Leadership in Business Development

Running Head: BUSINESS DEVELOPMENT (LITERATURE REVIEW)
Business development (literature review)
Student’s Name
University Name
Author’s Note

2BUSINESS DEVELOPMENT (LITERATURE REVIEW)
Table of Contents
1. Literature Review........................................................................................................................3
1.1 Introduction.......................................................................................................................3
1.2 Leadership traits of Managers...........................................................................................4
1.3 Great Man Theory.............................................................................................................6
1.4 Trait Theory......................................................................................................................7
1.5 Contingency Theories.......................................................................................................8
1.6 Style and behaviour theory...............................................................................................9
1.7 Process leadership Theory..............................................................................................10
1.8 Transactional Theory of leadership.................................................................................11
1.9 Leadership Styles............................................................................................................13
1.9.1 Democratic or Participative Leadership..................................................................13
1.9.2 Authoritarian leadership..........................................................................................13
1.9.3 Servant Leadership..................................................................................................14
1.9.4 Charismatic Leadership...........................................................................................14
1.10 Recent changes in leadership approaches.......................................................................15
1.11 Discussion.......................................................................................................................16
1.12 Conclusion......................................................................................................................17
1.13 Literature Gap.................................................................................................................19
Reference List................................................................................................................................20

3BUSINESS DEVELOPMENT (LITERATURE REVIEW)

4BUSINESS DEVELOPMENT (LITERATURE REVIEW)
1. Literature Review
1.1 Introduction
In the modern times, the demand for great leaders has increased with the advancement of society
and societal needs. Dynamic business environment has created I need for organisation and
leaders who understands the demands as well as challenges functioning in complex and
competitive environment, where the world is open for trade.
Remarkable leadership attitude stresses on development of an environment where every
individual employee gets the opportunity to develop and excel. Leadership can be defined as the
potential among leaders that allows them to influence as well as drive the work groups towards
accomplishing their goals. This is the specific role that every manager must accomplish in the
workplace. The job role of religion is highly directive required him or her to manage, decide,
teach, advise as well as direct his employees. The ultimate objective with which the organisation
and leaders develop their strategies is to build and sustain competitive advantage for the
organisation for the agency. Hence, any job project requires a vigorous leader capable of robust
management for optimum efficiency in any organisation.
In modern organisations the leaders need to have skills like enabling others, establishing proper
communication, flexibility as well as ability to sell and foster innovation. Leaders direct his
employees towards success by enabling them to act according to their strength. True leadership
respects the values of teamwork, regardless of the individual leadership style and organisational
success depends heavily on the collective knowledge of the leader and his team. Strong leaders
who can mutually complement their work teams and no the abilities and limitations of every
individual team member.

5BUSINESS DEVELOPMENT (LITERATURE REVIEW)
Leaders in dynamic organisation generally used and ID of techniques and tools to maintain their
course of action suited to the need of the project.
Various classifications, theories as well as definitive Framework regarding leadership available
in contemporary literature. Various researchers has classified as well as clarified various
dimensions of leadership from different organisational perspective. Considerable organisational
as well as social research of the leadership traits have been conducted by researchers in empirical
studies. A major section of researchers have went on to develop a consensus that leadership and
characteristic development of a leader is a flexible development process, where each research
work helps to build on the ideas presented by every single leadership Theory. Major leadership
theories emerged during the 20th century including the great man theory, behavioural theory,
process leadership Theory, Laissez-faire leadership Theory and so on.
1.2 Leadership traits of Managers
In order to realise that kind of leadership needed by managers, the broader perspective of
leadership and management is needed to be classified at first. Leadership can be described as a
Process of influencing the peers and subordinates for attaining the sustainable long term goals of
the company. Best leadership in corporates development of proper strategies in order to meet the
short-term and long-term demands of the company. Proper strategies in order to meet the short-
term and long-term demands of the company. In contrast Antonakis and Day (2017), define that
the job role of managers is quite process oriented and because of this their capacity to influence
others is quite less. however, in the area of a definite process, the skills which the managers
exhibit seeking stability, control as well as problem resolution quickly and promptly, makes
them good organisational leaders. Every organisation need the support of the managers as well as
leaders to successfully accomplish the organisational goals. As highlighted by Tannenbaum and

