Most effective Leadership & Management Styles & Approaches

Added on -2020-02-19

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Running head: LEADERSHIP AND ITS DIFFERENT ASPECTSLeadershipName of the Student:Name of the University:Author note:
1LEADERSHIP AND ITS DIFFERENT ASPECTSContentsLeadership theories..........................................................................................................................2Most effective Leadership & Management Styles & approaches...................................................6Leadership and change..................................................................................................................10
2LEADERSHIP AND ITS DIFFERENT ASPECTSLeadership theoriesA business organisation is a foundation of different teams and departments lead byindividuals called leader. Successful teams are built on a shared vision and work for a commongoal in an organisation. The different culture and educational backgrounds of people must not bea hindrance to work objectives (Avolio and Yammarino 2013). The diverse team and diverseperformance quotient are proportional to each other. There are various kinds of organisations andevery one of them has a separate entity with different needs, some of which can only berecognised by diversely cultured people (Cockcroft 2014). The social comparison theory has plays a role in team and individual development. Thissays that the innate desire to evaluate their own as well as others opinion have to be evaluatedagainst other references (Avolio and Yammarino 2013). The intergroup relations in anorganisation are identified in the theory and system network theory is helpful in drawing supportto this conclusion. The social identity theory and mental models applies to the in-group activitymethod and influences individuals to perceive a personal alignment in the group. The goal ofdifferentiation is to preserve or gain superiority over and out-group. In-group, which is definedas an interdepartmental function and out-group, as an intra-departmental function should appearto be aligned in behaviour among the members(Bush, 2014).. The culture mosaic theory suspectsthat the systems of an organisations foundational to HRD and critical to understand. This alsorecognises the complex problems identified in the structural behaviour. Thereby, chaos andnetwork theory is predicts that the cultural behaviour, which are unpredictable can be utilised indesigning the meta-theory (Avolio and Yammarino 2013). The diversity in teams createsparadox and demonstrates the possibility of potential conflict. The platform of the organisational
3LEADERSHIP AND ITS DIFFERENT ASPECTScultural behaviour can be observed to come from race, age, gender. The demographic factors ofpeople’s lives are what form the perceptions of humans. So as long as the company’scommunication is smooth and transparent in all key factors the less significant it will be.Information exchange is a mediating tool to use for more frequent collaborations among teamlearning and team difference. The necessity of friendship is to be developed to increase theintergroup support activity (Cockcroft 2014). The managerial aspect of leadership can worktogether and can be integrated in if requirements of work is analysed properly. The job title doesnot matter as long as the body of authority performs its tasks perfectly. The difference inmanagement and leadership is, leaders are the creator of change and managers are followers ofrules and regulations of a company.There are certainly some challenges and in multitudinous of demographic and non-demographic differences. Social identity theory helps develop particular culture groups of entireorganisation. The individuals among the groups categorised as geographic, associative anddemographic differences can act as a member keeping in mind the one goal needed to beachieved as a team (Arvey et al. 2015). The ultimate impact of the performance is an outcome ofstrong commitment rate of a group. Teams that overcome community barriers are predicted toachieve long term affecting desired result and individual relationship are grown among theorganisation. The holistic approach can mitigate the side effects of the notion of either beingwestern or being and eastern. In team conflict and dysfunction attributed to diversity may bedriven by a multitude of factors (Bush 2014).Financial industry faces challenges as the diverse workforce managing is quitechallenging. Managing the different factors of production with the challenging economicstability is a significant work, keeping in mind the market demand (Avolio and Yammarino

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