1LEADERSHIP AND MANAGEMENT Introduction: Leadership in the Organisational behaviour is defined as the ability of managing the people in the organisations and making wise decisions in inspiring the people in the organisation to perform well (Arrons, Green& Trott et al, 2016). It is thus, in short, the ability of persuading other by means of influencing and inspiring them in achieving the common goal of the organisation. The whole process of leadership makes an executive to guide, set a direction and influence the organisational behaviour in a given situation. An effective leadership skill also includes the infusion of the zeal and confidence among the employees. Leadershipismainlycharacterisedasaninter-personalprocessthatincludesthe managing and guiding of the employees through effective communication and identification of the problem. The main qualities that are required for being an effective leader are maturity, intelligence and personality. Since, the whole process of leadership involvesa two way interaction, communication is the key fir leadership. A leader is expected to involve into moulding and shaping the perspective of the behaviour, through an effective and positive communication. Through the process of this co-ordination, the leader is supposed to reconcile the personal interests with the organisational goal. Since, the art of leadership is totally situational and no particular style can suit all the situation, various leadership styles have been formulated by analysing the behavioural differences in the organisations. Leadership Styles: Though the main purpose of leadership in the organisation is the achievement of the sharedgoal,thestylesinleadershipvariesindifferentorganisationdependingonthe
2LEADERSHIP AND MANAGEMENT organisational culture and the mindset of the employees. Different leadership styles impart different impact in the organisation. A leader has to be judicious enough to identify the most suitable style of leadership depending on the structure and situation of the organisation since it is a crucial factor in the success of the team. The various leadership styles are discussed further: 1. Transactional leadership: MaxWeberfirstformulatedthisstyleofleadershipin1947,whichwasfurther remodelled by Bernard Bass in 1981. The managers in the organisation as the main focus of this style is on the management process of organising, controlling or the short-term planning. The purpose of the transactional leadership is the effective interaction between the followers and the leaders. The main premise of this leadership style is that the members will be agreeing to abide bytheleaderaftertakingaparticularresponsibility(Nazzim,2016).Themainideaof “transaction” comes from the agreement that they will be payed by the organisation in return of their compliance and effort. This style is based on the concept of the reward and punishment as the organisation is of the view that the behaviour of the employees solely depend on these two factors. The transaction thus involved in the whole process is a rewarding motivation for the employees. thus, the motivation or encouragement is done through the system of rewards and punishment. The main transactions involved in the process are: 1. Contingent Reward- the goal of the organisation as well as the employee is linked with reward in this case. The expectations are clarified and the team is presented with the required resources and upon the successful attainment of goals, they are rewarded (Karthikeyan, 2017)..
3LEADERSHIP AND MANAGEMENT 2. Active Management: the leaders in this kind of leadership styles are active in monitoring the performance of the team and keep a watch on any kind of deviation from the set rules and policy. They take corrective actions for preventing the mistakes. 3. Passive Management Expectation: in general the transactional leaders do not intervene in the ongoing task and give the team an optimum freedom. However, in case of deviation from standards they intervene and can use the mode of punishment as a corrective response to the inappropriate performance. 2. Autocratic Leadership: Also known as, the Authoritarian leadership style, the autocratic style is characterised by the controlling of the whole action by one individual. This type of leadership do not take into consideration the inputs of the team members and the decision making process is solely done by the leader. In this type of leadership, the total authority is accessed by the leader, who imposes the decisions and course of actions upon the employees. No opposition or deviations from the set rules or decisions are accepted (Karthikeyan, 2017). This type of the leadership involves the absolute control over the group. This leadership style is one of the most classical approach where the motivation for the employees is created by the formation of a structured set of punishment as well as reward. The autocratic leadership is the most effective style when an urgent decision has to be taken. The autocratic leaders are mostly concerned with the three pillars- preparation, discipline and victory. Thus, this kind of leadership is mostly effective in areas where staffs need training and things are to be done with perfectness.
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4LEADERSHIP AND MANAGEMENT 3. Democratic Leadership: This type of leadership is also known as the participative leadership that asks for the delegation of responsibilities, collaboration of energies and the decision making is done in a group level. This type of leadership requires a collaborative leader who would be effective in the cultivation of the potentialities of the participants and empower the team with required boosting. The leader is expected to work in line with the members of the team in every level (Smolović Jones, S., Smolović, & Grint et al,2016). This kind of leadership believes in the decentralisation of the authority and the decisions taken by the leader is not unilateral as that is in the case of autocratic leadership. The leader is expected to invite the subordinates in taking part in the decision making system and also welcomes suggestions for tacking problems so that the team and the leader can work as a social unit. The leader keeps up consulting the members in every phase and draws his authority from the collective force within the group. However, this type of leadership is not feasible in the situations of energy since much time in consulting or group discussions cannot be invested. 4. Laissez-faire style leadership: This is also known as free rein leadership where the team members are given complete freedom in their action. The function of the leader is restricted only in determination of policies, programmes and bounds for any action and most part of the creative process is left for the team members to carry on. Thus this type of leadership depends largely on the team which needs to establish their goals and solve their own problem. The group members train themselves and derive the motivation for the attainment of the goals by themselves. The role of the leader is just to maintain the contacts with the team and with the outer resources for the sourcing of information that would help the team in developing the structure. The leader in this type of
5LEADERSHIP AND MANAGEMENT leadership remains more or less passive and the major activities are seen among the group members. The free rein leadership is mainly characterised as the leader’s role as an advisor who does not necessarily give directions by himself. Thus the workers work in a liberal control system where the communication process is open. Though such kind of leadership imparts job satisfaction and the establishment of an improved relationship, researchers have find out that this style results in poor productivity because of the lack of integration and management. 5. Bureaucratic Leadership This type of leadership is characterised through a high functional formalised set of process, structuresand procedures.The structuredependssolelyupon therulesand the management process is thus merely a set of routine actions. This routine marks the obligation of the team members directing them to do the particular assigned task in a particular way. The rules, policies and the hierarchical structures form an explicit chain of command (Peker, S., Inandi, Y., & Giliç, F. 2018). No team members have the authority to participate or initiate suggestions in other levels of bureaucracy and the team members are accountable to their immediate superiors who are in turn accountable to the larger eco system of the structure. It has been noted that this kind of leadership brings in a sense of apathy towards work because of the severe specification and limitations. Moreover this type of leadership serves a need of the minimum level of acceptable performance this style of management is however necessary and effective in the companies that do not work much upon innovations and creativity. As this style focuses mainly on the administrative needs, it can be used in the public sector effectively that depends largely on the consistency and adherence towards rules.
