Essays on People Organisations and Leadership Case Study

Download full paperFile format: .doc, available for editing

The paper "People Organisations and Leadership" is a great example of a Management Case Study. Leadership has a great impact on organizational performance. It has been proved that leaders who have emotional intelligence outperform their peers in organization management (Adair, 2010). The main types of leadership styles are coercive, authoritative, affiliative, democratic, pacesetting, and coaching (Timothy & Ronald, 2004). Each type of leadership has its strengths and weakness. At Ecological, the type of leadership practiced is democratic. Sally can be described as a democratic leader whose style of operation is through consensus.

The employees participate in decision making and act on what they see best for the company. As seen in the case, she trusts each employee in decision making and only asks for her consultation where necessary. Employees can make their decision on the ecological provided they are in line with the organization's goal (Dym & Hutson, 2005). The freedom accorded to the employees enables them to make major decisions without the need to consult her. The work is done as a team where everyone has to give input. Democratic leadership is meant to get the best output from the employees.

A democratic leader such as Sally utilizes two-way communications. This is between the leader and the subordinates. She is seen to use a friendly approach in communicating with the subordinates. Through this, it is possible to outline the tasks, decisions, and other procedures effectively (Chen & Silverthorne, 2005). Strengths This type of leadership reduces office politics which in most cases affects the working environment. The fact that all employees contribute their ideas makes it hard for office politics. In the case of Ecological, all employees have different ideas that are debated in the meeting. There is also a reduction in the communication gap.

The frequent communication between the leader and subordinates reduces the fear of rejection. The subordinates do not fear the leader making them freer to give their inputs. In a leadership style where the employees fear the leader, contributing becomes almost impossible (Visagie et al. 2011). Democratic leadership ensures that there is a positive working environment (Mosadegh & Yarmohammadian, 2006). All the employees irrespective of their position have a fair amount of tasks to accomplish.

This makes the working environment to be more enjoyable. At Ecological, all employees are given a fair responsibility. Each of the members in the organization is fully involved in a fair share of work. Teamwork is an advantage in democratic leadership (Hirtz, Murray & Riordan, 2007). This involves all members coming together and giving their inputs. When ideas are put together, there is a possibility to reap more benefits. In the Ecological, all members contribute during the meetings. Team performance in democratic leadership is strong and consistent.

The style utilizes what the subordinates say and the final say by the leader to come up with the best approach. This makes it possible for a democratic leader to manage the team in different situations. What the leader says is able to solve any disagreement that may occur. For example, when the idea is turned down by Dane rudely, Sally is able to resolve the issues by promising to talk later. Democratic leadership enables increased employee turnover. The employees are able to feel empowered at work and hence value their jobs (Kellerman, 2007).

In the case of Ecological, employees are motivated to work for the company.

References

Adair, J. E. 2010, Develop your leadership skills, Philadelphia, Kogan Page

Belassi, W., Kondra, A. Z., & Icmeli T. O. 2007, ‘New Product Development Projects: The Effects of Organizational Culture,’ Project Management Journal, Vol.38, no. 4, pp. 12- 24.

Brown, C. J. 2008, ‘A comprehensive organisational model for the effective management of project management,’ South African Journal of Business Management, Vol.39, no.3, pp. 1-10.

Bryans P. & Cronin T.P. 2005, Organisation Theory, Facts on File Inc.

Chen, J., & Silverthorne, C. 2005, ‘Leadership effectiveness, leadership style and employee readiness,’ Leadership & Organization Development Journal, Vol. 26, No. 4, pp. 280- 288.

Coetzer, G. H., & Bushe, G. R. 2006, ‘Using discrepancy theory to examine the relationship between shared cognition and group outcomes’, Team Performance Management,Vol.12, no.1, p. 155-161.

Cook, S. 2009, Building a High Performance Team Proven Techniques for Effective Team Working, Ely, IT Governance Pub.

Driskell, J., Goodwin, G., Salas, E., & O'Shea, P. 2006, ‘What makes a good team player? Personality and team effectiveness,’ Group Dynamics: Theory, Research and Practice, Vol. 10, no. 4, pp. 249-271.

Dym, B., & Hutson, H. 2005, Leadership in nonprofit organizations, Thousand Oaks, Calif, Sage Publications.

Hirtz, P. D., Murray, S. L., & Riordan, C. A. 2007, ‘The effects of leadership on quality’, Engineering Management Journal, Vol.19, No. 1, pp. 22-27.

Kaplan, S., Bradley, J. C., Luchman, J.N., & Haynes, D. 2009, ‘On the Role of Positive and Negative Affectivity in Job Performance: A Meta-Analytic Investigation,’ Journal of Applied Psychology, Vol.94, p.162-176.

Kellerman B. 2007, What Every Leader Needs to Know About Followers, Business Source Premier Database.

Latham, G.P. 2007, Work Motivation: History, Theory, Research, and Practice, Thousand Oaks, CA: Sage Publications.

Liao, H., & Chuang, A. 2004, ‘A multilevel investigation of factors influencing employee service performance and customer outcomes’, The Academy of Management Journal, Vol.47, no.1, p. 41-58.

Lyubomirsky, S., King, L., & Diener, E. 2005, ‘The Benefits of Frequent Positive Affect: Does Happiness Lead to Success?’Psychological Bulletin, Vol.131, no.1, pp.803-855.

Mosadegh Rad, A. M., & Yarmohammadian, M. H. 2006, ‘A study of relationship between managers’ leadership style and employees’ job satisfaction,’ Leadership in Health Services , Vol. 19, No. 2, pp. 11-29.

Porath, C.L., & Bateman, T.S.2006, ‘Self-Regulation: From Goal Orientation to Job Performance,’ Journal of Applied Psychology, Vol.91, no.1, 18, pp.5-192.

Timothy, A. J., & Ronald, F. P. 2004, Transformational and transactional leadership: A meta analytic test of their relative validity, Journal of Applied Psychology, Vol. 89, No. 5, pp. 755–768

Visagie, J., Herman, L & Werner, H 2011, ‘Leadership competencies for managing diversity,’ Managing Global Transitions. 9(3), p. 225-247.

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