Leadership in Organizations: A Comprehensive Overview

This report provides a comprehensive overview of leadership in organizations, exploring various leadership models and their practical applications. It begins by defining leadership and its significance within organizational contexts, emphasizing the distinction between leaders and managers. The report then delves into several key leadership models, including the Authentic Leadership Model, Situational Leadership Model, and Servant Leadership Model, highlighting their core principles and approaches. Furthermore, it examines the holistic view of leadership and the influence of charismatic leadership. The report also addresses the impact of human services on leadership, focusing on empowering staff, ensuring longevity, and strengthening collective partnerships. It concludes by outlining five essential leadership practices applicable to various settings, including human services, and emphasizes the importance of modeling the way, inspiring a shared vision, challenging processes, giving opportunities to others, and encouraging motivation. The report underscores the critical role of effective leadership in driving organizational growth and success.

Running Head: Leadership in Organizations
Leadership in Organizations
Concept of Leadership in Organizational Context

1
Leadership in Organizations
Contents
Introduction.................................................................................................................................................2
Leadership and it’s models..........................................................................................................................2
Leadership Models..................................................................................................................................2
Authentic Leadership Model...............................................................................................................2
Situational Leadership Model..............................................................................................................3
Servant Leadership Model...................................................................................................................3
Holistic View of Leadership..................................................................................................................3
Charismatic Leadership........................................................................................................................4
Human Services Impacts on Leadership......................................................................................................4
Leadership Practices....................................................................................................................................5
Conclusion...................................................................................................................................................6
References...................................................................................................................................................7

2
Leadership in Organizations
Introduction
Every firm requires a strong leadership for it to work effectively. Leadership is a trait which
comes from within and it can also be acquired. Leadership in organizations is linked with the
human psychology and also with the expert tactics (Varoglu & Varoglu, 2017). The leadership in
organizations focuses on the growth of the skills of leadership and the capabilities which are apt
all across the firms. This means that there is potential of the person for facing tough times in the
firm yet grow within times. It also finds and differ the leaders from the managers. A leader must
always have the capability for controlling the group of individuals.
Leadership and it’s models
The leadership of organizations is usually linked with dual focused management approach which
works for the best of the individuals and the best for the group in the whole. It is the kind of an
attitude and work ethics which gives power to the people working on any type of roles so that
they can lead from the top, middle and the bottom of the firm (Krishnan, 2012).
Leadership Models
Authentic Leadership Model
The Authentic Leader is the one who always knows his or her values and then he acts on those
values and leads accordingly. By being true for the values, a leader always displays a sense of
authenticity and real behavior that rises up the credibility and at the same time also earns the
trust of the followers. The model of this leadership involves 4 experimentally tasted and real
constructs which makes Authentic Leadership different than others (P, 2015). Those 4 constructs
are relational transparency, balanced process, self awareness and moral perspectives. This type
of leader with huge self awareness always understands the strengths he posses and the
weaknesses too (Amanchukwu, 2015). He is also aware of his impacts which he has on others
through his behavior and communication. Relational transparency means that leader has the

3
Leadership in Organizations
willingness to interact about his feelings in an open way with his followers. Balanced processing
is the approach in which the usage of the objective data for making final decisions is done. The
moral perspective helps the leader in self regulating the behavior by stopping the society and
group pressures.
Situational Leadership Model
Situational Leadership is also one of the models of leadership. This leadership focuses on the
alteration of the level of the staff readiness for accomplishing particular tasks that depends on the
desire and the competitiveness of the staff. Hence, as each employee differs in the desire and
competitiveness for executing particular tasks, a leader is ought to make adjustments in the
leadership style as a practice towards the readiness of the employee. The model of this leadership
is arranged in 3 components which involves task direction by the leader, relation which a leader
and follower possess and the task competitiveness of the follower and also confidence (Wart,
2008).
Servant Leadership Model
This leadership is more of a value oriented and ethical. According to Greenleaf in 1977, the
leaders who are effective must overcome their self egos by fulfilling the requirements of their
followers. As defined in Servant Leadership, the requirements of the followers of each leader is
significant as compared with the needs of the leader and hence the leader should serve his or her
followers in order to help them in achieving growth and success on both personal and
professional front. From the perspective of the servant leadership, the followers must develop
themselves and grow professionally and in order to achieve that they should be given the power
by the leaders for leading and also to acquire servant oriented attitude while communicating with
others. In addition to that, the servant leader must not get confused with the warden leader as
their purpose is to content the internal and external parties by analyzing the requirements of their
followers and other stakeholders (Lapina, 2016).
Holistic View of Leadership

4
Leadership in Organizations
A New kind of leadership of 21st century is holistic leadership. The 21st Century functioning of
the organization is kind of complex (Harper, 2012). As per Schien in 1996, the changing cycle of
life of firm’s demands for 4 roles of leadership which helps the future leader in managing the
complicated and dynamics of the firms. Schien suggested the role for the leader who is always
expected to deliver energy and motivation to revive the energy in his followers.
Charismatic Leadership
A sociologist Max Weber in the year 1947 founded an extraordinary trait of Charisma that any
influential and gifted leaders have for energizing and activating their followers. Though it is very
clear that this leadership depends upon the personal trait that the leader possess but it does not
specifies the psychological traits of the leader in charismatic leadership (Crossa, 2012).
Human Services Impacts on Leadership
There are a few points in Human Services that might impact the leadership in the firms. They are
as follows:
Empowering Staff:
In Human Services, it is always significant that firms address more needs than just addressing the
immediate ones and also take whole person approach for addressing the basic cause of the
customer issues and then come up with new solutions. This requires all the leaders to work with
freedom and in teams. People generally tend to work alone independently and not in teams. This
is one of the factors which might impact on leadership (Packard, 2009).
Making Sure of Longevity:
In allowing solutions that are creative means giving up the control, leave things unclear,
empower employees and to give them the independence of figuring things out and implement
change. This might impact in the leadership as in this situation; the employees will have the
power to lead (Badrani & Akil, 2015).
Strengthening Collective Partnerships:

