Assignment on Leading and Managing the Organizations

BUSINNES REPORT 1500 WORDS excluding the content and references choose any one the 6 topics to write the business report from the attached file

Student Name
INSTITUTIONAL AFFILIATION(S)
MGNT803

LEADING AND MANAGING IN ORGANIZATIONS 1
Table of Contents
Introduction................................................................................................................................2
Theoretical background..............................................................................................................2
Transformational leader..........................................................................................................2
Authentic leadership...............................................................................................................3
Ethical leadership...................................................................................................................4
Servant leadership..................................................................................................................4
Implications for leadership development...................................................................................5
Conclusion..................................................................................................................................7
References..................................................................................................................................8

LEADING AND MANAGING IN ORGANIZATIONS 2
Leading and managing in organizations
Introduction
Corporate scandals such as Lehmann Brothers and Enron have increased the
organization's attention in positive leadership approach which emphasises more on moral and
ethical leadership behaviour (Hoch, et al., 2018). Many leadership theories have therefore,
shifted largely from economic and managerial functions towards interpersonal dynamics that
take place within organizational leadership process. Theories like authentic, transformational
and ethical leadership besides new genre leadership theories have evolved to respond to
ignored factors such as leader’s inspirational and motivation aspects, morality, the llectual
stimulations, transparency, and emotional effects (Hannah, et al., 2014). Since many
criticisms have been raised in the past few years, many new-fangled leadership styles have
been developed in the contemporary literature to fill the missing aspects beyond the
transactional and charismatic framework. In this light, this report will review theories
surrounding leadership styles: authentic, servant, ethical and transformational leadership and
identify implications for future leadership development and effective organizational
management.
Theoretical background
Transformational leader
Transformational leadership was first introduced in the year 1978 by Burns to
demonstrate the condition between how political leaders leads their subordinates. According
to Burns, leadership theory related to transformational leader focus upon a continuous
process in which leaders and his/her subordinates support each other's to achieve superior
motivational results beyond self-interest and to achieve collective gains. Burns differentiated

LEADING AND MANAGING IN ORGANIZATIONS 3
between transformational and transactional leadership style where transactional leadership is
more focussed upon contingent reinforcement, emphasizes on self-interest, short-term goals
and relationship exchange. Transformational can also be referred to as a positive leader who
can inspire others positively through the identification of followers needs. Transformational
leaders transform the followers by instilling pride, trust and vision in them to make them
perform superiorly (Hoch, et al., 2018). According to Andersen (2018), the transforming
approach of transformational leader creates an important change in people's lives as well as
organizational management. A transformational leader manages workplace, redesigns people
perceptions, changes aspirations and expectations according to changing business needs. In
summary, a transformational leader is idealised not only because they act as a moral and
ethical exemplar in organizations but because they create mutual understanding between
organizational members.
Authentic leadership
Leaders who have great understanding of solid and ethical values, purpose, and leads
with hearts to establish connected relationships are called as authentic leaders. Authenticity is
omnipresent in an authentic leader and such leaders accept and acknowledges others
emotions, thoughts, wants, beliefs, preferences and need. They act consistently with their
thoughts as well as other beliefs. The authentic leader seeks to understand oneself and convey
their beliefs confidently in front of the others in the form of speech or action. It can be argued
that while authentic leaders follow well-constructed idealism, they can be compared to
transformational and charismatic or ethical and integrity leadership styles (Copeland, 2016).
Andersen (2018) argues that personalised leaders such as charismatic leaders often use
impression for managing others or to mislead their abilities, beliefs and intentions to benefit
their mission. This has made researchers and business scholars increasingly focus upon
authentic behaviour of leaders who do not consider acting inauthentically or falsely. The

LEADING AND MANAGING IN ORGANIZATIONS 4
authentic leader follows a behavioural pattern which integrates and draws upon both positive
ethical environment and psychological capabilities to foster self-awareness among people,
develop internalised perspectives, instil relational transparency and balance information
processing, thereby creating a positive workplace environment.
Ethical leadership
Ethical leadership can be defined as a demonstration of normative approaches
conducted in the form of interpersonal relationship and personal actions. The promotion of
ethical leadership approach can be made through two-way interaction, decision-making and
reinforcement. It can be noted that ethical leadership is different from positive leadership as
ethical leaders focus upon ethical leadership dimensions rather than implementing ethical
decision making as a supplementary dimension. Ethical leaders pose traits such as fair-
mindedness, morality, social responsibility, and capabilities to think beyond the results
occurring due to others and own performances. Ethical leadership can also be reflected by
enabling particular behaviour in a leader where the leader promotes ethical workplace. In
other words, ethical leaders tend to perform correctly and ethically conduct their leadership
roles by drawing upon social learning theory (Hoch, et al., 2018). Anderson & Sun (2017)
finds that at an individual level, the approach undertaken by ethical leader can be related to
job-performance of sub-ordinates i.e. work performance and efforts given by them. Ethical
leadership considers followers response who shows willingness to report issues to the
management besides putting in efforts. Thus, ethical leadership can be said to be more
person-task-focused along with revealing citizenship behaviour.
Servant leadership
The philosophy of servant leadership states that servant leaders focus more on the
needs of stakeholders and followers than themselves. According to Hoch, et al. (2018), since
a servant-leader emphasises more on serving others, this form of leadership is derived out of

