Leadership Analysis: Styles of Leadership and Role of IT Management

This presentation focuses on expressing different styles of leadership and the role of IT management along with the detailed discussion on the concept of innovation. It covers authoritarian, paternalistic, democratic, laissez-faire, transactional, and transformational leadership styles, and the disciplines of management such as business/IT alignment, IT governance, IT financial management, IT service management, sourcing, and IT configuration management.

LEADERSHIP
-AN IN-DEPTH
ANALYSIS
NAME OF THE STUDENT
STUDENT ID
NAME OF THE
UNIVERSITY

INTRODUCTION
THE IT MARKET IS GETTING SIGNIFICANTLY COMPETITIVE WITH
EACH AND EVERY PASSING DAY. THE OPERATION AND INTEGRATION
IN THE DIFFERENT DEPARTMENTS OF THE ORGANIZATION IS
FACING THE SIGNIFICANT NEED TO BELONG TO THE TOP QUALITY
IN ORDER TO PROVIDE THE COMPETITIVE EDGE IN THE MARKET.
THE MANAGEMENT AND THE LEADERSHIP IN THE ORGANIZATION
PLAYS A SIGNIFICANT ROLE IN THIS CASE AND THE FRUITFUL
CONDUCTION OF THE MANAGERIAL RESPONSIBILITIES IS CRUCIAL
IN INCREASING THE PRODUCTIVITY OF THE ORGANIZATION WHICH
WILL ALLOW THE ORGANIZATION TO SURVIVE FOR A LONGER
PERIOD TIME WITH SIGNIFICANT EASE. THE ASSIGNMENT IS
FOCUSED IN EXPRESSING DIFFERENT STYLES OF LEADERSHIP AND
THE ROLE OF IT MANAGEMENT ALONG WITH THE DETAILED
DISCUSSION ON THE CONCEPT OF INNOVATION.

LEADERSHIP STYLES
• THE LEADERSHIP STYLE IS THE PROCESS HOW
A LEADER PROVIDES DIRECTION OR
PRODUCES THE PLAN FOR IMPLEMENTATION
ALONG WITH THE MOTIVATION TO HIS OR HER
FOLLOWERS (BOLMAN & DEAL, 2017).
• THERE ARE SEVERAL STYLES OF LEADING LIKE
 AUTHORITARIAN
 PATERNALISTIC
 DEMOCRATIC
 LAISSEZ-FAIRE
 TRANSACTIONAL
 TRANSFORMATIONAL

AUTHORITARIAN
 THIS TYPE OF LEADERSHIP RELATES TO
THE CREATION OF THE DISTINCTIVE
PROFESSIONAL LEADERSHIP.
 THE STYLE OF LEADERSHIP HAS STRONG
EMPHASIS ON THE PROCESS OF DIRECT
SUPERVISION IN ORDER TO MAINTAIN AN
PRODUCTIVE ENVIRONMENT AND
FOLLOWERSHIP (ZENG, 2014).
 THE STYLE FOLLOWS THE VISIONARY OF
THE PERSON WHO IS IN POWER AND
THAT MAY OR MAY NOT CONSIDER THE
ONES TO BE LED AT ALL TIMES.
 IT IS BELIEVED THAT THE LEADERS OF
THE MENTIONED STYLE FOCUSES
LARGELY ON THE EFFICIENCY.

PATERNALISTIC
 IN THIS STYLE OF LEADERSHIP, THE LEADERS ARE
OBSERVED TO ACT LIKE A PARENTAL FIGURE WHO WILL
CONSIDERABLY FOCUS ON TAKING CARE OF HIS
SUBORDINATES (ZHANG, HUAI & XIE, 2015).
 IN THIS STYLE OF LEADING, THE WORKERS ARE OBSERVED
TO BE FULLY COMMITTED TO THE BELIEFS OF THEIR
LEADER AND THE RELATIONSHIP BETWEEN THE WORKERS
AND THE LEADER IS STRONG.
 THE STYLE OF LEADERSHIP ENSURES THAT THE LEADERS
RECEIVE CONCRETE TRUST AND LOYALTIES OF HIS OR HER
FOLLOWERS.
 THE LEADERS OF THE STYLE WILL HAVE SIGNIFICANT
ORGANIZATIONAL SKILLS AND THE WORKERS CAN BE
RETAINED FOR A CONSIDERABLY LONGER PERIOD OF TIME
IN ORGANIZATIONAL CONTEXT.
 THE MAIN DETRIMENTAL FACTOR IN THE CASE IS THAT THE
LEADER IN THE MENTIONED STYLE CAN BE SUBJECTED TO
HELP HIS FAVOURITES BY HIS OR HER DECISION

