A Comprehensive Literature Review: Leadership in Business Dev

This literature review delves into the multifaceted aspects of leadership within the context of business development, examining various leadership theories and their practical applications in modern organizations. It begins by differentiating between leadership and management, highlighting the crucial traits and skills required for effective managerial leadership. The review explores prominent leadership theories such as the Great Man Theory, Trait Theory, Contingency Theories, and Style and Behavior Theory, discussing their strengths and limitations. Furthermore, it analyzes different leadership styles, including democratic, authoritarian, servant, and charismatic leadership, and their impact on organizational dynamics. The review also addresses recent changes in leadership approaches and identifies a literature gap, setting the stage for future research. This assignment solution, available on Desklib, offers valuable insights for students studying business development and leadership, providing a comprehensive overview of key concepts and theories in the field.

Running Head: BUSINESS DEVELOPMENT (LITERATURE REVIEW)
Business development (literature review)
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Table of Contents
1. Literature Review........................................................................................................................3
1.1 Introduction.......................................................................................................................3
1.2 Leadership traits of Managers...........................................................................................4
1.3 Great Man Theory.............................................................................................................6
1.4 Trait Theory......................................................................................................................7
1.5 Contingency Theories.......................................................................................................8
1.6 Style and behaviour theory...............................................................................................9
1.7 Process leadership Theory..............................................................................................10
1.8 Transactional Theory of leadership.................................................................................11
1.9 Leadership Styles............................................................................................................13
1.9.1 Democratic or Participative Leadership..................................................................13
1.9.2 Authoritarian leadership..........................................................................................13
1.9.3 Servant Leadership..................................................................................................14
1.9.4 Charismatic Leadership...........................................................................................14
1.10 Recent changes in leadership approaches.......................................................................15
1.11 Discussion.......................................................................................................................16
1.12 Conclusion......................................................................................................................17
1.13 Literature Gap.................................................................................................................19
Reference List................................................................................................................................20

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1. Literature Review
1.1 Introduction
In the modern times, the demand for great leaders has increased with the advancement of society
and societal needs. Dynamic business environment has created I need for organisation and
leaders who understands the demands as well as challenges functioning in complex and
competitive environment, where the world is open for trade.
Remarkable leadership attitude stresses on development of an environment where every
individual employee gets the opportunity to develop and excel. Leadership can be defined as the
potential among leaders that allows them to influence as well as drive the work groups towards
accomplishing their goals. This is the specific role that every manager must accomplish in the
workplace. The job role of religion is highly directive required him or her to manage, decide,
teach, advise as well as direct his employees. The ultimate objective with which the organisation
and leaders develop their strategies is to build and sustain competitive advantage for the
organisation for the agency. Hence, any job project requires a vigorous leader capable of robust
management for optimum efficiency in any organisation.
In modern organisations the leaders need to have skills like enabling others, establishing proper
communication, flexibility as well as ability to sell and foster innovation. Leaders direct his
employees towards success by enabling them to act according to their strength. True leadership
respects the values of teamwork, regardless of the individual leadership style and organisational
success depends heavily on the collective knowledge of the leader and his team. Strong leaders
who can mutually complement their work teams and no the abilities and limitations of every
individual team member.

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Leaders in dynamic organisation generally used and ID of techniques and tools to maintain their
course of action suited to the need of the project.
Various classifications, theories as well as definitive Framework regarding leadership available
in contemporary literature. Various researchers has classified as well as clarified various
dimensions of leadership from different organisational perspective. Considerable organisational
as well as social research of the leadership traits have been conducted by researchers in empirical
studies. A major section of researchers have went on to develop a consensus that leadership and
characteristic development of a leader is a flexible development process, where each research
work helps to build on the ideas presented by every single leadership Theory. Major leadership
theories emerged during the 20th century including the great man theory, behavioural theory,
process leadership Theory, Laissez-faire leadership Theory and so on.
1.2 Leadership traits of Managers
In order to realise that kind of leadership needed by managers, the broader perspective of
leadership and management is needed to be classified at first. Leadership can be described as a
Process of influencing the peers and subordinates for attaining the sustainable long term goals of
the company. Best leadership in corporates development of proper strategies in order to meet the
short-term and long-term demands of the company. Proper strategies in order to meet the short-
term and long-term demands of the company. In contrast Antonakis and Day (2017), define that
the job role of managers is quite process oriented and because of this their capacity to influence
others is quite less. however, in the area of a definite process, the skills which the managers
exhibit seeking stability, control as well as problem resolution quickly and promptly, makes
them good organisational leaders. Every organisation need the support of the managers as well as
leaders to successfully accomplish the organisational goals. As highlighted by Tannenbaum and

