The Assignment on Analysis of Leadership Strategy

Running head: ANALYSIS OF LEADERSHIP STRATEGY
Analysis of Leadership Strategy
Name of the Student
Name of the University
Author Note

1ANALYSIS OF LEADERSHIP STRATEGY
Introduction
The objective of this paper is to analyse the functions of different leadership styles. The
pattern of leadership outlines the motives of the organization. The effectiveness of the leadership
style boosts the organization’s growth. According to the study, the paper has made a brief
description on three different leadership patterns, including, bureaucratic, transactional and
democratic. The paper has attained to mention all possible features of these three leadership
patterns. Afterwards, this study has highlighted the key differences between the management and
leaders. All these differences have been discussed from the functional and structural framework.
As per the researchers, the leaders encourage the followers to fulfil the targets. The work pattern
of the employees is majorly dependent on the policy of the leaders. However, managers believe
in stringent framework. The rigidity of the management policy is the key different aspect from
the leadership policy. Finally, the paper has strived to mention key challenges for the community
service sector in Australia. The community service sector accounts for the welfare service for the
country.
Discussion
Three different leadership styles
Leadership style refers to the way which provides guidance to the organizational entities.
The success of the company is deeply associated with the style of the leadership. According to
the scholars, leadership style is the key determinant factor for the work culture. The pattern of
the guidance depends on the leadership style (Holten & Brenner, 2015). It has been observed that
the leadership pattern differs as per the different organizations. Hence, effectiveness of the
leadership approach ensures the proper function of each and every factor related to the

2ANALYSIS OF LEADERSHIP STRATEGY
organizational growth. As per as the study is concerned, there are seven different types of
leadership style practiced by the organizations. These seven leadership styles are known as
Autocratic style, Strategic style, Democratic style, Transformational style, Laissez faire style,
Bureaucratic style and Transactional style. Different leadership style holds different values and
ethics for the institution. In terms of achieving the institutional objectives, leaders decide which
style will develop effective outcome (Strom, Sears & Kelly, 2014). Deriving the optimal
outcome is the core objective of every leadership pattern. This paper enlightens the key features
of only three different leadership styles, such that, transformational, bureaucratic and democratic
leadership style.
Transformational leadership pattern: This specific style provides guidance to the employees.
This pattern is aimed at providing proper assistance to the employees as to attain their production
goal in respect of month or weeks (McCleskey, 2014). This draws an outline for the employees
to follow a fixed path. This will assuage the complexity of the future goal. This delinquent
objective maintains an appropriate balance between the future and present requirements. The
leaders associated with the creative field prefer to adopt the transformational leadership style as
to ensure the success of the organization (Nguyen et al., 2017).
Bureaucratic leadership pattern: This is recognized as a traditional technique of the leadership
strategy. Under this policy, the leaders set up a couple of laws and regulations which are
mandatory for all the entities of the institution. In this case, all the employees are not freely
allowed to follow their decisions. However, the employees enjoy more freedom in comparison
with the autocratic leadership pattern (Nanjundeswaraswamy & Swamy, 2014). In this context,
leaders overhaul the requirements of the employees before developing a strategy for the
individual institution.

3ANALYSIS OF LEADERSHIP STRATEGY
Democratic leadership pattern: In recent framework, democratic leadership has been reported
to incur most significant outcome for the economy. This particular leadership model permits all
the employees irrespective of the lower and higher level (Maughan et al., 2015). All most all the
employees get provision to express their thoughts and views for the progress of the organization.
Here, employees are considered as the most privileged part of the institution (Iqbal, Anwar &
Haider, 2015). This encourages the employees towards their workstation. Their proactive
participation in the workplace leads to the sustainable progression of the organization. Moreover,
this leadership policy strengthens the market position of the company. This enhances the
reliability as well as extends the customer base of the company.
Difference between leadership and management
Leadership is a way to inspire the people towards their workplace. In case of managers,
they organize and coordinate things through an efficient way. However, some significant
differences exist between the leadership and management. A powerful leader holds immense
influencing power. A person as a powerful leader can control the performance of the workers. In
this way, the followers are directed by the leaders to achieve the goal of the institution. First,
leaders always attain to acknowledge the success of his employers (Algahtani, 2014). The proper
assessments of the accomplishment are the significant prerequisite condition to enhance the
employability of the existing labor force. In this way, the workers feel encouraged for their
respective job profile. Further, they try to continue to perform well for the development of the
company if their talents receive the necessary appreciation. On the contrary, managers attain to
work on the drawbacks of the employees. According to the managers, both identification and
rectification of drawbacks associated with the workers must be marked as a top concern for the
recruiters. Second, Managers believe in reactive strategy (Bârgău, 2015). Managers evaluate a