6BUSINESS DEVELOPMENT (LITERATURE REVIEW)
Schmidt (2017), good leadership always creates a balance between strategy, vision as well as
results. The managerial leaders, departmental managers, executive managers as well as the
subordinate employees should know the position of the company and the projected growth that
the organisation is trying to achieve in a given time period. Leaders give the peers and
subordinates the necessary ideas to control any obstacle and resolve the problems in any project.
Leaders need to communicate properly with the executives and make them envision their
objectives which they can follow to finish the goals.
As identified by DuBrin (2015), the managers need to have good leadership skills also because
one of their primary job roles is to motivate their subordinates emphasizing good work practices
in the company. The managers who give executive orders to the Employees should have
essential power and motivation skills to develop the confidence in his subordinates so that they
can begin the task with positivity. However Shamir and Eilam-Shamir (2018), argues that the
role of managers and leaders in a company are quite different. Several other Scholars have also
explode the difference between leadership and managerial styles. In this context Grint et al.
(2017), also states that managers in a company gives power by means of their position where as
the leaders in corporate power to lead people and influence them. However different, the job role
of both are crucial for the success of an organisation. The company needs the managers as well
as the leaders to achieve the business goals. In this context Klenke (2016), believes that one
person can be a virtual leader as well as good manager also. However good managers do not
necessarily need to be good leaders. As analysed by Northouse (2017), there are some specific
qualities that makes excellent managers. Managers should have hold on basic facts of the
organisation, should possess high professional knowledge, they should be sensitive to all events
in a company, should have from problem solving skills, should have emotional resilience

7BUSINESS DEVELOPMENT (LITERATURE REVIEW)
alongside the social skills to proactively and creatively communicate with the subordinates and
lastly balanced learning habits and the urge to gain knowledge. Rosenbach (2018), argues that
the managers who emerges to become good leaders give importance to personal goal setting.
They should have their own strategy to lead the subordinates so that they can achieve in the
organisational goals most effectively.
However, Komives and Wagner (2016), argues in contrast that a person also become an excellent
manager without being the best leader but it is not possible to be a good leader without being an
effective manager. He feels that good management is the basic step towards becoming a good
leader also. An effective leader cannot disregard his managerial perspective and if he is able to
run the operations smoothly, he definitely has good management qualities in him. Hence, it is
evident that the perception of various Scholars regarding leadership are different. This leads us to
define that was the leadership style of each manager is unique. Some of them are open minded
and participative while others are found to be opposite minded. In order to assess the impact
different leaders have on their subordinates, Komives and Wagner (2016), feels that it is essential
to analyse the different leadership styles like as transactional leadership democratic leadership,
authoritarian leadership, transformational leadership as well as Laissez-faire leadership.
However, before analysing the leadership styles, it is more important to highlight how various
leadership styles impact in different organisational context. It is more important to highlight how
various leadership styles impact in different organisational context. In order to study that the
popular leadership theories needs to be analysed for understanding the situations under which the
individual leadership styles becomes the most effective.
1.3 Great Man Theory

8BUSINESS DEVELOPMENT (LITERATURE REVIEW)
The foundation of this theory is based upon the statement that the leaders learn to define their
success based upon how will they can justify their failures. Thomas Carlyle stated in his great
man theory that leadership skills come naturally to man. The exponential qualities which are
exhibited by good organisational leaders cannot be acquired. A person is born with them. Covin
and Slevin (2017), further highlights that the impact it is created by an event making man is
much higher than that created by an eventful man. The same message also proposes that the
actions of an event making man is determined by the course of occurrences that he goes through.
The role played by any event making man depends on the outcome of his outstanding
intelligence, will power as well as character. Specimen of such leadership is evident in the cases
which Napoleon and Hitler, thereby challenging the credibility of this great man theory. The
deeds and leadership capabilities of these great men become irrelevant. The modern form of
leadership is more institutionalized where the position of great men changes with time and the
billions and farsightedness of one leader is replaced by The Dictatorial position of the succeeding
head of any organisation. Traits of leadership shows that deleting qualities in men are developed
with birth or are destined By Nature to be in their role at a specific time period. However, which
time reflection of some particular traits of that leader or left which envisages a potential for
leadership of the next leader.
1.4 Trait Theory
The early leadership theories held that the inherent leaders where best Roadways specific
physical as well as personality traits that separate them from others. However the trait theory
argues that leadership traits, whether generic or acquired with time yields the same impact. This
theory specifies to leadership traits, namely emergent treats. Urgent streets are hereditary. These
traits are height, attractiveness, self-confidence as well as intelligence. The effectiveness traits

