Leadership and Its Different Aspects: A Comprehensive Examination

This essay delves into the multifaceted realm of leadership, examining diverse theories and their practical applications within organizational contexts. It begins by exploring various leadership theories, including social comparison theory, social identity theory, and culture mosaic theory, highlighting their impact on team dynamics and organizational culture. The essay then transitions to a comparative analysis of different leadership and management styles, contrasting traditional approaches with consultative and participative models, and emphasizing the roles of leaders and managers. It further discusses the importance of participative leadership and its role in facilitating change within organizations, referencing models like Lewin's change management model. The essay concludes by emphasizing the significance of understanding and adapting to change for organizational success and employee engagement.

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Leadership
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Contents
Leadership theories..........................................................................................................................2
Most effective Leadership & Management Styles & approaches...................................................6
Leadership and change..................................................................................................................10

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Leadership theories
A business organisation is a foundation of different teams and departments lead by
individuals called leader. Successful teams are built on a shared vision and work for a common
goal in an organisation. The different culture and educational backgrounds of people must not be
a hindrance to work objectives (Avolio and Yammarino 2013). The diverse team and diverse
performance quotient are proportional to each other. There are various kinds of organisations and
every one of them has a separate entity with different needs, some of which can only be
recognised by diversely cultured people (Cockcroft 2014).
The social comparison theory has plays a role in team and individual development. This
says that the innate desire to evaluate their own as well as others opinion have to be evaluated
against other references (Avolio and Yammarino 2013). The intergroup relations in an
organisation are identified in the theory and system network theory is helpful in drawing support
to this conclusion. The social identity theory and mental models applies to the in-group activity
method and influences individuals to perceive a personal alignment in the group. The goal of
differentiation is to preserve or gain superiority over and out-group. In-group, which is defined
as an interdepartmental function and out-group, as an intra-departmental function should appear
to be aligned in behaviour among the members(Bush, 2014).. The culture mosaic theory suspects
that the systems of an organisations foundational to HRD and critical to understand. This also
recognises the complex problems identified in the structural behaviour. Thereby, chaos and
network theory is predicts that the cultural behaviour, which are unpredictable can be utilised in
designing the meta-theory (Avolio and Yammarino 2013). The diversity in teams creates
paradox and demonstrates the possibility of potential conflict. The platform of the organisational

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cultural behaviour can be observed to come from race, age, gender. The demographic factors of
people’s lives are what form the perceptions of humans. So as long as the company’s
communication 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 team
learning and team difference. The necessity of friendship is to be developed to increase the
intergroup support activity (Cockcroft 2014). The managerial aspect of leadership can work
together and can be integrated in if requirements of work is analysed properly. The job title does
not matter as long as the body of authority performs its tasks perfectly. The difference in
management and leadership is, leaders are the creator of change and managers are followers of
rules 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 entire
organisation. The individuals among the groups categorised as geographic, associative and
demographic differences can act as a member keeping in mind the one goal needed to be
achieved as a team (Arvey et al. 2015). The ultimate impact of the performance is an outcome of
strong commitment rate of a group. Teams that overcome community barriers are predicted to
achieve long term affecting desired result and individual relationship are grown among the
organisation. The holistic approach can mitigate the side effects of the notion of either being
western or being and eastern. In team conflict and dysfunction attributed to diversity may be
driven by a multitude of factors (Bush 2014).
Financial industry faces challenges as the diverse workforce managing is quite
challenging. Managing the different factors of production with the challenging economic
stability is a significant work, keeping in mind the market demand (Avolio and Yammarino

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2013). The fast changing market place and fast growth in markets can shake up the
organisations. The talent shortage is also an operational risk that this financial industry goes
through. The CEO of the asset management experts has seen the increase of sixty five percent in
head count. The banking and capital markets have visualised the percentage increase in their
sector more than 50 % (Trujillo and Scott 2014). The insurance industry leaders anticipate that
the agenda for test strategies is to restructuring the leadership pipeline. The annual global survey
of CEO’s in financial services industry by PWC suspects that talent management of diverse
education and workforce is to make a paradigm shift in focus (Trujillo and Scott, 2014). Volatile
market of AMC’s have always shown disruptive speed because of consumer spending and
behaviour and competition (Bush, 2014)..