DEMOCRATIC
 IN THIS STYLE OF LEADERSHIP, THE LEADER ENCOURAGES THE
MEMBERS OF THE ASSOCIATION TO TAKE PART IN THE
DECISION MAKING PROCEDURE BY THE CREATION OF THE
INTEREST OF THE GROUP MEMBERS (KANE & PATAPAN, 2014).
 IN SPITE OF THE FACT THAT THE DEMOCRATIC LEADERSHIP
ACKNOWLEDGES THE PARTICIPATION OF OTHERS IN THE
FRUITFUL ANALYSIS OR PRODUCTION OF ANY DECISION, THE
LEADER STILL NEEDS TO GUIDE AND CONTROL THE MEMBERS.
 RESEARCHERS FOUND THAT THE MENTIONED STYLE IS
SIGNIFICANTLY EFFECTIVE AND PRODUCTIVE AND INCREASES
THE RATE OF IMPROVED CONTRIBUTIONS FROM THE GROUP
MEMBERS AND THAT HELPS TO IMPROVE THE BOND BETWEEN
THE MEMBERS AND THE LEADER (HENDRIKS & KARSTEN,
2014).
 DEMOCRATIC DECISION MAKING RELATES TO SIGNIFICANT
AMOUNT SLOWNESS AND APPROVAL OF THE MAJORITY.

LAISSEZ-FAIRE
o THE STYLE OF LEADERSHIP ALLOWS ALL THE RIGHTS AND
THE POWER OF DECISION MAKING TO THE WORKERS.
o THE STYLE OF LEADING ALLOWS THE WORKERS TO HAVE A
SELF RULE ALONG WITH THE OFFERS OF HAVING
SUPERVISION AND THE BACKING ON THEIR REQUEST.
o THE LEADERS OF THIS STYLE PROVIDES THE WORKER A
GUIDED FREEDOM AND ALL THE NECESSARY MATERIALS FOR
THE SUCCESS OF THEIR WORKERS BUT HEY DO NOT GET
INVOLVED IN THE DECISION MAKING UNTIL THEY ARE
REQUESTED BY THE ONES WHO HAD THE RESPONSIBILITY
OF MAKING THE DECISION (WONG & GIESSNER, 2018).
o THE STYLE OF LEADING IS SIGNIFICANTLY EFFECTIVE AND
PROFITABLE IF THE WORKERS ARE SKILLED, EDUCATED,
TRUSTWORTHY, TAKES PRIDE IN THEIR OPERATION AND
TRIES TO DRIVE TOWARDS THE SUCCESS ON THEIR OWN.

TRANSACTIONAL
 IN THIS TYPE OF LEADING, THE LEADERS ARE OBSERVED TO MOTIVATE
THEIR FOLLOWERS WITH THE CONCEPT OF REWARDS AND PUNISHMENTS
(DUMDUM, LOWE & AVOLIO, 2013).
 THE TWO IMPORTANT FACTORS FOR THE FOUNDATION OF MENTIONED
STYLE ARE THE MANAGEMENT-BY-EXCEPTION AND CONTINGENT REWARD.
 Contingent rewards produces the materialistic rewards in the
acknowledgement of the good work of the followers.
 Management by exception is instrumental in the intervention when a
subordinate does not produce the desired performances and rectifies
his or her faults so that the performance gets improved.
 THE STYLE OF LEADING IS IMPECCABLE IN INCREASING THE EFFICIENCY
OF THE SPECIFIED ROUTINES AND METHODS.

