Leadership Theories and Styles in Organizations

This presentation provides a systematic understanding of leadership theories, explores the contribution of leaders in executing the mission and vision of an organization, discusses leadership strategies to maximize organizational potential, evaluates motivational theories within an organizational environment, and defines potential leadership styles. It emphasizes the importance of leadership in organizations and highlights various leadership styles.

Leading Business
Organisation

Table of content
•Introduction
•Systematic understanding of leadership theories
•Ability to Evaluate the Contribution in Executing Mission and Vision of Organization
•Ability to Evaluate the Contribution in Executing Mission and Vision of Organization
Leaders
•Ability to evaluate motivational theories within organizational environment for leaders
•Potential leadership style
•Conclusion
•Reference

Introduction
Leadership is related with the individual action that is used for purpose of
motivating people so that they are working towards a common takes to
achieve them in the course of performing organisations overall functions. It
is a art that is used for motivation of overall workforce so that they can
achieve some commonly laid goals. Leadership plays a very crucial role in
this context.

Systematic understanding of leadership theories
•What are the two basic questions that leaders ask to themselves?
•The first aspect that has to be analysed and is also mention in data provided
is how various services that are being offered to customers can be
customized and the second is related with the allocation of resources in such
a manner that there is proper analysis of various external and internal
environmental factors.

Ability to Evaluate the Contribution in Executing
Mission and Vision of Organization Leaders
• What is organization’s Mission and Vision?
• Vision is related to the long terms objective that is a ideal growth or a
achievement that has to be done by a organisation and their leaders
towards their goals. Mission on the other hand is the major purpose for the
reason behind the existence of the organisation.

Ability to apply leadership strategies to maximize
organizational potential
•What is leadership style?
•Leadership style can be regarded as a method for various styles of leaders
so that overall guidance can be provided to direct and implement various
strategies. It is a style of leadership that can influence behaviour of
employees to achieve such organisational goals.

Ability to evaluate motivational theories within
organizational environment for leaders
• What is motivational theory?
•Motivational theory is a activity in concern with individual for identification of
what is the behaviour that drives a individual towards to perform bets of their
present level of potential, it is regarded as the theories that are used for
encouraging people and making them work towards their respective goals.

Potential leadership style
•Define potential leadership style?
• Potential leadership style is a style in which leaders have to become more
professional in those areas of a organisation where a workforce is already
engaged. It is related with accepting some responsibilities and more new
challenges. Leadership potential is a combined of two major aspects that is
improvement of efficiency of employees and motivating them.

Conclusion
From above discussed points it can be said that leadership plays a very crucial role
in every organisation and there are various leadership styles that have been
formulated for the purpose of achievement of overall effectiveness in the
functioning of a particular organisation in a more optimum manner.

References
•Zhao, X., Hwang, B.G. and Lee, H.N., 2016. Identifying critical leadership
styles of project managers for green building projects. International Journal
of Construction Management, 16(2), pp.150-160.
•Shao, Z., Feng, Y. and Hu, Q., 2017. Impact of top management leadership
styles on ERP assimilation and the role of organizational
learning. Information & Management, 54(7), pp.902-919.
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