4ANALYSIS OF LEADERSHIP STRATEGY
strategy which will boost the company’s progress. It develops a planning keeping all the possible
positive and negative concerns in their minds. All these plans act like an influencing parameter
for the employees. The company’s goal comes into effect if effectiveness of the company’s
policy gets realized (Bârgău, 2015). On the other hand, leaders like to follow the proactive
strategy. This sort of strategy develops the buffer system for the organization. This helps the
company to counter with the future shock as well as existing crisis of the economy.
Third, trust is the fundamental parameter of the leadership strategy. The acceptability of
the leader’s decision to the organizational entity is the most important factor for the leaders. The
leaders should develop such an impression which definitely gives assertive impact on the
followers. Meanwhile, managers are responsible for coordinating all the organizational entities
towards the company’s goal. In general, managers try to control the workers by the means of
their strategies and schemes (Vermeeren, Kuipers & Steijn, 2014). Fourth, leaders are aimed at
motivating the people as to achieve the goal of the institution. Motivation acts as a propelling
force to enhance the quality of works. Achieving the goal becomes an inherent urge for the
employees (Maughan et al., 2015). Workers do not require any external encouraging force to
maintain the success of the company. Nonetheless, managers believe in implementation of the
stringent rules for the employees. The rules are disciplinary in nature. It seems like mandatory
for all the employees. As a result of that, workers are often found to disagree with the managers
due to inflexibility in the workplace.
Henceforth, organizational performance may receive detrimental impact associated with
the inappropriate managerial skill. Fifth and finally, leaders are accountable for the formulation
of guidelines as well as principles. Leaders formulate these principles as to guide the institutional
entities towards their definite goals. On the contrary, managers set up a couple of procedures and

5ANALYSIS OF LEADERSHIP STRATEGY
policies as to control the activity of the organizational entities (Ramchunder & Martins, 2014).
The degree of the controlling nature depends on the individual or the group of managers.
Managers act as a mediator between the employees and employers. In this regard, the managers
need to be cautious while evaluating a strategy for the institution. The policy should maintain an
appropriate balance between the needs of the employers and employees. Perfect balance among
the managerial activities ensures the sustainable development of the organizational entities.
Key challenges for the community service sector in Australia
The community service sector considers diversified needs related to the childcare,
disability support service and old age facility. In general, most of the community services are
provided by the state and national government. Community service sector overhauls the welfare
service provided by all the governmental agencies. In the context of Australia, education, well-
being policies, medical care are the key concerns for the community sector. This sector is
responsible for providing service for all the communities across Australia. The authority
associated with the community service sector emphasizes on the vulnerable and marginal risk
associated with the well-being programs (Flatau et al., 2015). This sector accounts for providing
about 15% of total jobs for the Australian citizens. The service industry contributes a
considerable amount of revenue to the domestic economy. Demonstration of perfect policy as per
the requirements of client is the key objective of the authority of the service sector. However, the
Australian community service sector is reported to face several challenges on the face of
globalization. The domestic economy is required to bring immediate changes in this service
division (Cocker & Joss, 2016). Structural change must be brought into effect as to compete with
globalization pressure. Henceforth, the study has discussed some key challenges for the
Australian community service in recent times.

6ANALYSIS OF LEADERSHIP STRATEGY
First, deficiency in the workforce population has been reported to reduce the efficiency of
this service sector. Globalization has brought several changes in the technical skills and policy
structure. All these changes require a considerable amount of skill advanced labours. The
existing labour force does not have that much of the required skill. The workforce requires a
proper training as to meet the evolving demand of the international market. Training program
general consumes a lot of time and effort. Therefore, authority feels less interested to impose
training program for the existing workforce. This causes inefficient outcome for the sector. As a
result of that both service providers and customers of this community service suffer from
unfavourable outcomes. Meanwhile, this inefficient outcome can be called for the loss in the
welfare service for the economic factors (Cocker & Joss, 2016). Second, overwhelming presence
of the ageing population is another important socio-economic issue for this service segment. It
has been observed that the Australian government is required to spend a large amount of public
revenue as to provide the public service to the ageing population. Meanwhile, the financial
strength of the national economy is current facing a crisis on the account of evolving
international financial crisis coupled with the global trade conflict (Sethuraman & Suresh, 2014).
The governmental revenue has been reported to face sharp revenue despite exhibiting a moderate
growth in the national GDP.
Third, lack of sectorial reform and economic uncertainty are other challenges for the
current community service sector. This implies that sectorial reform will be achieved through
technical advancement program and skill development policy. The existing workforce must be
trained well in order to make them efficient with respect to the international market (Giles-Corti
et al., 2016). Employees are the integral part to enhance the growth of the community service
sector. The frequent changes in the consumer demand for the public service is likely to be