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References
Arvey, R., Dhanaraj, C., Javidan, M. and Zhang, Z.X., 2015. Are there unique leadership models
in Asia? Exploring uncharted territory.
Avolio, B.J. and Yammarino, F.J. eds., 2013. Introduction to, and overview of, transformational
and charismatic leadership. In Transformational and Charismatic Leadership: The Road Ahead
10th Anniversary Edition (pp. xxvii-xxxiii). Emerald Group Publishing Limited.
Bush, T., 2014. Instructional and transformational leadership: alternative and complementary
models?.
Cockcroft, T., 2014. Police culture and transformational leadership: outlining the contours of a
troubled relationship. Policing: a journal of policy and practice, 8(1), pp.5-13.
Trujillo, T. and Scott, J., 2014. Superheroes and transformers: Rethinking Teach For America's
leadership models. Phi Delta Kappan, 95(8), pp.57-61.

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Most effective Leadership & Management Styles & approaches
The traditional aspect of management and leadership has changed drastically over the last
century. The command and control aspect of personnel management has changed while the
consultative and participative characteristics have evolved among the successful organisations.
The leading and managing are totally different activities, though the notion of the both is
considered to be same. Managing is an activity that involves the day-to-day task in an
organisational process (Goetsch and Davis 2014). The operational task, maintenance of budget
and deadline oriented goals that needs to be achieved and is a part of plan and action towards and
intended goal, whereas leadership is for the betterment of social and organisational psychology.
Leadership is commanding the relationship between people and is considered influential. A
leader is able to draw conclusion of any situation and is master of strategic thinking (Hackman
and Johnson 2013). There are also some similarities of having both leader and manager in a same
body. The managerial aspect of leadership can work together and can be integrated in if
requirements of work is analysed properly. The job title does not matter as long as the body of
authority performs its tasks perfectly. Some of the difference in management and leadership are,
leaders are the creator of change and managers are followers of rules and regulations of a
company (Goetsch and Davis 2014). The leaders will have followers, will have a rock solid
value system, which will be congruent with the followers. Opposites of this will be manager’s
task, which will include planning, allocating resources, administering control, communication
stimulator among the system and motivating employees (Wheelen and Hunger 2017). Manager’s
work includes following orders to fulfil the ultimate goals of employees. Management is a
practice. A role of managers is necessary but a leader is essential part of an organisation. A study
has concluded that the transformational leadership is too different than the other kind of

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leadership and is quite affective in guiding in the direction, course, action and opinion (Wheelen
and Hunger 2017).
From the model of Lewin’s leadership style the three major leadership is Authoritarian
Leadership known as a autocratic leaders. The most effective autocratic leader in history was
Adolf Hitler. Another kind of leadership is known as participative. This kind of leadership is
power sharing leadership and the power members are not to be hierarchical (Goleman, Boyatzis
and McKee 2013). Suitable example of this kind of leaders was Mr. Obama, president of United
States. The third kind is delegative leadership. This is also known as Laissez Faire leadership
style (Northouse 2015). A leader’s responsibility is to help the subordinate in their work and
improve the satisfaction and work environment by increasing the effectiveness of reward.
Democratic leaders needs to strong individuals, is flexible in mind, and can ensure the leaders
commitment. The dynamic change in work environment is backed up by the subordinates and
maintains the focus of employees.
According to CMI reports, the value suggested through the discussion says that most
effective leadership is dependent upon the circumstances and individual characteristics of
industry personnel, working environment and nature of employees. The self-directional leaders
are one among the leaders, which ensure and maintain the long-term relationship of among the
team members (Northouse 2015). This style is related to change and this style mostly brings
innovation among the operational process. According to the CMI reports, all leadership style has
strengths and weaknesses, which is exclusive of working environment factors.
I believe a participative member is the most important form of leadership. The
democratic leaders takes into account the opinions and voices of their leaders. One of the

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Fortune’s best 100 companies are General Electric and the company is led by Jack Welch, who is
company CEO and known to be a effective leader (Goleman, Boyatzis and McKee 2013).
My idea of leadership includes the participative leadership style, which equally validates
the employee’s opinion and suggestions. A participative leader is a strong individual and does
not dominate or manipulates the workforce. As a member of team, I would like to be led as a
participative and equal important member of the team (Hackman and Johnson 2013). A leader
acts as a coach to build the team. And motivate the team members achieving their individual
goals. Encouraging speech and group members listen to his/her views and follow them too.

