Leadership Styles And Organizational Commitment

Running head: PEOPLE IN ORGANISATIONS
People in organisations
Name of the Student
Name of the University
Author Note

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Table of Content
Introduction................................................................................................................................2
Question 1: Structure, culture and Leadership...........................................................................2
Leadership..............................................................................................................................2
Culture....................................................................................................................................4
Structure.................................................................................................................................5
Question 2: Motivation and effective teams and presentation...................................................7
Analysing and evaluating the ways in which Phonex Group may develop effective teams
through motivation.................................................................................................................8
Identifying team development attributes that may contribute to Phonex Group’s success. 10
References................................................................................................................................13

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Introduction
This research report is a detailed analysis of how the organisation Phonex Group
manages its wellbeing at the centre of benefits strategy. The organisation has launched its
employee benefit policies with the help of the acquisition of Standard Life Assurance. The
fundamental purpose of the acquisition is to ensure that employees receive the fair benefits
and organisation maintains diversity and reduces the gender pay gap. However, to implement
the same, business is in the need of suitable structure, culture and leadership. This is
important to analyse the kind of leadership that Phonex Group requires, the structure it needs
to follow and the culture it should adopt to facilitate the change incorporating employee
wellbeing program. When it comes to employee wellbeing, report also sheds light on
motivation and effective team and presentation. The major purpose of the report is to identify
and evaluate the wellbeing approach of Phonex Group places at the centre of benefits
strategy.
Question 1: Structure, culture and Leadership
Leadership
As the organization is going ahead with the employee wellbeing program with the
acquisition of Standard Life Insurance, Phonex must have to consider its leadership approach
which would facilitate the implementation. As put forward by, Carter and Greer (2013) when
it comes to implementing change in the organisation to gain strategic benefits simultaneously
taking care of employee wellbeing, organization must have to align the same with its
leadership approach. This means organisation has to have a leadership that considers
employees’ voice when implementing the same. According to Yahaya and Ebrahim (2016),
transactional leadership is one such leadership which is universally applied to organization
when the business is in the need of a desired change. As put forward by Aydin, Sarier and

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Uysal (2013), transactional leadership is fundamentally based on legitimate authority along
with the fundamental focus on conventional managerial roles. This happens because this
leadership allows leaders or the organization to develop a greater range of motivation and
commitment along with the audiences.
It has also been identified that transactional leaders significantly motivates the
employees to do more than actually expected. It helps to find out the degree of transformation
which is measured in relation to leaders’ effect of audiences. One of the major element of
transformational leadership is that the charismatic quality of leaders as a role model and
leading of followers that significantly inspires employees or followers to work harder than
they actually would do (Du et al. 2013). For example, the implementation of Private Medical
Insurance that are supposed to benefit all employees based on the pay structure, can be
supported with transactional leadership. This is because transformational leader would
implement such initiative and in return the leader would ensure that all employees are
performing their duties on being motivated by the schemes that are provided to them.
Another significant element of transactional leader is the inspirational motivation
and this indicates that the meaning of behaviour of the leader is most likely to provide a
challenging example to the audience (Clarke 2013). This sort of leadership approach is
usually applied to the organisation where the leaders lead the employees by performing
activities that are inspiring to followers. For example, at Phonex Group may open a new
shift of employees where the employees might have to work in a different shift which was not
there earlier. Hence, to implement the initiative, the leader himself have to take part in the
initiative; such as he and she might have to work with the employees in the same allocated
shift. In addition to this, another significant factor is that besides the need of communicating
the vision which being the core element of transformational leadership.

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Contingency Theory of Leadership: Contingency Theory of Leadership state that
effectiveness of the leader remain contingent upon with how effectively the leadership style
matches the situation and thereby, the leaders must have to deal with deal the situation such
as addressing both external and internal organizational activities (Waters 2013.). Hence, two
major principles of contingency theory are that there may not be one single leadership and a
leader must have to be effective when the leadership style fits with the situation. For
example, Phonex Group is in the need of a situation where employee demands pay increase.
Therefore, to resolve the issue leader has to be skilled enough to design the plan of pay
increase along with moderate increase in work responsibilities. The leader must possess
appropriate communication skills and thus leaders can communicate the plan to all level of
employees in the organization.
Culture
It has been identified that employee wellbeing continues to increase along with the
changes in the corporate agenda. According to Alvesson and Sveningsson (2015), it is kind of
a measure of increasing acceptance that more and more organisation today running towards
this holistic and strategic way. In this context, Hogan and Coote (2014) commented that
focussing on workplace culture just had the same and equal level of impact on absence as
sickness absence management because the wellbeing policies hold a positive influence on the
level of absence, productivity and morale. Thus, Phonex Group needs to establish an
organisational culture that should be aligned with Private Medical Insurance (PMI) as the
part of the wellbeing program. This means that wellbeing at work is more of a young field
and thereby, it took a lot of time to enhance the evidence base to demonstrate that a required
investigation into the same can make the business effective. It is true that wellness program
as well as the open door policies may not support the wellbeing of employees. Bortolotti,
Boscari, and Danese (2015) mentioned that wellness programs as well as the open door