9BUSINESS DEVELOPMENT (LITERATURE REVIEW)
are acquired through experience and learning and they include basic components of
organisational leadership and implicit charisma. In this context Frohlich and Oppenheimer
(2015), reviews that charisma can be detected as Revolutionary leadership force that can help a
leader to develop completely new orientation through his followers and ensure absolute devotion
towards the leader. Recent studies confirm that the distinction that intellect, psyque and
personality gives the leaders, makes them only slightly different from the followers. Most
observed, however fall for these qualities in a leader and fails to detect the real characteristics
that is the reason behind his or her effectiveness in leadership. In this context, this theory
processes that every individual male or female leader has a certain leadership component that is
inaccessible by the followers.
1.5 Contingency Theories
Contingency theory holds that no leadership style is unique to be used in every organisational
situation. It cannot be commented with conviction that a leader with any particular leadership
style will be able to successfully handle or influence any group of people. This is because all the
leadership styles rely upon combination of certain factors like quality, situation of the followers
or other similar variables. Asphalt the postulates of this theory, there is no single or definite
leadership style which is mandatory for a detail to learn because every particular situation calls
for unique leadership characteristics to be displayed. In most cases success of the leader does not
depend on the inherent leading qualities that he attained or gained by heredity, but rather on the
dynamic management of the surrounding environment and the group of employees during the
tenure of the organisational change. The contingency theories support the behavioural Theory of
leadership in a way that the later also perceive that there is no distinguished or ideal way to

10BUSINESS DEVELOPMENT (LITERATURE REVIEW)
handle any situation or workgroup in a company. Any form of organisational leadership turn out
to be operated in certain circumstances and ineffective in others.
This theory holds that the leader is a person is generally the focus in a leadership-subordinate
relationship. In this context contingency theories draw relation to situational theory that opens
that the subordinates have a crucial role in defining the characteristics of a leader. The situational
leadership Theory can also be connected to the contingency theory in this context. The former
holds that the subordinates and peers emphasize mostly upon the leader during any situation,
rather than the group dynamics. However for the successful execution of the leader’s directions,
the group dynamics between the leader and his or her subordinates should be equally strong. The
situational leadership Theory implies that leadership nature should be altered with the variation
in maturity of the subordinates of a group. Finally, it can be summarised that the key to success
for a leader in a company is following the situational leadership model where why no
unsurpassed way of overcoming challenges have been advocated. On the contrary, for ensuring
their success as a leader, they have to become adaptive to the situation and alternate their
leadership style between task oriented and relationship oriented.
1.6 Style and behaviour theory
The Style theory advocates the importance of particular leadership skills which are essential for a
leader to perform any act. Latter, if one style of leadership does not suit the situation and need,
this theory produces three different leadership styles to make them competent for the
organisation in Crisis. In this context free leadership styles designs mention for understanding
this theory. Firstly the democratic leadership style might be mentioned that brings about high
level of satisfaction among the workers, creativity in the workplace and strong sense of
motivation among the employees also along with great enthusiasm and high end energy this