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References
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Goleman, D., Boyatzis, R.E. and McKee, A., 2013. Primal leadership: Unleashing the power of
emotional intelligence. Harvard Business Press.
Hackman, M.Z. and Johnson, C.E., 2013. Leadership: A communication perspective. Waveland
Press.
Li, M., Mobley, W.H. and Kelly, A., 2013. When do global leaders learn best to develop cultural
intelligence? An investigation of the moderating role of experiential learning style. Academy of
Management Learning & Education, 12(1), pp.32-50.
Northouse, P.G., 2015. Leadership: Theory and practice. Sage publications.
Wheelen, T.L. and Hunger, J.D., 2017. Strategic management and business policy. pearson.

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Leadership and change
The participative leadership is one among the most important leadership is in the business
organisation. The arguments posed by Mullins about the resistance to change have some wrong
perspectives about change (Beerel 2012). The resistance is inevitable for some employees, but
the management is responsible for conducting a change and lead the employees to change in
organisation. It may not be a smooth process but it is not impossible. A participatory leader is
one among the leaders who are capable of lead the employees to change by increasing
participation factor. The resistance comes from the unknown (Kavanagh and Ashkanasy 2016).
Therefore, making the people in the organisation known about the change beneficial side, the
process can be made smooth. There can be two types of change in management. One is technical
and another is social (Gill 2012). A technical change can happen due operational change but
social change can have managerial risk involved. The level of participation needs to be enough.
The different problems of resistance are experimental in nature. The cohesiveness of groups can
also be hindrance to efficiency ratings of an organisation. The participation through
representation is method to make employee demonstrate their willingness to participation.
The Kurt Lewin’s change management model is known to be one of the most effective
models in that an organisation can adapt to (Kavanagh and Ashkanasy 2016). This model of
change is constructed of three steps Unfreeze, Change, and Refreeze. To reduce the complexity
while the changing attitudes are adopted they must realize the need to change is essential
(Eisenbach, Watson and Pillai 2014). The second stage is implementing the change and
incorporating positive attitudes of behavioural change (Gill 2012). The third or the next change
is consolidating the support to change. The structural assessment of change perspectives and

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ongoing monitoring of the process will help the managers to lead their staff to change. Change is
needed when the diagnosis of a problem is given. The feedback on change is also necessary task
according to Lewin (Eisenbach, Watson and Pillai 2014).
This change model is helpful in the industry financial services. This services industry is
one among the most vulnerable industry in market. The turnover of this industry is very
dependent on the customer validity and economic development. Thus, the service being
dependent upon the most changeable factor in a society is according my research is important
(Beerel 2012).
Most of the struggle to resistance to change arises from certain kinds of attitudes, which
staff individuals are accountable to grow about their jobs and their own ideas for introducing
change. Providentially, management can manipulate this behaviour towards change and then deal
with the related problems at their foundation (Anderson and Anderson 2012). The ancient aspect
of leadership and management has changed over the last few decades. The command and control
aspect of personnel management has changed while the consultative and participative
characteristics have evolved among the successful organisations.
Expectation of the employees needs to be checked by management if the struggle needs
to be dealt. The evidence based change management is one of the required frameworks for the
companies and is most practised in a clinical industry (Todnem 2012). The theory and
framework to strategic planning of an industry and specific intervention of components need to
be implemented in the industry (Anderson and Anderson 2012). The advance change in process
is known as the most evidenced work of administration. The theory X and Theory Y of Mc

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Gregory is extension of Maslow’s hierarchy as both explains the employee behaviour towards
work (Gill 2012). The change factor is essential for theory Y people in organisation.

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References
Anderson, D. and Anderson, L.A., 2012. Beyond change management: How to achieve
breakthrough results through conscious change leadership. John Wiley & Sons.
Beerel, A., 2012. Leadership and change management. Sage.
Eisenbach, R., Watson, K. and Pillai, R., 2014. Transformational leadership in the context of
organizational change. Journal of organizational change management, 12(2), pp.80-89.
Gill, R., 2012. Change management--or change leadership?. Journal of change
management, 3(4), pp.307-318.
Kavanagh, M.H. and Ashkanasy, N.M., 2016. The impact of leadership and change management
strategy on organizational culture and individual acceptance of change during a merger. British
Journal of Management, 17(S1).
Todnem By, R., 2005. Organisational change management: A critical review. Journal of change
management, 5(4), pp.369-380.