TRANSFORMATIONAL
 THE STYLE OF LEADING HAS THE OBJECTIVE TO
TRANSFORM THE REQUIREMENTS OF THE FOLLOWERS
AND HELPS IN REDIRECTING THE THINKING OF THE
FOLLOWERS (BRAUN ET AL., 2013).
 THE STYLE IS SIGNIFICANT FOR THE LEADERS TO
COMMUNICATE THEIR ASPIRATIONS TO THE FOLLOWERS.
 GENERALLY THE LEADERS OF THE MENTIONED STYLE IS
NOT LIMITED BY THE PERCEPTION AND OBSERVATION OF
THEIR FOLLOWERS.
 THE MENTIONED STYLE OF LEADING IS BELIEVED TO
HAVE THREE DIFFERENT CHARACTERISTICS
 Charismatic leadership in which the leader has
significant charisma in his way of leading to influence
his or her followers.
 Individualized consideration
 Intellectual simulation

ROLE OF IT MANAGEMENT
o IT MANAGEMENT HELPS IN MANAGING THE INFORMATION TECHNOLOGY
RESOURCES OF AN ORGANIZATION ACCORDING TO THE PRIORITY AND
REQUIREMENT.
o THE LIST OF RESOURCES FOR THE ORGANIZATION IN THE IT MANAGEMENT
CAN START FROM THE COMPUTER HARDWARE, DATA CENTRE FACILITIES,
SOFTWARE TO THE DATA NETWORKS (DUFFY, 2013).
o THE LIST ALSO INCLUDES THE REQUIREMENT OF THE EMPLOYEES WHO WILL
OPERATE THE ABOVEMENTIONED RESOURCES.

ROLE OF IT MANAGEMENT
 IT MANAGEMENT INCORPORATES SIGNIFICANTLY IMPORTANT TASKS LIKE BUDGETING,
RECRUITMENT, MANAGEMENT OF THE CHANGES, CONTROLLING THE OPERATIONS.
 THE LIST OF TASKS ALSO INCLUDE THE UNIQUE ASPECTS OF TECHNOLOGY LIKE THE
TECH SUPPORT, NETWORK PLANNING AND THE SOFTWARE DESIGN.
 IN A NUT SHELL IT MANAGEMENT IS RESPONSIBLE FOR THE VALUE CREATION BY MEANS
OF THE TECHNOLOGY.
 THE FOCUS OF THE IT MANAGEMENT ON THE VALUE CREATION OF AN ORGANIZATION
INVOLVES THE NETWORK RELATIONSHIPS BETWEEN EXTERNAL AND INTERNAL FACTORS
AND THE TECHNOLOGY ENSURES THE IMPROVEMENT OF THE ENTIRE VALUE CHAIN OF
THE ORGANIZATION.

DISCIPLINES OF THE MANAGEMENT
BUSINESS OR IT
ALIGNMENT
IT GOVERNANCE
IT FINANCIAL
MANAGEMENT
IT SERVICE MANAGEMENT
SOURCING
IT CONFIGURATION
MANAGEMENT

BUSINESS/ IT ALIGNMENT
• IT IS KNOWN TO BE THE DYNAMIC STATE FOR THE USE
OF INFORMATION TECHNOLOGY BY THE BUSINESS
ORGANIZATIONS IN ORDER TO ACHIEVE THE BUSINESS
OBJECTIVES WHICH IS MAINLY THE IMPROVEMENT IN
THE FINANCIAL PERFORMANCE (GEROW, THATCHER &
GROVER, 2015).
• THE BUSINESS-IT ALIGNMENT HELPS THE
ORGANIZATION TO INTEGRATE THE INFORMATION
TECHNOLOGY TO THE BUSINESS STRATEGIES, GOALS
OR MISSION OF THE ORGANIZATION.
• THE PROCESS OF THE ALIGNMENT FOLLOWS:
• THE ORGANIZATION’S CONSIDERATION OF THE IT AS
IMPORTANT TRIGGERING FACTOR FOR THE
TRANSFORMATION OF THE BUSINESS. THE PROCESS
INCLUDES THE EXPLORATION OF THE OTHER STREAMS
OF REVENUE AND THIS INCLUDES THE INTEGRATION
OF THE IMPORTANT PARTS OF THE BUSINESSES TO
THE OTHERS.