11BUSINESS DEVELOPMENT (LITERATURE REVIEW)
enables them to give the same level of production even in the absence of the leader. Again
Lussier and Achua (2015), emphasizes that the communication channels between employees and
any democratic leader is very precise because of which the directions and instruction of such
leaders are properly communicated to the working group so that they can walk in the presence or
absence of the leader. Secondly the category of autocratic leaders might be focused here. This
leadership style works best when the company focuses on gathering voluminous output quantity
from the employees. Lastly the Laissez-faire leadership style should be specified which works
only in such an organisational group who are highly skilled and motivated in general. Under the
style and behavioural theory to more leadership styles can be discussed which works upon the
two vital variables, namely, consideration and commencing, respectively. Consideration is to be
practiced when the leader shares high level of confidence and rapport with the roof of
employees. In such cases the group of people understands what the leader might expect from
them in a certain situation. On the other hand the commencing structure holds that the leaders in
themselves define their own job role as well as the job role of the subordinates since both of
them shares participatory role towards the organisational performance, profit making as well as
the mission accomplishment of the company. The most advocated leadership styles, as discussed
by Nawaz and Khan (2016), three in number, name the autocratic leadership where sole decision
making capacity lies with the leader, Laissez-faire leadership where the group of executives are
mature enough to take the decision and the involvement of the leader is required less. Lastly, the
democratic leadership traits needs to be specified where by the leader comes into conversation
before his group of people before making any decision. Amanchukwu Stanley and Ololube
(2015), perceives that any organisational leader should fit into one among these three categories.
1.7 Process leadership Theory

12BUSINESS DEVELOPMENT (LITERATURE REVIEW)
Leadership theories, other than the rest discussed above are all oriented highly towards the
organisational process and includes the likes of servant leadership principle centred leadership,
learning organisation model of leadership as well as charismatic leadership. Servant leadership
seemed to emerge around the 1990. the servant leaders by nature, focuses on the needs of the
client and helps the group of employees to become more autonomous, by researching and
developing products or services , more free and knowledgeable also. However this postulate of
the theory have invited criticism also. The leader in any such organisation should become the
stupid things they are serving under division and organisation and not under the people
occupying those positions. The leader, at best aligns his or her perception with that of the
immediate organisation and needs of the community needs of the group of people whom he is
instructing. Process leadership as well as other theories that are similar in nature suggest that the
leaders share a role of contributing towards the wellbeing of the other group of people who are
his or her subordinate. The theories perceive this job role as a part of the social responsibility of
the leader. However, researchers like Aga, Noorderhaven and Vallejo (2016), speaks of the fact
that the pattern of studying relationship of leaders with groups of people has evolved with an
evaluation of the organisational, institutional and the personal needs of the group of people who
are governed by the leaders. The current leadership Theory do not attach much importance with
the birth traits and rights of leadership, but rather emphasizes more on acquiring the leadership
traits and styles. However, in contrast Banks et al. (2016), shares that the most recent kind of
organisations need leaders who can adapt with different situation and maintain flexible relation
with the group of people they govern. This is because the primary goal of the leaders is to
emphasize on the personal as well as organisational functioning of the groups and the group
processes keeping the interaction level with the group members intact. This helps the group of

13BUSINESS DEVELOPMENT (LITERATURE REVIEW)
people under the leader to keep emphasizing on the personal as well as the organisational moral
improvements.
1.8 Transactional Theory of leadership
The earlier leadership theories emphasized more upon the informal exchanges between the leader
and his followers. However the transactional leadership Theory advocates that the associations
and exchanges between the leader and follower are stemmed out of a series of organisational
agreements made with them. Neither the leader, nor the follower chose each other to deal with.
They are both bounded by and organisational agreement because of which they need to interact.
This is the primary argument of the transactional Theory of leadership. Eberly et al. (2017)
identify that the transactional theory also holds the reciprocity between leaders and followers
where the leaders not only influence the decisions and actions of the following, but are also
under their influence. The course of action of the following leads the leader to determine the way
in which he or she will interact with them and guide them. However Hawkins (2017), wants to
observe transactional leadership from a more simplified viewpoint. They think this form of
leadership to be kind of contingent-reward relationship where all exchange between leaders and
followers are active and positive because it is mutual benefit that drives them to interact with one
another. Other researchers like Hermosilla et al. (2016), agrees with the previous view stating
that the followers have an intention of being rewarded as well as recognised for clinical
accomplishing the objectives agreed upon with the leader. Share of mutual Goodwill might
implicate the development of a sense of gratitude among the followers. However Hoch et al.
(2018), argues that rather than mutual goodwill, gratitude of the following come from the
rewards there received against demonstration of merit increment, significant work achievement
or bonus works. When good work is done by a group of people under a certain region, positive