6LEADERSHIP AND MANAGEMENT 6. Transformational leadership: Mainly regarded as the leadership style that encourages, motivate and inspire employees, transformational leadership aims at innovation and the creation of the changes that fosters the growth of the company and ensures the future success of the same (Nazzim, 2016). A transformational leader is expected to navigate an organisation towards improvement by means of altering the existing set off rules, process, thoughts and culture that is no longer effective in the current situation. The leader in this style inspires the workers, without micro managing and fixes their beliefs on the trained employees. The high sense of the culture in the corporate is established through the example set by the executives and imparting independence in the workplace. This type of leadership thus, enhances the morale of the workers and thus fosters a sense of ethics and responsibilities among them. The alteration of the stereotyped rules and the long existing ineffective work policies creates an attitude of self-interest and working for the greater good of the common people. 7. Situational Leadership: Situational style of leadership alludes mostly to the possibilities in an organisation as a characteristically versatile duty rather than the explicit styles of leadership. Situational leadership had been a consistently adaptable style that is ideally fit for the modification of the system, vision and method as per the terms and condition of the organisation. Adaptability is one of the key factors for the success of the situational leadership. This still is not, however, dependent on a specific style of management but requires the adaptation of the various types as and when the management requires. Leaders thus, must be flexible enough in adapting to these various styles and must have the proper insight of understanding the time of changing the management style (Perna, 2016).
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7LEADERSHIP AND MANAGEMENT Difference between Leadership and Manager: While leadership is mainly denoted as the key qualities and capabilities that enable an individual in influencing people so that the shared goal can be achieved, management is specifically the art of managing the things in the best possible way. The term management contains mostly a formal connotation while leadership can be applicable in any situation (Terzi, A. R., & Derin, R. 2016). The key points of differences between management and leadership are: 1.Leadership denotes an art of leading people by means of encouragement and influence. Management is solely the proper ways of managing the activities in an organisation. 2.For an effective leadership process, the trust of the followers is a very important factor. In management, however, the control of the manager over the whole team is enough for the smooth running of the process. 3.Leadership denotes the ability of inspiring and influencing people; management is just the task of ruling. 4.One of the major differences denoted by the researchers is that leaders do the right things while management is only concerned with the doing of things in a right manner. 5.Leadership requires an optimum amount of farsightedness that helps the leader in showing his team the consequences and motivating them. Management requires just a short range of vision for the accomplishment of activities. 6.Pro-activity is the main key for leadership while management mainly dwells on reactive polices.
8LEADERSHIP AND MANAGEMENT Leadership Situation in Australia: In the “Study of Australian Leadership”, much of the leadership situations and the required leadership skills in the Australian context has been discussed in detail. The leadership skills in Australia need to be enhanced for the improvement in the productivity and a sustainable future which is a crucial point in Australia. With the increase of technological changes and the globalisation, it has been necessary for Australia to set up short term financial results. Moreover, the continuous failure in the global ranking in leadership has created a new compulsion for Australia to strive for better. The economic uncertainties in Australia has also created a pressure on the financial results (Ghasemy, Hussin, & Daud, 2016). It has been found in a research that the leaders of Australia in the community sectors are not always well trained in the corporate modes of training and experience in the field of leadership. The community service is one of the most evolving service in Australia. The service has been giving social, medical as well as residential support to the residents and is looking into the well being of the community. Thus, the service requires a deft leader and skilled professionals who can take up the huge responsibility. The industry is rewarding and rich and offers a great scope for the careers. However, researchers have found out that the Australian leaders lack in the basic potentials of motivating and holding high responsibilities. Though they are highly qualified in their own fields, the leaders in the community sectors could not deliver the proper guidance in influencing the members. Majorly, they lacked in the social innovation (Ghasemy, M., Hussin, S., & Daud, M. A. K. M. 2016). This sector can focus upon interviews and discussions that will stimulate the discussion on the importantelementsofleadershipandprovidesomepersonalinsights.Variousprevious Australian community leaders have agreed to take part in debates and discussions for the further improvement in this sector.
9LEADERSHIP AND MANAGEMENT Conclusion: It has thus been understood from the discussions about the various styles of leaderships and the analysis of the effectiveness of the same in various situations, that the skill of leadership is an important function in the management structure. It imparts motivation, provides guidance and creates confidence among the employees. The absence of leadership skills can lead to a dysfunctional organisational structure without any positive mission for the organisation.
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