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policies, in spite of the best intentions may not be able to support the well-being of
employees’ mental health on their own. For example, at Phonex Group well-program is
significantly reflected in organisation’s flexible benefits which included subsidised gym
membership as well as different on-site events and facilities it operate at Birmingham-based
head office where particularly employees can significantly access lunch options, gyms,
different sport and physical fitness activities.
In this context, Awadh and Alyahya (2013) commented that when it comes to
organisational culture, culture of support has to be intentional. This means that organisation
must have to discuss the significant trends among HR leaders to determine what conventional
approaches talk about employees and how they consider employees. In addition to this,
Driskill (2018) mentioned that organization, in order to support employee well-being and
aligning it with strategic benefits, must have to follow the technical procedures such as one to
one conversation to check in as well as check out. It is worth stating that one to one meeting
could serve a dual procedure. For example, before starting to or proceeding to work, the one
to one conversations regarding the work, investment of few minutes about the whereabouts.
Barbera (2014) mentioned about the ongoing performance management should be put first
because organisation create an environment which must be led by transactional leadership
approaches and hence all elements of well-being should be significantly supported by
understanding how the individual handle and respond to different stressors.
Structure
When the organisation is supposed to receive productive gains, it must have to take
wellbeing of its employees. It has been noted that structure plays a great role when it comes
to taking care of employee wellbeing in the organisation. So, implement the same, Phonex
Group should implement matrix structure because matrix structure creates a vertical
linkage between leaders and subordinates are fundamental for decision-making,

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accountability as well as communication. It is identified that matrix structure significantly
rely on the horizontal relationship and it enables the leaders to create cross-functional teams
that can start working in different projects. Therefore, it can be mentioned that as Phonex
Group is planning for a fair establishment of employee wellbeing; a horizontal structure
plays a great role in developing the same.
Therefore, to implement this, organisation needs to enhance communication by
insisting on both vertical as well as horizontal communications across several functional lines
and the implementation of the same requires effective spirit of teamwork and collaboration.
According to Winnubst (2017), a matrix structure can help to develop new manager; such as
an individual with limited managerial experience could become a team leader for particular
project. Therefore, the employees involved with the project can significantly pay attention to
the project because they receive necessary facilities so the performance can be evaluated by
leaders only. Nonetheless, Fan, Wong and Zhang (2013) commented that a matrix structure
can create difficulties at times because it may destroys the unity of command principle, as the
employees are assigned with multiple leaders and managers. However, it can be mentioned
that in order to address the concern of command violation, organization needs to develop an
effective communication network. This means that the communication needs to be developed
in a way that employees can come up and talk to the leaders and managers. So that new ideas
can emerge and can be implemented for the benefits of employees and the organisation as
well.
Furthermore, Tran and Tian (2013) mentioned the fact that violation of commands or
shared of commands may create opportunities for employees to leverage the same and avoid
the work responsibility. Thereby, the leaders that work in small project have to be
approaching enough to deal with the employees. It can be mentioned that organisation that
pans for employee wellbeing also have to think about its culture, leadership and structure.

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This means that these three elements have to be aligned together in a strategic manner so that
employee wellbeing generates strategic benefits.
Question 2: Motivation and effective teams
Motivation in the workplace is always an intriguing context in management studies
because employee motivation sometimes work as the weapon of organisational success. Even
though organization’s success is reliant on several external and internal factors but employee
motivation is something that always produces positive outcome (Waring 2016). Employees
feel happy and motivated for the work they do, quality and productivity of the work will be
up to the mark.
According to Frederick Winslow Taylor employees are motivated because of the pay,
while the theory of Scientific Management state that employee may not enjoy the work
naturally and thereby, there should be a close supervision and close control (Cohen 2013).
Likewise, there are several other aspects that managers and leaders of the organisation must
have to consider such as the following
 Leaders may split the work into small task
 Employees should be provided with the appropriate training and tools and thereby,
they can work as efficiently as possible on one set of task
 Employees should be paid according to the number of items they can generate in
given period of time. Consequently, workers are most likely to work hard and
generate better productivity
On the basis of Frederick Winslow Taylor’s motivational approach, Phonex Group also
needs to work on its work practices besides providing employees with the medical benefits.
On the contrary, when it comes to motivation, Bakker (2012) mentioned that job resource is
significant element which is equally involved in motivational process as well as in the