14BUSINESS DEVELOPMENT (LITERATURE REVIEW)
support and confidence is exchanged from both ends alongside ensuring further Corporation for
collegiality.
In sharp contrast Jaiswal and Dhar (2015), states that the leaders should focus on errors, avoid
responses as well as delay decisions. Jin, Seo and Shapiro (2016), terms this form of leadership
as Management by exception. This keeps the followers always alert about the quality of their
work because they know that the leader is continuously monitoring their performance with active
intervention. On the contrary, if the leader keeps on praising the performance of the following as
a part of mutual agreement, the urge to develop and become more confident will become
evanescent from the employees.
1.9 Leadership Styles
1.9.1 Democratic or Participative Leadership
The organisational leaders who follow this style provides direction to the followers, but allows
the group members to take their own decisions regarding the way their work is to be done. As
discussed by Kark, Van Dijk and Vashdi (2018), it is the leader who encourages the group
members to determine their goal as well as working procedure and also stimulates self-direction
as well as self-actualization of the group member. In addition Mittal and Dhar (2015), states that
a participative leader offers suggestions to the team for developing their performance also.
However, they recently follow that teamwork method and never direct any individual to do a
work in their perceived way. Such a leader always leads the staff to implement their own method
for achieving the goals.
This style of leadership, as stated by Nguyen et al. (2017), is not suitable for employees or
leaders who likes to get involved in a passive mutual agreement only. Rather, employees who are

15BUSINESS DEVELOPMENT (LITERATURE REVIEW)
willing to participate for the betterment of the working methodology and decision making
process enjoys working under the participative leadership method. Again, Rosenbach (2018),
advocates that is this form of leadership is best suited for motivating the group of members when
the leader find them under any sort of challenge. Another major advantage of this form of
leadership is that the subordinates constantly share feedback with the leader under this
participative Framework which allows the leader to understand the strengths and limitations of
the team also.
1.9.2 Authoritarian leadership
This kind of leadership is highly contrasted to that of Democratic or Laissez-faire style of
leadership. The individual leader develops group working agenda, determines the policy for a
project and assigns individual task to the group members without any participative discussion or
consultation with the subordinates. As Tepper et al. (2018), identifies, in the end the group leader
has to undertake the entire liability for the success or failure of the project. However Wang,
Demerouti and Le Blanc (2017), argues that in spite of formulating the strategy for a project in
his or her own way, the leader finds it problematic to handle any challenge that comes in the
course of projects. This is because under authoritarian leadership, the group members seldom
communicate with each other or with the leader as their sense of shared liability is very less.
They are only objectified to perform The Definite job role that is assigned to them in relation to
the project. However, Willis, Clarke and O'Connor (2017), argues that organisations which deals
with most urgent projects implements this form of leadership since the project goals are needed
to be achieved as soon as possible and at any cost. The chances of failure, is quite less since and
authoritarian leader always keeps a closed eye on the performance of the subordinates.
1.9.3 Servant Leadership

16BUSINESS DEVELOPMENT (LITERATURE REVIEW)
This form of leadership is most effective for influencing the members of a group in the non-
profit sector. However Urick (2016), argues that in any organisational context where the
executive members are much experienced, servant leadership can lead to provide the best
outcome. Nevertheless, Tepper et al. (2018), argues that the level of trust is more important for
implementation of servant leadership rather than the level of maturity or experience of the group
members. A servant leader is perceived to be a moral guide whose purpose is served only when
the subordinates with whom he works become autonomous in their service.
1.9.4 Charismatic Leadership
Charismatic leadership is comparatively older conception of business leader who believed that a
leader could change the course or outcome of a project with personal abilities. However Wang,
Demerouti and Le Blanc (2017), strictly argues that in the modern organisation, leaders are
professional and hence they are not able to have such profound as well as extraordinary impact
on the subordinates. Hence, it is suggested that leaders who are needed to work on multiple
project teams are not expected to rely on this form of leadership. This is because the time or
dedication that a leader will dedicate will be distributed among all the project teams that he or
she is handling and as an impact charismatic impact creation is almost impossible.
1.10 Recent changes in leadership approaches
In the modern organisations the working environment are changing dramatically.as an impact,
implementation of new leadership styles are becoming necessary since the word places and the
work groups are becoming more democratic and less bureaucratic. Consequently, researchers are
looking out for new leadership styles which can be idealized in this era of survival of the
organisations for overcoming limitations in the great, contingency or the behavioural theories