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feeling to serve before thinking how to lead others. Alternatively, a servant leadership
approach can be reflected through a practical, meaningful and ethical approach of servant
leaders. On such grounds, servant leaders pose ten leadership qualities including listening,
stewardship, empathy, awareness, conceptualization, healing, commitment for other
development, persuasion, foresightedness and community building skills. Servant leader
believes that by facilitating and fostering the well-being of followers, organizational goals
can be accomplished in the long-run. Furthermore, servant leadership has various qualities
that are been reflected in a transformational leader such as credibility, trust, vision, and
influence that often goes beyond transformational leaders by considering others requirements
on a priority basis (Hoch, et al., 2018). According to Andersen (2018), research on servant
leadership suggests that there is much more that can be learnt from servant leadership and
individuals who seek to adopt servant leadership approach have to undergo a journey of
personal transformation as well as self-discovery. The main secret of the servant leadership
approach is listening to inner voice through self-actualization along with the voices of others
who are aware of the truth.
Implications for leadership development
Given the extensive research made in leadership and management literature, it can be
said that major reorientation of leadership is required instead of adding new leadership styles.
Anderson & Sun (2017) claims that an explicit and well-coordinated integrated approach is
required by today's leaders to find truly distinctive leadership style. The new and distinctive
leadership style will pose new dimensions ranging from behavioural dimension to
conceptualization. Most often it is observed that the organization's management require a
better connection between leadership practice and managing employees. This has added to a
plethora of leadership development programs and initiatives through which new leaders use

LEADING AND MANAGING IN ORGANIZATIONS 6
frameworks to influence new leadership practices while facing social responsibility issues. It
is also important to comprehend that new leadership and managing approaches do not fall as
a victim of the notion that only one leadership style can prove to be the best way and one
must choose particularly one way to implement effective and suitable leadership approach
(Hannah, et al., 2014). Therefore, Lovelace, et al. (2018) suggest adopting charismatic,
ideological and pragmatic (CIP) approach as this model can potential remove criticisms made
on leadership style, literature and practice. The CIP model use a complex style to
comprehend operative leadership and managing style which is conceptually sound and clear
besides supported by a growth-oriented notion.
Theoretically, the CIP model proves to be a sense-making model for new leaders
particularly in the era where leaders have to face and respond to crises on an everyday basis.
While charismatic leaders solve crises through the articulation of motivational future-based
vision along with reflecting role modelling style, ideological leaders address crises by
articulating social values, inspirational vision along with reflecting a deep-rooted stronger
personality. Contrastingly, pragmatic leaders emphasise more on a deep examination of the
root cause behind crises and interpret the goals which are depended upon impartial
opportunities and threats existing in the present situation (Anderson & Sun, 2017). The CIP
model of leadership incorporates every contextual variable that suggests certain kind of
leaders emerges in specific situation according to their sensemaking style. Lovelace, et al.
(2018) documents that the CIP model looks more on a specific skill during problem-solving
and predispose them until success is achieved during problem-solving stages. Pragmatic
leaders excel in observing reasons behind problem generation and focus on managing
organizations according to the issues identified. Charismatic leaders, on the other hand,
facilitate idea generation and make efforts to create multiple problem-solving ideas.
Ideological leaders evaluate powers required for succeeding as well determines the potential

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success through idea implementation. Hence, it can be said that CIP leaders act differently
under different conditions, guide people to undertake different approaches and communicate
with others to manage situations effectively.
Conclusion
Leadership theories like an ethical, transformational, servant and authentic besides
several others have helped contemporary leaders and managers address previously neglected
issues in leadership style such as inspirational and visionary approach. The four discussed
leadership styles follow a visionary approach, adopts transparency, empathy, morality, ethical
and intellectual stimulations while leading and managing people in the organizations.
However, with the ever-changing business demands and increased issues seen in the social
environment, the literature suggests that leadership style must be developed according to new
era requirements. Hence, the above report suggested considering the CIP model to influence
present leaders with important contextual factors. With the new CIP leadership style, the
leaders will be equipped with enhanced leadership and managing style that can gravitate
business towards the realm of success through logical reasoning and strategic problem-
solving characteristics.

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References
Anderson, MH & Sun, PYT 2017, ‘Reviewing leadership styles: Overlaps and the need for a
new ‘full range’ theory’, International Journal of Management Reviews, vol. 19, no. 1, pp.
76-96.
Andersen, JA 2018, ‘Servant leadership and transformational leadership: from comparisons
to farewells’, Leadership & Organization Development Journal, vol. 39, no. 6, pp. 762-774.
Copeland, MK 2016, ‘The impact of authentic, ethical, transformational leadership on leader
effectiveness’, Journal of Leadership, Accountability and Ethics, vol. 13, no. 3, pp. 79-97.
Hannah, ST, Sumanth, JJ, Lester, P & Cavarretta, F 2014, 'Debunking the false dichotomy of
leadership idealism and pragmatism: Critical evaluation and support of newer genre
leadership theories', Journal of Organizational Behaviour, vol. 35, no. 5, pp. 598-621.
Hoch, JE, Bommer, WH, Dulebohn, JH & Wu, D 2018, 'Do ethical, authentic, and servant
leadership explain variance above and beyond transformational leadership? A meta-analysis',
Journal of Management, vol. 44, no. 2, pp. 501-529.
Lovelace, JB, Neely, BH, Allen, JB & Hunter, ST 2018, 'Charismatic, ideological, &
pragmatic (CIP) model of leadership: A critical review and agenda for future research', The
Leadership Quarterly, vol. 30, no. 1, pp. 96-110.