7ANALYSIS OF LEADERSHIP STRATEGY
responsible for incurring ambiguity in this specific sectorial policy. This confronts the
relationship amongst the agents, clients and the responsible government concerns including
territorial, state and national government. Henceforth, the Australian people are unable to access
the beneficial polices as a result of inefficiency in the workforce.
Conclusion
On a concluding note, the paper asserts that leadership style is the way to define the
achievement of an organization. The effectiveness of the leadership strategy guarantees the
success of the entities associated with the organization. The above discussed three leadership
strategies own different functional forms. All three styles have different objectives and concerns.
The application of the leadership style depends on the requirements of the organization.
Furthermore, the paper has highlighted a number of differences between management and
leadership style. The managers take reactive decision, whereas, the leaders take on the proactive
plans. Leaders try to mitigate the detrimental impacts of the possible and future crisis. This
prerequisite measurement dominates the turmoil situation in the surrounding areas. Leaders keep
aware of the positive and negative dimensions of the employees. Leaders play an active role in
the decision-making strategy for the organization. Contrary, managers are commanding in
nature. While formulating any development policy the managers hardly consider the demand of
the employees. They do not believe in the active involvement of the organizational entities in the
structural framework. According to the managers, the employers should be instructed to follow a
stringent policy in order to attain the objectives of the company. Finally, the paper has discussed
about vital issues for the community service sector in Australia. The paper asserts that scarcity in
the skilled labour supply, complicity in the service provider system and demographic problem
are the key concerns for the Australian economy.

8ANALYSIS OF LEADERSHIP STRATEGY
Reference List
Algahtani, A. (2014). Are leadership and management different? A review. Journal of
Management Policies and Practices, 2(3), 71-82.
Bârgău, M. A. (2015). Leadership versus management. Romanian Economic and Business
Review, 10(2), 112135.
Cocker, F., & Joss, N. (2016). Compassion fatigue among healthcare, emergency and community
service workers: A systematic review. International journal of environmental research
and public health, 13(6), 618.
Flatau, P., Zaretzky, K., Adams, S., Horton, A., & Smith, J. (2015). Measuring outcomes for
impact in the community sector in Western Australia. Bankwest Foundation Social
Impact Series, 1, 1-24.
Giles-Corti, B., Vernez-Moudon, A., Reis, R., Turrell, G., Dannenberg, A. L., Badland, H., ... &
Owen, N. (2016). City planning and population health: a global challenge. The
lancet, 388(10062), 2912-2924.
Holten, A. L., & Brenner, S. O. (2015). Leadership style and the process of organizational
change. Leadership & Organization Development Journal, 36(1), 2-16.
Iqbal, N., Anwar, S., & Haider, N. (2015). Effect of leadership style on employee
performance. Arabian Journal of Business and Management Review, 5(5), 1-6.
Maughan, D., Molodynski, A., Rugkåsa, J., & Burns, T. (2014). A systematic review of the
effect of community treatment orders on service use. Social psychiatry and psychiatric
epidemiology, 49(4), 651-663.

9ANALYSIS OF LEADERSHIP STRATEGY
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and
leadership development. Journal of Business Studies Quarterly, 5(4), 117.
Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances in
management, 7(2), 57.
Nguyen, T. T., Mia, L., Winata, L., & Chong, V. K. (2017). Effect of transformational-leadership
style and management control system on managerial performance. Journal of Business
Research, 70, 202-213.
Ramchunder, Y., & Martins, N. (2014). The role of self-efficacy, emotional intelligence and
leadership style as attributes of leadership effectiveness. SA Journal of Industrial
Psychology, 40(1), 01-11.
Sethuraman, K., & Suresh, J. (2014). Effective leadership styles. International Business
Research, 7(9), 165.
Strom, D. L., Sears, K. L., & Kelly, K. M. (2014). Work engagement: The roles of organizational
justice and leadership style in predicting engagement among employees. Journal of
leadership & organizational studies, 21(1), 71-82.
Vermeeren, B., Kuipers, B., & Steijn, B. (2014). Does leadership style make a difference?
Linking HRM, job satisfaction, and organizational performance. Review of Public
Personnel Administration, 34(2), 174-195.