17BUSINESS DEVELOPMENT (LITERATURE REVIEW)
based on which organisation and leaders used to perform in the past. The mostly used form of
leadership in the modern day organisations is transformational leadership. Transformational
leaders have a balanced Outlook and they handle their employees with passion. They cared about
the individual needs as well as the organisational needs of the employees and that is why the
employees are quite influenced by their attitude, both emotionally and professionally. This only
means by which a transformational leader attempt to influence the subordinates is by building
their confidence.
The other two recent leadership styles are transactional leadership and passive or Laissez-faire
style of leadership. Transactional leadership is Steel Oriental in its approach where the leaders
attempt to motivate and influence the employees by appealing to their self-interest. Some of the
Scholars find the Laissez-fair style of leadership quite similar with servant leadership where a
leader grooms and briefs the project team about the upcoming works and leaves to accomplish
the project by themselves Such a leader always prefers to avoid making decisions and is rather
casual about responding to the queries of the group members.
1.11 Discussion
Leadership theories like the great man theory have become irrelevant in context to the constant
dynamic growth of the organisation. The traditional leaders who could be side on the group
members with dictatorial powers gained by the dint of brilliance and farsightedness have lost
their way in the path of democratization of the organisations. Leadership theories have
established that leaders who are destined to occupy the position might not turn out to be the best
managers at the end of the day. They are inherited traits of leadership might help them to drive
positive outcome in few particular projects

18BUSINESS DEVELOPMENT (LITERATURE REVIEW)
However, the leaders who acquired knowledge which time and experience emerge out to be the
most balanced leaders in the modern day. It is not enough to have one or two potential leadership
traits.to influence and motivate the work Groups for every project constantly, the leaders also
need to be dynamic in their approach. As analysed by Willis, Clarke and O'Connor 2017), the
first two conditions of being a successful leader with the capability to influence the subordinates
is that he or she have to be active, simulating as well as dynamically transformational. Tepper et
al. (2018), arguably quotes that it is not always possible for a leader to give prominent guidance
in every project. Like his team members a leader also learn from his failures and experience. On
the contrary leadership discussions by Hermosilla et al. (2016), also of holds that a leader learns
to guide his team in the most efficient manner by the dint of his articulating vision, capacity of
role modelling as well as setting goals. For the consistent performance of the workgroup a leader
will have to have a significant vision for goal setting of the team so that the group members are
influenced to give their best effort every time.
The above conducted analysis leads the researcher to comment that the level of maturity of the
individual group members ultimately determine the most feasible operational style of leadership.
This in turn implies that a leader have to be adaptive to every situation. Employee turnover is a
Stark fact in most of the emerging companies because of which the nature of the word groups
also keep changing dynamically. Naturally, Aligarh will also have to change his leadership style
in order to suit the best interests of his or her team. This is why Hoch et al. (2018), articulates
four kinds of attitude that the leaders should exhibit in order to understand the most preferred
leadership style for a workgroup. These are participating, delegating, telling and selling. Through
participation, a leader will be able to understand the excellence of the working skills and
organisational knowledge of the employees. Delegating the employees will allow the leaders to

