Essays on Leadership Influence on Company Market Performance Coursework

Download full paperFile format: .doc, available for editing

The paper "Leadership Influence on Company Market Performance " is a perfect example of business coursework.   The essence of leadership is only appreciable when its impacts or influences are evident. However, these impacts or influences must be desirable if some relevance is to be associated with leadership. Also, leadership is needed if there is a team that needs guidance, direction and the assistance that leadership brings. Vitally, the modern organization advocates for teamwork and thus the necessity of leadership. Now, the exercise of marketing is one activity that is literally unachievable with the efforts of one individual, yet teamwork will surely get the work done.

It will be important to mention that marketing is a philosophy of business that challenges business concept. The business concept in question here is leadership, more precisely, marketing team leadership. Marketing t is a tool that emphasizes institutional effectiveness in creation, delivery and communication of client value if organization goals are to be realized. Therefore, be it segmentation, targeting or positioning, all marketing concepts commonly rely on effective leadership. Impact of Leadership A point to note is that organizations and business companies set the leadership to head different departments of divisions for particular reasons.

One general aim is to achieve some set mission, objectives, values or goals by which the company operates. This one alone evidences the fact that leadership is vital and the establishment of such has the positive impact of keeping the organization a clear focus on things needed to be done. The idea is to create a minimum level of tolerance for unacceptable employee behaviour. Organizations often create marketing strategies (Ferell & Hartline, 2007) in line with guidelines drawn out of the goals, missions or values.

However, these items and strategies are as a result of the leadership established. Therefore, the focus and clear perception of marketing activities and plans that leadership brings also gives the organization the aptitude to help under-performing team members to correct their wrongs. Impressions of leadership are noticeable when looking at the different styles and approaches to leadership. A leadership style may either improve deteriorating a marketing performance. Approach to leadership style centres on the actions of the leaders approaches they put into practice.

A leadership style is the combination of traits, skills, and behaviours that a leader routine in their marketing activities in relation to people led. It is important to understand that whatever impact leadership will have on marketing performance, from a broader perspective, that impacts will be of a leadership biased to sales strategies bit of the whole thing. To start with, researches posit that for a company to succeed in achieving effective marketing performance, or any other organization objective thereof, the marketing and management strategies employed should match the leader’ s style of leadership (Zen-Ruffinen & Kaynar, 2011).

For a fair comparison, an authoritative kind of leadership commands and sets clear expectations for the marketing team members in the organization. On the other hand, a democratic leadership buoys up feedback and input from leaders or the led, regarding marketing performance. Now that the base is set, one way in which leadership affect marketing performance relates to linking job performance to valued rewards. This is really transactional leadership, which also has to do with ensuring that the marketing team members have access to the needed resources for the marketing activity.

Basic leadership will dwell on simple subject reinforcement and a management-by-exception. However, modern leadership goes further towards more intellectual stimulation, inspiration, and facilitation of an enhanced charisma. The impact of this is the realization of a greater level of integration and interdependence, hence teamwork (Karamat, 2013), that are necessary for the new work environments as well as comprehensive competition. This, then, is not just transactional leadership anymore but rather transformational leadership which creates a strategic vision communicates that vision by framing and modelling it by walking the talk.

It is complemented by consistent leadership style, act and behaviour, to shape commitment towards the said vision. Durham et al. (1997) postulate that desirable marketing performance is achieved when with transformative leadership.

References

Blatt, R., & Camden, C. T. (2007). In J. E. Dutton & B. R. Ragins (Eds.), Exploring positive relationships at work: Building a theoretical and research foundation (pp. 242-264). New York, NY: Lawrence Erlbaum.

Brower, H. H., Schoorman, F. D., & Tan, H. H. (2000). A model of relational leadership: The integration of trust and leader-member exchange. The Leadership Quarterly, 11(2), 227-250.

Chen, G. M. and Starosta, W. J. (2000). The development and validation of the intercultural communication sensitivity scale. Human Communication, 3(1).

Durham, C.C., Knight, D., & Locke, E.A. (1997). Effects of leader role, team-set goal difficulty, efficacy and tactics on team effectiveness. Organizational Behaviour and Human Decision Processes, 72, 203-231.

Ferell, O. C. and Hartline, M. (2007). Marketing Strategy. Stamford, CT: Cengage Learning.

Henningsen, M. L. M. & Valde, K. S. (2012). Human communication. A Publication of the Pacific and Asian Communication Association. 15(2).

Karamat, A. U. (2013). Impact of Leadership on Organizational Performance: A Case Study of D&R Cambric Communication. Finland: Vaasa University of Applied Sciences.

March, A. A. (2011). Communication and interpersonal relationships: The Attention Factor, 212(1).

Richard, A. and John, W. (2008). A political economy of the Middle East. Boulder: Westview Press.

Robbins, S. P. (2000). Managing today! Englewood Cliffs, NJ: Prentice Hall.

Rosenberg, I. (2001). Forming and Leading Powerful Teams. Texas: Frontier Associates, Inc.

Stein, G. (2010). Managing People and Organizations: Peter Drucker's Legacy. Bingley: Emerald Group Publishing.

Whetten, D. A. and Cameron, K. S. (2002). Developing management skills. Upper Saddle River, NJ: Prentice-Hall.

Wilmot, W. W. and Hocker, J. (2011). Interpersonal conflict. New York: McGraw-Hill.

Zen-Ruffinen, B and Kaynar, S. (2011). Business leadership in the Arab World. Los Angeles: Korn/Ferry Institute.

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