BUSINESS/ IT
ALIGNMENT(CNTD.)
 THE ORGANIZATION’S CONSIDERATION OF THE
CUSTOMER SERVICE TO BE ONE OF THE TOP
MOST PRIORITIES.
 THE ROTATION BETWEEN THE IT AND THE
BUSINESS PROFESSIONALS IN ORDER TO
DISTRIBUTE THE INSIGHTS AND EXPERIENCE OF
BOTH THE DIVISIONS OF THE BUSINESS
 THE DESCRIPTION OF THE SPECIFIC GOALS TO
BOTH THE IT AND THE BUSINESS
PROFESSIONALS IN ORDER TO CREATE THE
INTEGRATION TO OBTAIN A COLLECTIVE GOAL.
 THE ASSURANCE OF THE FACT THAT BOTH SETS
OF THE EMPLOYEES UNDERSTANDS THE
BUSINESS CONDUCTION WELL INCLUDING THE
PROCESS OF PROFIT MAKING AND THE
SITUATION OF LOSS.

IT GOVERNANCE
 IT GOVERNANCE IS KNOWN TO BE A SECTION
OF THE CORPORATE GOVERNANCE WHICH IS
FOCUSED ON INFORMATION TECHNOLOGY.
 IT IS BELIEVED TO BE EVOLVED FROM THE
QUALITY MANAGEMENT SYSTEM, TOTAL
QUALITY MANAGEMENT AND THE PRINCIPLES
OF THE SCIENTIFIC MANAGEMENT (LUNARDI
ET AL., 2014).
 IT FOCUSES ON THE RECENT NEED OF THE
ORGANIZATIONS IN PRODUCING ATTENTION
TO THE VALUE CREATION EFFORTS ON THE
STRATEGIC OBJECTIVES AND ON THE
IMPROVED MANAGEMENT OF THOSE
RESPONSIBLE IN THE VALUE CREATION

IMPLEMENTATION SOURCES OF IT
GOVERNANCE
 AS8015-2005 AUSTRALIAN STANDARD FOR CORPORATE GOVERNANCE OF
INFORMATION AND TECHNOLOGY PROVIDES A STRONG FOUNDATION FOR THE
IMPLEMENTATION OF THE IT GOVERNANCE ("SKILLS FRAMEWORK FOR THE
INFORMATION AGE", 2018).
 ISO/IEC 38500:2015 CORPORATE GOVERNANCE OF INFORMATION AND TECHNOLOGY
PROVIDES A SUPPORTING BASE FOR THE ORGANIZATIONS IN ORDER TO RECOGNIZE
AND FULFIL THE REGULATORY, LEGAL AND ETHICAL OBLIGATIONS IN TERMS OF THEIR
ORGANIZATION’S USAGE OF INFORMATION TECHNOLOGY.
 COBIT5 PRODUCES A REFERENCE MODEL OF 35 IT PROCESSES GENERALLY FOUND
INSIDE THE ORGANIZATION.
 CMM CAPABILITY MATURITY MODEL FOCUSES ON THE SOFTWARE ENGINEERING.
 ITIL INFRASTRUCTURE LIBRARY FOCUSES ON THE IT SERVICE MANAGEMENT.
 ISO/IEC 20000 AND ISO/IEC 27001 SERVES IT SERVICE MANAGEMENT AND
INFORMATION RISK MANAGEMENT RESPECTIVELY.
 ISO/IEC 29148 AND IREB PRODUCES SPECIFIC FOCUS ON THE REQUIREMENT
ENGINEERING.
 ISO/IEC 29119 AND ISTQB PRODUCES PRECISE FOCUS ON SOFTWARE TESTING.

IT FINANCIAL MANAGEMENT
 IT IS A PART OF THE SERVICE STRATEGY OF THE ITIL BEST PRACTICE
FRAMEWORK.
 THE OBJECTIVE IS TO PRODUCE DEFINITE AND COST EFFECTIVE SUPERVISION
IT ASSETS AND PROPERTIES WHICH ARE USED IN PRODUCING THE IT SERVICE.
 IT IS MANAGED FOR PLANNING, CONTROLLING AND RECOVERING THE COSTS
EXHAUSTED IN PRODUCTION OF THE IT SERVICES BY MEANS OF THE SERVICE-
LEVEL AGREEMENT (ARCILLA, CALVO-MANZANO & SAN FELIU, 2013).
 THE AIM OF THIS SECTION IS TO MAKE SURE THE OPTIMIZATION OF THE
EXPENDITURE OF THE IT SERVICES WITH A PRECISE FOCUS ON THE QUALITY
AND RISK FACTORS.
 THE SECTION IS ABLE TO ADDRESS SPECIFIC PRINCIPLES SUCH AS FIXED
ASSET MANAGEMENT, DEPRECIATION, CAPITAL MANAGEMENT AND AUDIT.