19BUSINESS DEVELOPMENT (LITERATURE REVIEW)
understand the Peculiar qualities like autonomous less among the group members. Lastly telling
and selling applicable towards the members who are slow learners since the leader cannot afford
the time or opportunity for them to learn with their growth. That is why they need to be
constructed at every step regarding what is to be done so that they learn how to handle the
projects, faster.
1.12 Conclusion
This literature review focuses on the impact of leadership on the organisational work groups.
Various leadership theories and leadership styles have been analysed in the course of the work in
order to understand how the leaders influence the group of people who work under them. In the
initial part of the literature review, the difference leadership and management have been
highlighted. Argumentative study based on the empirical findings leads the researcher to
conclude in this context that that a person should be a good manager to be a prolific leader.
Many researchers have highlighted that leaders are born with inherent manipulating power that
helps them to lead the work groups with conviction. However, in this context, it deserves
mention that the leaders need to understand the mode of operations in every individual work
projects. That is why, it can be easily emphasised that good managers can emerge to be prolific
leaders in the modern organisational settings. The organisational theories like the Great Man
theory, Trait Theory and Contingency theories, all depend on the individual charismatic skills of
team management of the leader. However, in the modern day organisations, the organisations are
quite dynamic, because of which the leaders need multidimensional leadership skills to manage
their work force. That is why the leadership frameworks like Style and Behaviour Theory,
Process Leadership Theory, Transformational leadership theory or the transactional leadership
theory seems more implacable to the context of the modern day organisations. This is because,

20BUSINESS DEVELOPMENT (LITERATURE REVIEW)
these theories profess that a leader should exercise personal development and up-gradation
alongside leading the team. This helps him or her to guide the work group in the best possible
way for every project at hand.
This literature review also evaluates the various leadership styles in order to suggest the best
possible strategies that can help the leaders to influence the work groups. The most suitable style
of leadership, as assessed ‘in the literature review is the democratic or the participative style of
leadership. Under this leadership model, the leaders encourages the group members to determine
their goal as well as working procedure and also stimulates self-direction as well as self-
actualization of the group member. Again, empirical analysis also allows the researcher to
confirm that authoritarian style of leadership works best when the work group is comparatively
inexperienced. Again, servant leadership and laissez-faire style of leadership works best for the
leader who is dealing with a mature and experienced work force.
1.13 Literature Gap
The scholars, based on whose empirical research works, this literature review have been
developed, emphasise more on the adaptability of the various leadership theories and leadership
style in context of the modern day organisations. However, more extensive research is required
in the context of analysing the best elements of each leadership styles and selecting individual
elements from individual leadership styles that should be present in a most organised
organisational leader. Again, further research can also be conducted in order to analyse the
training needs of the organisational leaders. The researchers in the empirical studies talks about
the needs of self-development of the leaders. However, the detailed training needs of the leaders
are not discussed in detail.

21BUSINESS DEVELOPMENT (LITERATURE REVIEW)

22BUSINESS DEVELOPMENT (LITERATURE REVIEW)
Reference List
Aga, D.A., Noorderhaven, N. and Vallejo, B., 2016. Transformational leadership and project
success: The mediating role of team-building. International Journal of Project Management,
34(5), pp.806-818.
Amanchukwu, R.N., Stanley, G.J. and Ololube, N.P., 2015. A review of leadership theories,
principles and styles and their relevance to educational management. Management, 5(1), pp.6-14.
Antonakis, J. and Day, D.V. eds., 2017. The nature of leadership. Sage publications.
Banks, G.C., McCauley, K.D., Gardner, W.L. and Guler, C.E., 2016. A meta-analytic review of
authentic and transformational leadership: A test for redundancy. The Leadership Quarterly,
27(4), pp.634-652.
Covin, J.G. and Slevin, D.P., 2017. The entrepreneurial imperatives of strategic leadership.
Strategic entrepreneurship: Creating a new mindset, pp.307-327.
DuBrin, A.J., 2015. Leadership: Research findings, practice, and skills. Nelson Education.
Eberly, M.B., Bluhm, D.J., Guarana, C., Avolio, B.J. and Hannah, S.T., 2017. Staying after the
storm: How transformational leadership relates to follower turnover intentions in extreme
contexts. Journal of Vocational Behavior, 102, pp.72-85.
Frohlich, N. and Oppenheimer, J.A., 2015. Political leadership and collective goods (Vol. 1298).
Princeton University Press.
Grint, K., Jones, O.S., Holt, C. and Storey, J., 2016. What is leadership. The Routledge
companion to leadership, p.3.
Hawkins, P., 2017. Leadership team coaching: Developing collective transformational
leadership. Kogan Page Publishers.

