Leadership Styles and The Effect on Organization

Leadership Styles and The Effect on Organization

While there has been almost a historical aversion to the notion of leadership a lot depends on the capability of leaders to make decisions regarding the direction, focus, and intensity of their organizational efforts. Simplistically, leadership can be defined as the capacity of leaders to respond effectively. For much of history, organizations have struggled to identify the appropriate role of leaders and managers in carrying out the affairs.

Here are some of our views:

Three Tenets  of Leadership Style

  • We at Phrenimos believe that the higher levels of efficiency and accountability develop and embrace strong leadership.
  • Effective leadership has a vital role in the success and calls for research efforts to better define the tools, structure, processes, and functions of administration in an organisation.
  • Using principles of distributed, transformational, and authentic leadership theories, the coaches at Phrenimos address the unique emerging characteristics of leadership through research and training.
  • Therefore we believe that to equip leaders better to function in a crisis-laden complicated scenario of today three tenets of leadership can be a solution.
    • The principles of authentic leadership,
    • Transformational leadership, and
    • Distributed leadership
  • Research shows leaders face difficulty in functioning efficiently in the complex environments especially when faced with a crisis or other organizational challenge and face problems in balancing operational priorities with unanticipated emergent requirements, particularly in the setting of considerably constrained resources and an increased focus on performance.
  • To address the unique challenges faced by leaders combining the three areas of emphasis into an exceptional leadership will provide a solid foundation upon which leaders can be prepared.

Authentic values of leaders

  • Authentic leadership focuses on transparency and consistency between a leader’s values, ethics, and actions. It forms a useful bridge between responsibility and accountability without which effective leadership is unlikely.
  • As leaders function in a dynamic and complex leadership environment, to maintain democratic principles, they must negotiate between the monsters of discretion and accountability.
  • Adequate discretion is the lifeblood of leadership. It forms the substrate upon which leadership processes give birth to change and progress.
  • And, adequate accountability serves to legitimize the organizational services and protects it from corruption and other destructive behaviour and helps to improve its performance through learning.
  • Authentic leaders are inclined to develop positive psychological states and are known for their integrity.
  • They are like moral agents who take ownership of and responsibility for the results of their moral actions and the actions of their workers.
  • They have a profound understanding of and a more exceptional ability to translate their moral self into leadership events as the result of a higher level of sophisticated cognitive ability and core moral beliefs.

Transformational leadership

  • Transformational leadership extends to the relationship between leaders and followers and focuses on development and value.
  • Transformational leadership knows the influence of leaders’ relationships with their followers along these four axes on outcomes of organizational initiatives which include individualized consideration, idealized control, intellectual stimulation, and inspirational motivation.
  • Transformational leaders exert a substantial effect on how workers view their job as well as their engagement in change initiatives.
  • It is also considered a form of neo-charismatic leadership.

Distributed leadership

  • This aspect extends to the scattered and networked nature of modern organizations.
  • The infrastructure underlying delivery of services grows increasingly complex, often involving multiple partnerships and departments characterized by structures such as alliances, teams, contingent workers, and outsourcing arrangements and non-vertical power relationships.
  • Organizations reflect the complexity of various services, ambiguous power and authority infrastructure which needs new approaches to leadership that is more collaborative and interactive in methods.
  • In such scenario, leadership should be shared and distributed among various components, such that each leader collaborates with different leaders in the network to bring about significant organizational change.
  • Distributed leadership is collaborative but does not call for a set of individuals to function as the group leader. Instead, it places them simultaneously in the position of sharing the direction and influencing the team/organization.
  • It helps improve the satisfaction, morale of employees in an organization and build a positive relationship between job satisfaction and shared leadership.
  • Essentially, the distributed nature of this tenet proposes that leaders are most effective when they focus on organizational stakeholders, including employees within their organization, citizens being served, partnering institutions involved in providing, or creating the service, in addition to the leadership hierarchy in their team.
  • It encourages leaders to share leadership as required by the various contexts and circumstances that arise, thereby creating a leadership process rather than vesting all leadership responsibilities and activities in a single person.

Leadership is, therefore, a process in which individuals, teams, or organizations exert influence on their environment.

 

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