IT SERVICE MANAGEMENT
 IT IS A PROCESS WHICH IS ENTIRELY DIRECTED BY
THE POLICIES, DESIGNED AND SYSTEMIZED IN
DIFFERENT PROCESSES ALONG WITH SUPPORTIVE
MEASURES.
 THE GENERAL AIM BEHIND THIS IS THE
SYSTEMATIC PERFORMANCE BY AN ORGANIZATION
IN DESIGNING, CONTROLLING, PLANNING,
DELIVERING AND OPERATING THE INFORMATION
TECHNOLOGY SERVICES PRESENTED TO THE
CUSTOMERS ("FRAMEWORK SUMMARY — SFIA",
2018).
 IT IS RELATED TO THE EXECUTION OF THE IT
SERVICES WHICH SATISFIES THE CUSTOMER NEEDS
AND THE PERFORMANCE OF IT INCLUDES SUITABLE
PEOPLE, PROCESS AND THE PRESENCE OF
INFORMATION TECHNOLOGY.
 THE ROLE OF THE IT SERVICE MANAGEMENT IS
SPECIFIED BY INHERITING AN APPROACH TOWARDS

SOURCING
• THE SECTION IS THE SPECIFIED SYSTEM WHERE THE
DIFFERENT DIVISIONS OF THE COMPANIES MANAGE
THE PROCUREMENT AND THE CIRCULATION OF
EQUIPMENT, MATERIALS, PARTS AND THE SUPPLY
FOR THE ORGANIZATION.
• THIS IS MENTIONED AS A SUPPLY CHAIN, INVENTORY
AND PURCHASING FUNCTION (HEIM, HEINZL &
DIBBERN, 2013).
• THE ROLE OF THE SOURCING IS THE COORDINATION
OF EACH AND EVERY ACTIVITY RELATING TO THE
PROCUREMENT OF A COMMODITY.
• ALONG WITH THIS, THE ANALYSIS OF THE NEED OF
THE COMMODITIES WHICH INCLUDES OF THE
PRELIMINARY SPECIFICATION AND PREFERRED
SUPPLIER.
• THE EVALUATION OF THE PROPOSALS OF THE
REQUIRED COMMODITY AND THE INVESTIGATION OF
THE POTENTIAL SUPPLIERS WHO WILL MEET THE
REQUIREMENT OF THE COMMODITIES ARE ALSO THE
RESPONSIBILITIES OF SOURCING MANAGEMENT.

IT CONFIGURATION MANAGEMENT
 IT IS A SYSTEM ENGINEERING METHOD FOR THE
ESTABLISHMENT AND MAINTENANCE OF THE
STEADINESS OF THE PERFORMANCE AND PHYSICAL
ATTRIBUTES OF THE PRODUCTS WITH THE
REQUIREMENTS, OPERATIONAL DATA AND THE DESIGN.
 THE PROCESS HAS WIDE APPLICATION FOR THE
MILITARY ENGINEERING ORGANIZATIONS IN MANAGING
THE CHANGES OF COMPLEX SYSTEMS THROUGHOUT
THE SYSTEM LIFECYCLE.
 THE COMPLEX SYSTEMS CAN BE CONSIDERED AS THE
WEAPON SYSTEMS, INFORMATION SYSTEMS ALONG
WITH THE MILITARY VEHICLES.
 APART FROM THIS THE PROCESS IS ALSO VALUABLE
FOR THE INDUSTRIAL ENGINEERING SEGMENTS LIKE
BUILDINGS, BRIDGES, DAMS AND CANALS.

