The paper "To What Extent Do Leaders Influence Organisational Effectiveness" is a perfect example of management coursework. In the present era of swift changes within the political, economic, and social environment, leadership has emerged more vital than ever (Krishnan, 2005). A majority of organizational theorists concur that effectual leadership is a key contributor to organizational success. The paradigm shift in the conventional concept of leadership from status quo type of leadership to transformational leadership has influenced organizational effectiveness massively. Organizations are experiencing superior performance through the transformation of followers’ motives, attitudes, and values (Bass, 1998).
The flexible leadership theory explicates how leaders can influence not merely the financial performance of an organization but also the overall effectiveness of the organization. Successful organizations are deeply rooted in ineffective leadership. As Yukl (2008) asserts, the key determinants of organizational effectual performance include adaptation, human capital, and efficiency. A broad array of leadership behaviors, structural forms, external initiatives, and management programs are vital in influencing these performance elements. Leaders are central to the organization because they compel a vision, remain consistent in pursuing organizational goals, communicate clearly and concisely, build teams, and keep a solid track of organization’ s performance accomplishments (Bohn, 2002).
In a general view, leaders, or behavioral conducts of leaders have a direct affiliation to the overall perceptions of an organization’ s effectiveness or how an organization is expected to perform. This essay endeavors at giving deep insight into the extent to which leaders influence organizational effectiveness. There exists a close relationship between leadership strategies, leadership influence on other people, and the effectiveness of leadership role. The impact of leadership on other people has vast significance in comprehending with organizational culture as well as the role of expectations and norms in organizational effectiveness.
Leadership and culture work in collaboration to steer organizational performance in specific and organizational effectiveness in general. As Popa (2012) establishes, successful organizations are deeply rooted in ineffective leadership and organizational culture. The two elements of leadership and organizational culture are interrelated. To begin with, as Shiva and Suar (2010) expound, an organization reflects the beliefs and values of its founding fathers, which shape the organization’ s cultural traits. With time, as the organization evolves and culture develops, the new culture shapes the leaders and influences their actions, who in turn influence their followers(Bohn, 2002).
Moreover, leaders tend to shape how people within their organizations act and think. They act as role models, thus employees view them as such and always look around to confirm whether the leaders’ behavior is consistent with organizational adopted philosophy, norms, and values. Additionally, leaders can transform or create organizational cultures with the aim of delivering high quality, effectual services (Hatch, 2000; Weese, 1996). According to Schein (2004), leaders embed and transmit a culture that they perceive effectual in enhancing organizational performance and effectiveness.
Subsequent to the adoption of this culture, leaders set the environment within which members of an organization strive for excellence and work in unity to attain the set organizational goals. In this context, leaders are perceived as influencing the organizational culture, thus influencing the continuing effectiveness of an organization.