An Analysis of Leadership Theories and Styles in Modern Organizations

Desklib provides past papers and solved assignments for students. This report explores various leadership theories and their impact.

Leadership
Leadership is being considered as the ability to make an impact on group so as to achieve
goals and objectives. Leadership includes to make sound as well as difficult decision,
articulating and developing a vision, establishing attainable goals and to provide tools
and knowledge required to attain goals.
Charismatic
Leadership Transformational
Leadership
Transactional
Leadership Laissez Faire
Leadership
There are different kinds of leadership theories which can be defined as trait theory,
behavioral theory and contingency theory. Trait theory is that kind of theory which
considers intellectual, physical, social and personality traits so as to differentiate leaders
from non-leaders. Behavioral theory propose particular behavior that differentiates
leaders and non-leaders. The contingency leadership theory describes that effectiveness
of leader is contingent as per his or her leadership style that matches situations.
Leadership Model
Qualities
•A leader should be honest and
must stick to its core beliefs and
values.
•A leader should be confident to
make sure the follow up of
commands.
Skills
• A leader must communicate
effectively so as to increase
understanding.
•A strong leader must have
eye on processes of the
business to know which ideas
are effective.
• Charismatic leaders clarify the vision and are willing to take high risk. They have ability to have realistic
assessment and engages in unconventional behavior.
• Transactional leaders motivates and guide followers in the direction of the goal by clarifying tasks and
roles.
• Transformational leaders provide idealized influence, stimulation and motivation.
• Laissez Faire leaders are hands off and allow members of group to make decisions.
Authentic leaders are aware of
who they are and act on the
values candidly and openly.
Ethical leaders make use of
ethical means so as to have
followers to attain goals
Trust is being
considered as the
leadership’s foundation

Leadership Paradigm
Ideas regarding leadership have been
designed in historical perspective with proper
emphases and characteristics which can be
determined with the support of timeline from
19th to 21st century. They are then classified
into various paradigms like classical, visionary,
transactional and organic theories which will
demonstrate different ideology , features and
concepts.
Classical leadership arise where a leader
cannot control and command each and
every action as there are complex situations
which are beyond the capacity of an
individual.
Visionary leadership are exercised with the support of
inspiration, authenticity, transformation and charisma.
The main focus of this leader is on mission and followers.
The transactional leader identifies desires and needs
of subordinates and then determine how such desires
and needs will be met in exchange of the work of
subordinates.
Organic leadership blur the formal distinction among followers and
leaders. This paradigm is dependent on the reciprocal actions, where
members of the team work in collaboration as per the power and
authority they are having.
Now a days business associations are operating
in the global environment. Leaders should
have preparation to get successful in the fast
moving, competitive and complex world by
making use of each and every resources.
Leaders all around the world have analyzed
that competitive advantage have been
received by those who make best use of the
environment and people that enable and
engage employees.
In order to be a good leader in the global
environment, an individual must modify its
behavior as per the situation and people they
are facing. A good leader must always be
prepared to face the challenges. Apart from
this, in order to be a effective global leader,
decisions and choices must be based on
culture and there should be utilization of
cultural tendencies as the initial point.
Leadership in a
global context Leadership and
organization's performance
There must be a proper relationship among
performance and leadership. The first reason is
in relation with practice. Appropriate leadership
behavior could support in improving
performance when these challenges are faced
by the organization. It is also important to
understand the effects of leadership on
performance as leadership is one of the driving
force fro improving performance of an
organization.

References
1. Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and
leadership. John Wiley & Sons.
2. Spillane, J.P., 2012. Distributed leadership (Vol. 4). John Wiley & Sons.
3. Blanchard, J.M.F., 2015. The people’s republic of China leadership transition and
its external relations: Still searching for definitive answers. Journal of Chinese
Political Science, 20(1), pp.1-16.
4. Shamir, B. and Eilam-Shamir, G., 2018. “What’s your story?” A life-stories
approach to authentic leadership development. In Leadership Now: Reflections on
the Legacy of Boas Shamir(pp. 51-76). Emerald Publishing Limited.
5. McCleskey, J.A., 2014. Situational, transformational, and transactional leadership
and leadership development. Journal of Business Studies Quarterly, 5(4), p.117.
6. Denis, J.L., Langley, A. and Sergi, V., 2012. Leadership in the plural. The Academy of
Management Annals, 6(1), pp.211-283.
7. Mayer, D.M., Aquino, K., Greenbaum, R.L. and Kuenzi, M., 2012. Who displays
ethical leadership, and why does it matter? An examination of antecedents and
consequences of ethical leadership. Academy of Management Journal, 55(1),
pp.151-171.
8. Schmidt, G.B., 2014. Virtual leadership: An important leadership context. Industrial
and Organizational Psychology, 7(2), pp.182-187.
9. Dinh, J.E., Lord, R.G., Gardner, W.L., Meuser, J.D., Liden, R.C. and Hu, J., 2014.
Leadership theory and research in the new millennium: Current theoretical trends
and changing perspectives. The Leadership Quarterly, 25(1), pp.36-62.
10. Hoch, J.E. and Kozlowski, S.W., 2014. Leading virtual teams: Hierarchical
leadership, structural supports, and shared team leadership. Journal of applied
psychology, 99(3), p.390.
11. Metcalf, L. and Benn, S., 2013. Leadership for sustainability: An evolution of
leadership ability. Journal of Business Ethics, 112(3), pp.369-384.
12. Yukl, G., 2012. Effective leadership behavior: What we know and what questions
need more attention. Academy of Management Perspectives, 26(4), pp.66-85.
13. Parris, D.L. and Peachey, J.W., 2013. A systematic literature review of servant
leadership theory in organizational contexts. Journal of business ethics, 113(3),
pp.377-393.
14. Von Krogh, G., Nonaka, I. and Rechsteiner, L., 2012. Leadership in organizational
knowledge creation: A review and framework. Journal of Management
Studies, 49(1), pp.240-277.
15. Sadeghi, A. and Pihie, Z.A.L., 2012. Transformational leadership and its predictive
effects on leadership effectiveness. International Journal of Business and Social
Science, 3(7).
16. Vaccaro, I.G., Jansen, J.J., Van Den Bosch, F.A. and Volberda, H.W., 2012.
Management innovation and leadership: The moderating role of organizational
size. Journal of management studies, 49(1), pp.28-51.
17. Roueche, J.E., Baker III, G.A. and Rose, R.R., 2014. Shared vision: Transformational
leadership in American community colleges. Rowman & Littlefield.
18. Groysberg, B. and Slind, M., 2012. Leadership is a conversation. Harvard business
review, 90(6), pp.76-84.
19. Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O.K. and Espevik, R.,
2014. Daily transactional and transformational leadership and daily employee
engagement. Journal of occupational and organizational psychology, 87(1),
pp.138-157.
20. Alvesson, M. and Spicer, A., 2012. Critical leadership studies: The case for critical
performativity. Human relations, 65(3), pp.367-390.