23BUSINESS DEVELOPMENT (LITERATURE REVIEW)
Hermosilla, D., Amutio, A., Da Costa, S. and Páez, D., 2016. Transformational leadership in
organizations&58; Mediating variables and long-term consequences. Revista de Psicología del
Trabajo y de las Organizaciones, 32(3), pp.135-143.
Hoch, J.E., Bommer, W.H., Dulebohn, J.H. and Wu, D., 2018. Do ethical, authentic, and servant
leadership explain variance above and beyond transformational leadership? A meta-analysis.
Journal of Management, 44(2), pp.501-529.
Jaiswal, N.K. and Dhar, R.L., 2015. Transformational leadership, innovation climate, creative
self-efficacy and employee creativity: A multilevel study. International Journal of Hospitality
Management, 51, pp.30-41.
Jin, S., Seo, M.G. and Shapiro, D.L., 2016. Do happy leaders lead better? Affective and
attitudinal antecedents of transformational leadership. The Leadership Quarterly, 27(1), pp.64-
84.
Kark, R., Van Dijk, D. and Vashdi, D.R., 2018. Motivated or Demotivated to Be Creative: The
Role of Self‐Regulatory Focus in Transformational and Transactional Leadership Processes.
Applied Psychology, 67(1), pp.186-224.
Klenke, K., 2016. Qualitative research in the study of leadership. Emerald Group Publishing
Limited.
Komives, S.R. and Wagner, W. eds., 2016. Leadership for a better world: Understanding the
social change model of leadership development. John Wiley & Sons.
Lussier, R.N. and Achua, C.F., 2015. Leadership: Theory, application, & skill development.
Nelson Education.

24BUSINESS DEVELOPMENT (LITERATURE REVIEW)
Mittal, S. and Dhar, R.L., 2015. Transformational leadership and employee creativity: mediating
role of creative self-efficacy and moderating role of knowledge sharing. Management Decision,
53(5), pp.894-910.
Nawaz, Z.A.K.D.A. and Khan_ PhD, I., 2016. Leadership theories and styles: A literature
review. Leadership, 16, pp.1-7.
Nguyen, T.T., Mia, L., Winata, L. and Chong, V.K., 2017. Effect of transformational-leadership
style and management control system on managerial performance. Journal of Business Research,
70, pp.202-213.
Northouse, P.G., 2017. Introduction to leadership: Concepts and practice. Sage Publications.
Rosenbach, W.E., 2018. Contemporary issues in leadership. Routledge.
Rosenbach, W.E., 2018. Contemporary issues in leadership. Routledge.
Shamir, B. and Eilam-Shamir, G., 2018. “What’s your story?” A life-stories approach to
authentic leadership development. In Leadership Now: Reflections on the Legacy of Boas
Shamir (pp. 51-76). Emerald Publishing Limited.
Tannenbaum, R. and Schmidt, W.H., 2017. How to choose a leadership pattern. In Leadership
Perspectives (pp. 75-84). Routledge.
Tepper, B.J., Dimotakis, N., Lambert, L.S., Koopman, J., Matta, F.K., Man Park, H. and Goo,
W., 2018. Examining Follower Responses to Transformational Leadership from a Dynamic,
Person–Environment Fit Perspective. Academy of Management Journal, 61(4), pp.1343-1368.
Urick, A., 2016. Examining US principal perception of multiple leadership styles used to
practice shared instructional leadership. Journal of Educational Administration, 54(2), pp.152-
172.

25BUSINESS DEVELOPMENT (LITERATURE REVIEW)
Wang, H.J., Demerouti, E. and Le Blanc, P., 2017. Transformational leadership, adaptability, and
job crafting: The moderating role of organizational identification. Journal of Vocational
Behavior, 100, pp.185-195.
Willis, S., Clarke, S. and O'Connor, E., 2017. Contextualizing leadership: Transformational
leadership and Management‐By‐Exception‐Active in safety‐critical contexts. Journal of
Occupational and Organizational Psychology, 90(3), pp.281-305.