picture of what is a leader. She notes that leaders are those people are able to initiate change and create a surrounding where change is the order of the day.

On the other hand, she views managers as those who are for stability and implementers of change. Kotter (1995, p. 60) sees a manager as one who in charge of controlling, problem-solving, and producing the short term results as per the expectations of stakeholders. On the other has and, he conceptualizes a leader as one who establishes direction by outlining a vision for the future. Moreover, this individual is able to set the strategies for attaining the vision.

In a nutshell, he sees leadership as ‘ aligning people, communicating the direction to all whose co-operation is needed’ . Pindar, Rogers, and Kim (1995, p. 65) observe that the growth of leadership in managing people has grounded on the human relations theoretical basis. The styles and attributes of a leader differ from one to another. This is tied to the power that a leader wields in the organization. A leader can be said to be autocratic/ dictator, participative/ democratic or free reign (Bolden, et al. 2003). The optimal in all the above is a leader who is able to combine all of the above styles in different scenarios.

There are those who are transformational in nature, visionary, and motivational in nature among others. Effective leadership ties with what is known as transformational leadership rather than transactional leadership. The significance of leadership in influencing employees and managers so that their synergies can be galvanized towards a common goal has been proven to be a critical process. In a nutshell, it is a shared leadership irrespective of the employee’ s position in the organization. The reason in support of stating that effective leadership is tied to transformational leadership rather than transactional leadership is summed up by the fact that transactional leadership is seen to be based on the traditional roles of a manager of controlling and organizing.

The tenet of this approach is to appeal to the self-interest of those being led (Pindur, Rogers and Kim, 1995, p. 65). What emerges from this literature as effective leadership is the ability to cope with change by inspiring and giving new sense. There are other types and attributes of leadership that encompasses effective leadership.

Consultative leadership comes into place based on the fact that the success of any organization is tied on how well the management relates to its employee. Employees are the epicenter of idea creation and implementation of the strategic management plan of an organization so as to achieve strategic positioning and market leadership (Bacal, 2012, p. 8).

References

Agboola, A.A. and Salawu, R.O. (2011). Managing Deviant Behavior and Resistance to Change. International Journal of Business and Management, 6(1), 235-242.

Bacal, R. 2012. Performance management. New York: McGraw-Hill.

Bolden, R., Gosling, J., Marturano, A. and Dennison, P. (2003). A review of leadership theory and competency frameworks. Centre for Leadership Studies, University of Exeter.

Cameron, K. (2008). Leading Change: Using Fixed Points to Navigate. Provo, UT: Leadership Excellence.

Carter, E. (2008). Successful Change Requires more than Change Management. The Journal for Quality and Participation, 31 (1), 20-23.

Cummings, G. G., MacGregor, T., Davey, M., Lee, H., Wong, C. A., Lo, E., Muise, M. & Stafford, E. (2010). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 47, 363-385.

Ford, J. D., Ford, L. W. and D’Amelio, A. (2008). Resistance to Change: The Rest of the Story. The Academy of Management Review, 33 (2), 362-377.

Frankel, A. (2008). What leadership styles should senior nurses develop? Nursing Times, 104 (35), 23-24.

Hendrickson, S. and Gray, E.J. (2012). Legitimizing Resistance to Organizational Change: A Social Work Social Justice Perspective. International Journal of Humanities and Social Science, 2(5), 50-59.

Kotter, J. P. (1995). Leading Change. Harvard Business Review, March-April 1995, 56-67.

Kotter, John P. and Schlesinger, L. A. (2008). Choosing Strategies for Change. Harvard Business Review, July-August 2008, 130-139.

Lucey, John. (2008). Why is the Failure Rate for Organizational Change so high? Management Services, Winter 2008, 10-18.

Maurer, R. (2006). 12 Steps That Can Build Support for Change. The Journal for Quality and Participation, 29 (1), 21-22.

Moon, M. Y. (2009). Making Sense of Common Sense for Change Management Buy-In. Management Decision, 47, (3), 518-532.

Ogho, A. O. (2011). Conceptualising followership: a review of the literature. Journal of leadership and organisational studies, 7 (1), 481-497.

Pindur, W., Rogers, S. E. and Kim, P. S. (1995). The history of management: a global perspective. Journal of Management History,1 (1), 59-77.

Smollan, R.K. and Sayers, J.G. (2009). Organizational Culture, Organizational Change and Emotions: A Qualitative Study. Journal of Change Management, 9(4), 435-457.

Thach, E. C., Thompson, K. J. and Morris (2006). A fresh look at followership: a model for matching followership and leadership styles. Institute of Behavioural and Applied Management, pp. 304-319. Available at: http://urbanbridgechurch.com/wp- content/uploads/2012/04/JBAM_7_3_5_Followership1.pdf.

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