INNOVATION
o INNOVATION IS GENERALLY CONSIDERED AS THE EVOLUTION OF THE NEW IDEA OR
METHOD BUT IT CAN ALSO BE CONSIDERED AS THE PRODUCTION OF IMPROVED SOLUTION
TO SATISFY THE EMERGING REQUIREMENTS AND EXISTING MARKET NEEDS.
o THE CONCEPT OF INNOVATION RELATES TO THE ESTABLISHMENT OF THE MORE EFFECTIVE
SERVICES, PROCESSES, TECHNOLOGIES, PRODUCTS, AND MODELS OF THE BUSINESS THAT
ARE GENERALLY PRESENT IN THE MARKET OR SOCIETY (DRUCKER, 2014).
o THE CONCEPT OF THE BUSINESS AND ECONOMICS CONFIRM THAT THE INNOVATION IS A
TRIGGERING FACTOR IN THE RAPID GROWTH.

INNOVATION
 IN ORGANIZATIONAL CONTEXT THE INNOVATION IS THE
POSSIBLE REASON BEHIND THE POSITIVE CHANGES IN
THE MARKET SHARE, EFFICIENCY, QUALITY,
COMPETITIVENESS AND PRODUCTIVITY (FREEMAN,
2013).
 IN ORGANIZATIONAL CONTEXT THE CONCEPT OF
INNOVATION IS ONE OF THE MANY MEANS BY WHICH
THE ORGANIZATION GENERATES NEW SOURCES OF
PROFIT AND ALONG WITH THAT MANAGES THE EXISTING
ASSETS IN ORDER TO GENERATE MORE WEALTH.
 THE NEEDS OF THE INNOVATION IS PRETTY SHORT
 A need that is recognized by the market
 Knowledgeable people with the technical insights
 Financial backing

S-CURVE AN THE DIFFUSION OF INNOVATION
 GABRIEL TRADE, ONE OF THE RESEARCHER OF
THE INNOVATION OF INITIAL TIMES DEFINED
THE INNOVATION DECISION PROCESS IN
TERMS OF A SERIES OF STEPS WHICH ARE
 First knowledge
 Formation of an attitude
 The decision making of adopt and reject
 Implementation and the practice
 Confirming the decision (ADNER &
KAPOOR, 2016)
 THE INTRODUCTION OF THE S-CURVE CAME
WITH THE CONCEPT OF MAPPING THE
GROWTH OF THE PRODUCTIVITY AND THE
TIME.

S-CURVE DETAILS
 GABRIEL TRADE SIGNIFICANTLY INTRODUCED
THE LIFE CYCLE OF THE INNOVATIONS WITH THE
CONCEPT OF THE S-CURVE.
 AS MENTIONED EARLIER THE GRAPH PROVIDES
THE PICTORIAL PRESENTATION HOW THE
LIFECYCLE OF THE INNOVATION PROCEEDS.
 THE GRAPH IS INSTRUMENTAL IN PORTRAYING
THAT AT THE PRELIMINARY STAGE THE GROWTH
RATE IS COMPARATIVELY SLOW AS THE
PRODUCTS NEED TO GET ESTABLISHED.
 WITH HE INCREMENT IN THE DEMAND OF THE
CUSTOMERS, THE PRODUCT GROWTH STARTS TO
INCREASE RAPIDLY.
 THE ADDITIONAL OR NEW INNOVATIONS IN THE
EXISTING PRODUCTS ALLOW THE GROWTH TO
CONTINUE.
 AT THE END STAGE OF THE LIFE CYCLE THE
GROWTH WILL EVENTUALLY SLOW DOWN AND
CAN EVEN START TO DECLINE. THIS GENERALLY
HAPPENS BECAUSE AT THE END PART THERE IS

CONCLUSION
ON A CONCLUDING NOTE, IT CAN BE SAID THAT
THE STYLES OF THE LEADERSHIP DIFFERS
DEPENDING ON THE DIFFERENT APPROACHES OF
THE LEADERS IN DEALING WITH THEIR
FOLLOWERS. THE ROLE OF IT MANAGEMENT IS
OBSERVED TO BE DIVIDED IN VARIOUS PARTS
DEPENDING ON THE OPERATION OF THE DIFFERENT
SEGMENTS AND THE CONCEPT OF INNOVATION IS
ABLE TO JUSTIFY THE CONNECTION OF PRODUCT
GROWTH WITH THE TIME AND THE INVESTMENT.

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