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energetic process and this suggest that deficiency of resource may affect the job strain.
According to the author, the following equation stands as backbone of motivational practice.
Performance = Functions (ability X motivation)
So, the job function at Phonex Group, performance needs to be evaluated with the
degree of motivational program and workforce ability. For example, Phonex Group has
linked employee wellbeing to engagement, attraction and retention strategies and corporate
aims. Another significant program that Phonex Group has designed is Employee Assistance
Programme (EAP). According to Kettle et al., (2014), if employees lack the ability, suitable
training can be employed and if environmental issue is experienced, the organization must
have to work on the environment to promote greater level of performance. For example, to
keep the environment suitable for employees, Phonex Group arranged the program of
healthy lunches, on site gym as well as nature reserve work.
Analysing and evaluating the ways in which Phonex Group may develop effective
teams through motivation
Furthermore, considering the importance of employee motivation in the workplace,
Content Theories have been developed on the basis of the idea that job creating resources for
motivation are most likely to satisfy the needs of individuals.
According to Abraham Maslow, motivation can be segregated in different stages aligning
with individuals’ needs.
Psychological needs: Psychological needs are the core elements that human body
needs to survive and this may include food, water and sleep (Lester 2013). For example,
Phonex Group has designed flexible benefits programs like employees can access healthy
lunches, on site gym and reserve walk.

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Safety needs: According to safety needs are the items an individual needs to feel safe
from any sort of physical or economic harm. The organization Phonex Group are encouraged
to access work-based stress assessment pogrom. Employees are provided with mental health
programs like first aid training.
Social needs: As out forward by Cao et al. (2013), social needs are all about the
desire to give as well as receive affection and become a part of the group. This need is treated
as one of the most significant needs in Maslow’s hierarchy of needs. Phonex Group, in order
to deal with the social needs of individuals designed diversity inclusion program which
fundamentally aims to attract and develop a diverse workforce throughout the organization.
This diversity program would allow the workers at Phonex Group can talk to people who
come from different cultural and racial backgrounds. Therefore, the program allows the
learning platform for employees. The diverse program include the programs like Mosaic for
black, Asian and Minority people and LGBT programs.
Esteem needs: As put forward by Cherry (2013), esteem needs are all about the
recognition received from others. This means every individual in the workplace should
receive appreciation and praise for the goals they have achieved. Usually, the leaders and
managers should appreciate the work the coordinates.
Self-Actualisation needs: As put forward by Ozguner and Ozguner (2014) self –
actualisation can be about the desires an employee may possess for self-fulfilment as well as
developing full potential. This means the individual can self-actualise the needs like freedom.
To fulfil the self-actualisation needs of people working at Phonex, organization has promoted
flexible options like part-time hours working, work from home, as well as job sharing
facilities.

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When it comes to employee motivation in the workplace, Herzberg’s Two Factor
Theory is no longer left behind in the managerial evaluation of business today. Herzberg’s
Two Factor Theory developed as Maslow’ hierarchy of needs in each stage reduces the
potential slowly. Therefore, Herzberg’s two factor theory includes hygiene factor and
motivational factor. According to Ozguner and Ozguner (2014), hygiene factor servers the
purpose of holding the extrinsic aspects and if the aspects are absent it may cause
dissatisfaction, while inclusion of the same can cause motivation and satisfaction in job.
Thus, the elements may include effective pay structure, organisational policies,
administration, and effective relationship with the co-workers. Given the case study, Phonex
covers the fringe benefits and environmental needs in its employee wellbeing program, but it
also needs to focus on developing effective pay structure. However, in the case study, it was
also observed that Phonex is working to provide an equal pay structure through its diversity
inclusion program but the organisation needs to extend its focus.
Motivational factors are usually the intrinsic factors such as the job responsibilities
have to be significantly linked to high performance, achievement, recognition, promotion and
growth. Thus, the organisation needs to provide its employees with the reward and
recognition programs for the work achievement (Cherry 2013). For example, employees may
have finished the work within a week which was supposed to be completed within a month.
In such case, the individual employees need to be rewarded. Employees should be provided
with adequate promotional and growth opportunities.
Identifying team development attributes that may contribute to Phonex Group’s
success
When working in small project, leader may have to develop groups. It has been
identified that group development is another significant task which needs to be taken care by

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leaders only. According to Tuckman’s stage of group development, small project can be
effectively carried out if the group is designed effectively.
Stage 1: Forming- hence, the leaders have to find out the initial information of the
group as well as find out the individuals required for the group and thereby, the consideration
is significantly given to hierarchical structure of the group, pattern of leadership, individual
roles and responsibilities.
Stage 2: Storming: When the group members know each other effectively they might
put forward their views more significantly and forcefully (Seck and Helton 2014). This stage
is important because understanding of task and arrangements made in the previous stage can
be challenged. This can lead to conflict and hostility. Thus, storming stage is significantly
necessary when working in small project in a group.
Figure 1: Group Development model by Tuckman
(Source: Natvig and Stark 2016)
Stage 3: Norming- This stage is necessary because once the conflict and hostility are
controlled, members of the team are most likely to create their norms of acceptable behaviour

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and this is necessary in developing the need for members to co-operate to plan (Raes et al.
2015). Therefore, when working in team with the expectation of positive outcome against
well-being plan.
Stage 4: Performing: This is usually the time when the group is entirely formed and
it has progressed effectively and successfully through the above stated stages. Performance is
the outcome which would be gained out of the employee wellbeing program at Phonex
Group.

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