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Schmidt (2017), good leadership always creates a balance between strategy, vision as well as
results. The managerial leaders, departmental managers, executive managers as well as the
subordinate employees should know the position of the company and the projected growth that
the organisation is trying to achieve in a given time period. Leaders give the peers and
subordinates the necessary ideas to control any obstacle and resolve the problems in any project.
Leaders need to communicate properly with the executives and make them envision their
objectives which they can follow to finish the goals.
As identified by DuBrin (2015), the managers need to have good leadership skills also because
one of their primary job roles is to motivate their subordinates emphasizing good work practices
in the company. The managers who give executive orders to the Employees should have
essential power and motivation skills to develop the confidence in his subordinates so that they
can begin the task with positivity. However Shamir and Eilam-Shamir (2018), argues that the
role of managers and leaders in a company are quite different. Several other Scholars have also
explode the difference between leadership and managerial styles. In this context Grint et al.
(2017), also states that managers in a company gives power by means of their position where as
the leaders in corporate power to lead people and influence them. However different, the job role
of both are crucial for the success of an organisation. The company needs the managers as well
as the leaders to achieve the business goals. In this context Klenke (2016), believes that one
person can be a virtual leader as well as good manager also. However good managers do not
necessarily need to be good leaders. As analysed by Northouse (2017), there are some specific
qualities that makes excellent managers. Managers should have hold on basic facts of the
organisation, should possess high professional knowledge, they should be sensitive to all events
in a company, should have from problem solving skills, should have emotional resilience

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alongside the social skills to proactively and creatively communicate with the subordinates and
lastly balanced learning habits and the urge to gain knowledge. Rosenbach (2018), argues that
the managers who emerges to become good leaders give importance to personal goal setting.
They should have their own strategy to lead the subordinates so that they can achieve in the
organisational goals most effectively.
However, Komives and Wagner (2016), argues in contrast that a person also become an excellent
manager without being the best leader but it is not possible to be a good leader without being an
effective manager. He feels that good management is the basic step towards becoming a good
leader also. An effective leader cannot disregard his managerial perspective and if he is able to
run the operations smoothly, he definitely has good management qualities in him. Hence, it is
evident that the perception of various Scholars regarding leadership are different. This leads us to
define that was the leadership style of each manager is unique. Some of them are open minded
and participative while others are found to be opposite minded. In order to assess the impact
different leaders have on their subordinates, Komives and Wagner (2016), feels that it is essential
to analyse the different leadership styles like as transactional leadership democratic leadership,
authoritarian leadership, transformational leadership as well as Laissez-faire leadership.
However, before analysing the leadership styles, it is more important to highlight how various
leadership styles impact in different organisational context. It is more important to highlight how
various leadership styles impact in different organisational context. In order to study that the
popular leadership theories needs to be analysed for understanding the situations under which the
individual leadership styles becomes the most effective.
1.3 Great Man Theory

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The foundation of this theory is based upon the statement that the leaders learn to define their
success based upon how will they can justify their failures. Thomas Carlyle stated in his great
man theory that leadership skills come naturally to man. The exponential qualities which are
exhibited by good organisational leaders cannot be acquired. A person is born with them. Covin
and Slevin (2017), further highlights that the impact it is created by an event making man is
much higher than that created by an eventful man. The same message also proposes that the
actions of an event making man is determined by the course of occurrences that he goes through.
The role played by any event making man depends on the outcome of his outstanding
intelligence, will power as well as character. Specimen of such leadership is evident in the cases
which Napoleon and Hitler, thereby challenging the credibility of this great man theory. The
deeds and leadership capabilities of these great men become irrelevant. The modern form of
leadership is more institutionalized where the position of great men changes with time and the
billions and farsightedness of one leader is replaced by The Dictatorial position of the succeeding
head of any organisation. Traits of leadership shows that deleting qualities in men are developed
with birth or are destined By Nature to be in their role at a specific time period. However, which
time reflection of some particular traits of that leader or left which envisages a potential for
leadership of the next leader.
1.4 Trait Theory
The early leadership theories held that the inherent leaders where best Roadways specific
physical as well as personality traits that separate them from others. However the trait theory
argues that leadership traits, whether generic or acquired with time yields the same impact. This
theory specifies to leadership traits, namely emergent treats. Urgent streets are hereditary. These
traits are height, attractiveness, self-confidence as well as intelligence. The effectiveness traits

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are acquired through experience and learning and they include basic components of
organisational leadership and implicit charisma. In this context Frohlich and Oppenheimer
(2015), reviews that charisma can be detected as Revolutionary leadership force that can help a
leader to develop completely new orientation through his followers and ensure absolute devotion
towards the leader. Recent studies confirm that the distinction that intellect, psyque and
personality gives the leaders, makes them only slightly different from the followers. Most
observed, however fall for these qualities in a leader and fails to detect the real characteristics
that is the reason behind his or her effectiveness in leadership. In this context, this theory
processes that every individual male or female leader has a certain leadership component that is
inaccessible by the followers.
1.5 Contingency Theories
Contingency theory holds that no leadership style is unique to be used in every organisational
situation. It cannot be commented with conviction that a leader with any particular leadership
style will be able to successfully handle or influence any group of people. This is because all the
leadership styles rely upon combination of certain factors like quality, situation of the followers
or other similar variables. Asphalt the postulates of this theory, there is no single or definite
leadership style which is mandatory for a detail to learn because every particular situation calls
for unique leadership characteristics to be displayed. In most cases success of the leader does not
depend on the inherent leading qualities that he attained or gained by heredity, but rather on the
dynamic management of the surrounding environment and the group of employees during the
tenure of the organisational change. The contingency theories support the behavioural Theory of
leadership in a way that the later also perceive that there is no distinguished or ideal way to

