Leadership in Organizations: A Comprehensive Report

This report delves into the core concepts and theories of leadership, emphasizing that leaders are developed, not born, and highlighting the importance of continuous self-improvement and training. It explores various leadership theories, including contingency, transactional, and transformational leadership, and their relevance in organizational contexts, specifically referencing Woolworths. The report identifies crucial leadership qualities such as initiating action, providing guidance, fostering motivation, and building morale. Furthermore, it examines the practical application of leadership within teams and organizations, focusing on effective communication and leading by example. Finally, the report outlines strategies to enhance leadership skills, including leading people, fostering communication, and promoting participative management, providing a comprehensive overview of leadership principles and practices.

LEADERSHIP
FOR
MANAGERS
Scholar Id:

1. Understand the concepts
and theories of leadership.
■ Leaders are made not born.
■ When an individual have willpower as well as, desire, they
can be a sound leader.
■ Furthermore, good leaders of Woolworths create by never
ending procedure related to self-study, education, training,
as well as, knowledge.
■ This instruction would be supportive for individual to deal in
leadership procedure.
■ In order to inspire the employees into higher extent of
teamwork, there are some things that should be considered
by leaders of Woolworths (Biemann, Kearney, & Marggraf,
2015).

Cont’d
■ Leadership is procedure through which, an
individual persuades others for attaining the
objectives as well as, directing the company in a
manner that makes it highly coherent and
cohesive.
■ Furthermore, leaders of Woolworths consider this
procedure by implementing their leadership quality
like values, character, belief, skills, ethics, and
knowledge (Tabassi, et. al., 2016).

Cont’d
■ Contingency Theories (1960's)
■ In Woolworths, managers can use contingency
leadership theory as there is no single mode for
leading and that each leadership style should rely
on some condition.
■ It indicates that some staffs of Woolworths who
carry out the maximum extent in some places
however at minimal performance while considering
the element (Muller & Turner, 2017).

Cont’d
■ Transactional leadership Theories (1970's)
■ Transactional theories could be also used by
managers of Woolworths that is characterized
through the transaction made among employees
and leaders.
■ This theory is effective for managers in terms of
developing positive and mutually beneficial liaisons
(Kang, Solomon, & Choi, 2015).

Cont’d
■ Transformational Leadership Theories (1970s)
■ In Woolworths, transformational leadership theory
could be used by managers as this theory
demonstrates the procedure where employees
communicate with their managers.
■ It is competent for developing solid associations
those consequences in a high proportion of trust
among employees in Woolworths.
■ It would later consequence in an increase of
motivation both extrinsic and intrinsic in both
employees and leaders within Woolworths
(AmirKhani & Khaledi, 2016).

3. Identify the importance of
leadership qualities for managers.
Initiates action-
■ Within Woolworths, a leader is an individual who initiates the
work by interacting the policies as well as, plan about their
team members such as how to initiate the work (Muller &
Turner, 2017).
Providing guidance-
■ In Woolworths, leader not only accountable for supervision but
also having accountabilities for subordinates.
■ This guidance indicates that instructing team members about
the route that should be followed for performing their work in a
significant manner (Tabassi, et. al., 2016).

Cont’d
Motivation-
■ In the context of Woolworths, a leader plays an
incentive function in performing in concern
situation.
■ Leaders also encourage workforces by offering
them economic and non-economic rewards
(Kranabetter & Niessen, 2017).

Cont’d
■ Building morale-
■ Leader uses morale to demonstrate their
willingness for making co-operation with
workforces together with, developing confidence
and trust among them within Woolworths.
■ A leader is also accountable for boosting the
morale by giving full support consequently; they
will perform with using best of their competencies
and attaining the goals of Woolworths (Kang,
Solomon, & Choi, 2015).

4. Understand how leadership is applied
in practice in teams and in an
organisation.
■ Communicates Effectively
■ In the context of Woolworths, when workforces are
making efforts for comprehending what a manager
wishes then the interaction is deeply lacking.
■ A good manager of Woolworths has solid
communication competencies that are customized
for each situation (AmirKhani & Khaledi, 2016).

Cont’d
■ Leads by Example
■ In Woolworths, any individual can issue the order
however a true leader understands what is like to
be in trenches.
■ When a good manager works side by side with the
team and demonstrates the mentally and
physically for each task then it is definitely noticed
in Woolworths (Spano-Szekely, et. al., 2016).

5. Enhance skills to develop
leadership in an organisation.
■ Leading People
■ In order to lead authentically, manager of
Woolworths should be competent for directing and
motivating the team.
■ A leader should address the strengths of each
person, empowering the workforces as well as,
delegating the accountabilities consequently
(Kranabetter & Niessen, 2017).

Cont’d
■ Leading People
■ It can also enhance the communication-rich
atmosphere and offering opportunities for
workforces to get succeed are among the
competencies that want by Woolworths (Kauppila &
Tempelaar, 2016).

Cont’d
■ Participative Management
■ A leader should address the strengths of each
person, empowering the workforces as well as,
delegating the accountabilities consequently.
■ A leader should address the strengths of each
person, empowering the workforces as well as,
delegating the accountabilities consequently
(Biemann, Kearney, & Marggraf, 2015).

References
■ AmirKhani, A. H., & Khaledi, M. (2016). The Relationship between Personality Traits NEO and
Managers’ Transformational Leadership of Tehran East Social Security Organization. Research Journal
of Management Reviews. Vol, 2(1), 32-41.
■ Biemann, T., Kearney, E., & Marggraf, K. (2015). Empowering leadership and managers' career
perceptions: Examining effects at both the individual and the team level. The Leadership
Quarterly, 26(5), 775-789.
■ Kang, J. H., Solomon, G. T., & Choi, D. Y. (2015). CEOs' leadership styles and managers' innovative
behaviour: Investigation of intervening effects in an entrepreneurial context. Journal of Management
Studies, 52(4), 531-554.
■ Kauppila, O. P., & Tempelaar, M. P. (2016). The social‐cognitive underpinnings of employees’
ambidextrous behaviour and the supportive role of group managers’ leadership. Journal of
Management Studies, 53(6), 1019-1044.
■ Kranabetter, C., & Niessen, C. (2017). Managers as role models for health: Moderators of the
relationship of transformational leadership with employee exhaustion and cynicism. Journal of
Occupational Health Psychology, 22(4), 492.
■ Muller, R., & Turner, J. R. (2017). Project-oriented leadership. Routledge.
■ Spano-Szekely, L., Griffin, M. T. Q., Clavelle, J., & Fitzpatrick, J. J. (2016). Emotional intelligence and
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101-108.
■ Tabassi, A. A., Roufechaei, K. M., Ramli, M., Bakar, A. H. A., Ismail, R., & Pakir, A. H. K. (2016).
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