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Effective Leadership Approaches and End Results

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Ellesmere Port

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  1. Executive Summary
  2. Personality traits
  3. Culture
  4. Competencies of leaders
  5. Change management and the 21st Century
  6. The relationship between MLC and organisational performance
  7. Conclusion

Many authors have already agreed that there is a direct connection between effective leadership and organizational success. Leadership has an effect on the organizational culture, common goals and views, efficiency, as well as process improvement. The ability to manage change and tackle challenges is the characteristic of an exceptional leader. Chelmers (1997) defines leadership as ?a process of social influence by which an individual enlists the aid and support of others in the accomplishment of a task or mission?. However, some authors and researchers argue that there are some common personality traits of leaders that make them suitable for influencing, managing and leading others. The below article is looking to create a framework, of which the most important qualities of leaders are defined, using examples from successful companies within the United Kingdom.

In order to create a framework to determine the most efficient leadership approaches, the different organizational functions associated with management and leadership need to be examined in detail. The backbone of the study will be the literature already published on leadership qualities, traits and approaches, however, research studies and case studies will also be used in order to be able to review some of the practices in detail.

[...] The backbone of the study will be the literature already published on leadership qualities, traits and approaches, however, research studies and case studies will also be used in order to be able to review some of the practices in detail. Effective Leadership Approaches and End Results 1. Personality traits There are different theories regarding to the qualities one needs to possess in order to become an effective leader. Some of the leadership theories are listed in the review article of Bolden et al. [...]

[...] Since then, many new theories were born grouping leaders into different personality types, differentiating between management styles, functions and abilities Leadership functions One of the most influential models regarding to leadership functions is Adair's action-centred leadership model. (1973) The main functions are task, team and individual responsibilities. In order to be able to manage an organization, a leader needs to be able to define the task, plan, and control, motivate and evaluate individuals and teams, organize work and functions, while showing examples. The author differentiates between task functions, group functions and individual functions, and does not associate any skills or traits with the various roles. [...]

[...] (2006) Institutional Reform and change management: managing change in public sector organizations. Online. Concept%20Note_Institutional%20Reform%20and%20Change%20Management-.pdf Cockerill, A. P. (1993) Validation study into the high performance managerial competencies. London Business School. DTI (2001) UK competitiveness indicators:2nd Edition. London: Department for Trade and Industry. Fiedler, F. (1967) A Theory of Leadership Effectiveness. New York: McGraw- Hill. [...]

[...] However, in order to achieve common goals, leaders need to possess planning and organizational skills as well. Initiating new concepts and sharing values would not be enough to create a company with shared values. In order to become successful at creating company culture, a leader needs to be a successful communicator, project manager and have empathy to understand individual concerns. Schein (2010. pp. 224.) mentions the case study of Fred Smithfield Enterprises. The founder of the company, due to his entrepreneurial spirit managed to convince the rest of the staff about the dangers and risks of investment schemes. [...]

[...] The lack of cooperation and being able to compromise on goals and initiatives led to failure. No cooperation was sought with the government agencies, and no common goals were set. The engagement level of different support government offices was close to zero, and this affected the outcome of the project The relationship between MLC and organisational performance Management leadership development is the main contributing factor of the performance of organizations. In order to be able to create a mission, set targets and goals, create initiatives and manage change, a leader needs to seek ways of improving their crucial skills needed for completing the project. [...]

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