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handle any situation or workgroup in a company. Any form of organisational leadership turn out
to be operated in certain circumstances and ineffective in others.
This theory holds that the leader is a person is generally the focus in a leadership-subordinate
relationship. In this context contingency theories draw relation to situational theory that opens
that the subordinates have a crucial role in defining the characteristics of a leader. The situational
leadership Theory can also be connected to the contingency theory in this context. The former
holds that the subordinates and peers emphasize mostly upon the leader during any situation,
rather than the group dynamics. However for the successful execution of the leader’s directions,
the group dynamics between the leader and his or her subordinates should be equally strong. The
situational leadership Theory implies that leadership nature should be altered with the variation
in maturity of the subordinates of a group. Finally, it can be summarised that the key to success
for a leader in a company is following the situational leadership model where why no
unsurpassed way of overcoming challenges have been advocated. On the contrary, for ensuring
their success as a leader, they have to become adaptive to the situation and alternate their
leadership style between task oriented and relationship oriented.
1.6 Style and behaviour theory
The Style theory advocates the importance of particular leadership skills which are essential for a
leader to perform any act. Latter, if one style of leadership does not suit the situation and need,
this theory produces three different leadership styles to make them competent for the
organisation in Crisis. In this context free leadership styles designs mention for understanding
this theory. Firstly the democratic leadership style might be mentioned that brings about high
level of satisfaction among the workers, creativity in the workplace and strong sense of
motivation among the employees also along with great enthusiasm and high end energy this

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enables them to give the same level of production even in the absence of the leader. Again
Lussier and Achua (2015), emphasizes that the communication channels between employees and
any democratic leader is very precise because of which the directions and instruction of such
leaders are properly communicated to the working group so that they can walk in the presence or
absence of the leader. Secondly the category of autocratic leaders might be focused here. This
leadership style works best when the company focuses on gathering voluminous output quantity
from the employees. Lastly the Laissez-faire leadership style should be specified which works
only in such an organisational group who are highly skilled and motivated in general. Under the
style and behavioural theory to more leadership styles can be discussed which works upon the
two vital variables, namely, consideration and commencing, respectively. Consideration is to be
practiced when the leader shares high level of confidence and rapport with the roof of
employees. In such cases the group of people understands what the leader might expect from
them in a certain situation. On the other hand the commencing structure holds that the leaders in
themselves define their own job role as well as the job role of the subordinates since both of
them shares participatory role towards the organisational performance, profit making as well as
the mission accomplishment of the company. The most advocated leadership styles, as discussed
by Nawaz and Khan (2016), three in number, name the autocratic leadership where sole decision
making capacity lies with the leader, Laissez-faire leadership where the group of executives are
mature enough to take the decision and the involvement of the leader is required less. Lastly, the
democratic leadership traits needs to be specified where by the leader comes into conversation
before his group of people before making any decision. Amanchukwu Stanley and Ololube
(2015), perceives that any organisational leader should fit into one among these three categories.
1.7 Process leadership Theory

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Leadership theories, other than the rest discussed above are all oriented highly towards the
organisational process and includes the likes of servant leadership principle centred leadership,
learning organisation model of leadership as well as charismatic leadership. Servant leadership
seemed to emerge around the 1990. the servant leaders by nature, focuses on the needs of the
client and helps the group of employees to become more autonomous, by researching and
developing products or services , more free and knowledgeable also. However this postulate of
the theory have invited criticism also. The leader in any such organisation should become the
stupid things they are serving under division and organisation and not under the people
occupying those positions. The leader, at best aligns his or her perception with that of the
immediate organisation and needs of the community needs of the group of people whom he is
instructing. Process leadership as well as other theories that are similar in nature suggest that the
leaders share a role of contributing towards the wellbeing of the other group of people who are
his or her subordinate. The theories perceive this job role as a part of the social responsibility of
the leader. However, researchers like Aga, Noorderhaven and Vallejo (2016), speaks of the fact
that the pattern of studying relationship of leaders with groups of people has evolved with an
evaluation of the organisational, institutional and the personal needs of the group of people who
are governed by the leaders. The current leadership Theory do not attach much importance with
the birth traits and rights of leadership, but rather emphasizes more on acquiring the leadership
traits and styles. However, in contrast Banks et al. (2016), shares that the most recent kind of
organisations need leaders who can adapt with different situation and maintain flexible relation
with the group of people they govern. This is because the primary goal of the leaders is to
emphasize on the personal as well as organisational functioning of the groups and the group
processes keeping the interaction level with the group members intact. This helps the group of