5
Leadership in Organizations
In Human services, there is always strengthening done in between the communities. For this, the
leaders of all communities should work together and collaboratively. Working together might
create conflict in between the leaders as they all are different in their behaviors and leaderships
(Khuong & Hoang, 2015).
Development of Needed Skills:
Human services leaders need a wide range of skills to manage staff, organizational priorities and
external relationships.
 Interpersonal Skills
 Analytical and Critical Thinking Skills
 Communication Skills
 Cross-cultural Understanding
 Human Resource Management
 Financial Management
 Marketing
 Project Management
 IT Management
Leadership Practices
There are 5 basic practices of Leadership which are applicable anywhere and also in context of
human services.
 Model the Way: There are leaders who model the way and these leaders display two
types of behaviors. They are clear with their values and they set many examples for the
people and followers.
 Inspire the Vision that is shared: By identifying and envisioning the way for the followers
and also by listing to others, the leaders can easily inspire the shared vision within other
people. When a clear vision for the human services will exist, this industry will easily

6
Leadership in Organizations
have goals in their mission and vision and this practice can help the firm develop and
explore more and also grow more (Goode, 2016).
 Challenge the Process: New Challenges should be kept on coming and the processes that
already exist in the system of the firm should also be challenged from time to time for the
firm to grow and explore more.
 Give chance to others: By promoting the collaboration of working in teams and
strengthening other people, the leaders and the firms can reach their goals easily. This
type of leadership is also considered one of the best models in organizational leadership
as it gives people the power to make their judgments and grow.
 Encourage and Motivate: Leaders should motivate other people to do well in their
personal and also professional life. Not only leaders have followers but they have these
values too which they should follow and grow and explore possibilities for people. A
leader who creates opportunities for people and encourages them to lead is considered to
be the best leader and this type of leader can make the firm grow further even more.
Conclusion
This report focuses on the leadership meaning and what exactly the leadership means in terms of
the organization. There are various types of the models in leadership. Some of them are
discussed in this report with their definitions and the duties of different types of leaders. Some
type of leadership models are situational leadership model, Holistic Leadership Model,
Charismatic Leadership Model, Servant leadership Model and Situational Leadership Model.
There are 5 types of practices which the leaders must follow in order to make the firm grow.
Such practices are also applicable in the human services. In the conclusion, it can be said that
organizational leadership can lead an organization to lead and grow if good leadership is carried
forward in that firm.

7
Leadership in Organizations
References
Amanchukwu, R.N., 2015. A Review of Leadership Theories, Principles and Styles and Their
Relevance to Educational Management. Management, 5(1), pp.6-14.
Badrani, M.R. & Akil, S.M.B.S., 2015. Impact of shared leadership on human resource
management, organizational behavior and job performance at Almadar Aljadeed Company
Tripoli Libya. International Journal of Applied Research, 1(13), pp.720-25.
Crossa, S.E., 2012. A Leadership Model for the Research University. Social and Behavioral
Sciences , 00.
Goode, T., 2016. 5 Practices of exemplary leaders. [Online] Available at:
https://www.northeastern.edu/graduate/blog/leadership-skills/ [Accessed 3 September 2018].
Harper, S., 2012. The Leader Coach: A Model of Multi-Style Leadership. Journal of Practical
Consulting, 4(1), pp.22-31.
Khuong, M.N. & Hoang, D.T., 2015. The Effects of Leadership Styles on Employee Motivation
in Auditing Companies in Ho Chi Minh City, Vietnam. International Journal of Trade,
Economics and Finance, 6(4).
Krishnan, V.R., 2012. Transformational leadership and personal outcomes:empowerment as
mediator. Leadership & Organization Development Journal, 33(6), pp.550 - 563.
Lapina, A., 2016. A Review of Five Leadership Models. Pangaea Journal, 9.
P, C., 2015. Factors Impacting Leadership Effectiveness: A Literature Review. Arabian Journal
of Business and Management Review, 5(156).
Packard, T., 2009. Leadership and Performance in Human Services Organizations. [Online]
Available at:
https://pdfs.semanticscholar.org/fab2/2334fc3093aac5af2c11aa3e16660940638f.pdf [Accessed 3
September 2018].

8
Leadership in Organizations
Varoglu, D. & Varoglu, K.A., 2017. INTERNATIONAL JOURNAL OF ORGANIZATIONAL
LEADERSHIP A Critical Review of Implicit Leadership Theory on the Validity of
Organizational Actor-National Culture Fitness. International Journal of Organizational
Leadership, 6, pp.456-69.
Wart, M.V., 2008. Comprehensive Model of Organizational Leadership: The Leadership Action
Cycle. International Journal of Organization Theory and Behaviour , 7(2), pp.173-208.