Leadership Management For Ineffective Performance

Difference between Management and Leadership

Discuss about the Leadership Management for Ineffective Performance.

Leadership is the process in which the individual tries to influence others so that an objective can be achieved and directs the organization in a cohesive and coherent manner (Klenke 2016).

The difference between management and leadership are that management have subordinates in their system and is differentiated by seniority that have powers over others in making the work done. It is more of an authoritarian style where the subordinates need to carry out the duties assigned to them by the seniors. The management pays the managers to get the work done within the timeframe that is allotted to them. Leaders on the other hand have followers, which is a voluntary activity. Leaders take the risks in the organization and finds alternate ways to avoid these risks. The role of the leaders is to identify the ineffective performance in the organization, which results in the loss of productivity levels (Johnston and Marshall 2016).

The satisfaction of the leaders is the feeling of power and prestige bestowed upon them. It gives them a chance to develop others and have high income opportunities bundled with respect and status in the society. They have the opportunity to control the inflow and outflow of money and resources in the organization. The frustrations of leaders are that they need to work overtime without any compensation. It causes headaches and puts stress on the mind of the leaders. The leaders need to go through many politics regarding the organizational structure (Klenke 2016).

The leaders should develop their skills by communicating in a proper manner; they need to encourage enthusiasm and a sense of belonging in the organization. They need to pursue the workers to work until the goals and the targets are met (Lussier and Achua 2015).

The combination of psychological traits that define a person is known as personality. To identify the personality with the efforts that are recognizable can be done by Myers-Briggs Type Indicator and the five-factor model of personality. The Myers-Briggs indicator helps in establishing the extrovert and introvert type of personality based on the social interaction. Sensing and intuitiveness of a person can be understood by the choice of the data that the individual gathers. Feeling and thinking can affect the personality of the individual by the decision making capacity of them and the style of making the decisions helps to identify the perception and judgment of the individual. The personality traits of the leaders can be divided in to general traits that are self-confidence and the trustworthiness of the individual and the task related trait can be identified through the controlling capacity of the individual (Lam et al. 2016). The personalized power motives in a leader attract them towards the status symbols, luxuries and the monetary benefits. The socialized power motives help the leader to use their powers in helping others.

Leadership Traits and Personality

The McClelland theory of three needs is the need for achievement, which is the driving force towards excellence in achieving a set of standards. The need for power makes the leaders behave in a manner in which they want to seek control over everything, which makes them influential. The need for affiliation helps in developing close and friendly relationships in the organization (Chemers 2014).

The cognitive factors are that for the business to succeed the mental strength of the personality is important. The leaders need to be mentally sharp so that they can solve problems and make a creative plan. They must identify the key information that is essential and memorize those and the mentality to solve the problems leads to cognitive intelligence. The personality and the mental ability of the leaders can be inherited or can be based on the aptitudes of the individuals (Renzulli and D’Souza 2014).

The strengths of trait approach is that it emphasizes on the emotional intelligence. Honesty, integrity, creativity and imagination are some of the essential leadership traits and leaders can be selected accordingly. The traditional approach in leadership helps individual to be responsible. The limitations of the trait approach are that it does not differentiate the traits according to the leadership situations. The right amount of trait is unknown. The individuals who do not possess leadership traits need to be discouraged from these positions (Dinh et al. 2014).

The influence of the behavior of the leader directly affects how the workers respond to the attempt taken to influence them. There can be three possible outcomes in an attempt to influence which are commitment, compliance and resistance (Byme et al. 2014).

The influential tactics by leading as an example is by being a role model for the workers in an effective way. Rational persuasion is also an important tactic, which involves the logical arguments and factual evidence to convince an individual or a group of workers in attaining the goal. Subject Matter expert (SME) is also a tactic as it helps the organization in adopting effective strategies to be influential. The favor exchange and bargaining capacity is a tactic as it helps to exchange ideas and labor with another party at a cheaper cost. Networking is a tactic as it helps the members to create a network and ask for help when required is also influential in nature. Another tactic is to legitimate a request so that the policies and practices of the organization can be done by professional people and is within the scope of authority. A leader needs to inspire the values and the motives of the organization to achieve the target (Oc and Bashshur 2013). Personal magnetism can be achieved by the charisma that the individual has which will draw others towards the individual. Consulting with others before asserting it is a style and influencing factor in leadership, which helps in the decision-making process. Coalition helps in creating a specific arrangement of the parties to work together and combine their power. Team play helps in influencing others in getting the work done. Leaders need to be manipulative so that they can influence others and gain compliance of the other individuals. Game playing is necessary to influence people that have an agenda or a purpose in hiding so that the exchange of ideas can help to work better (Byme et al. 2014).

McClelland’s Theory of Three Needs

The managerial roles as identified by Mintzberg are the interpersonal roles, which includes figurehead, the leaders and liaises the communication between people and the organization to work closely. The informational roles help to monitor and disseminate the activities for the spokesperson. The decisional roles involve the entrepreneurs, the handlers who manage disturbance in the organization, the resource allocators and the negotiator who negotiates on behalf of the leader (Mintzberg 2015).

The cognitive resource theory helps the experienced leaders to rely on the behaviors of the groups that have high performance rate under stressful conditions. Experience also leads to repeat the behavior patterns on a daily basis. The intellectual abilities of the leaders help in correlating the groups with high performance rate with that of the intellectual abilities of non-directive leaders (Miner 2015).

The situations can influence the behavior or style of leadership. This effectively helps the leaders to make their behavioral patterns change according to the situational forces. The internal and the external environment have an impact on the effectiveness of the leaders (Mintzberg 2015).

The contingency model of leadership helps in determining the situation in which the leader is working. The style of leadership is a permanent behavioral aspect, which is difficult to modify. To measure the leadership style the least preferred coworker or the LPC scale helps in measuring the degree to which a leader describes an employee favorably or unfavorably with whom the individual has worked the least (Jansen et al. 2016).

The leadership situation  can be measured in three dimensions, the leader-member relation measures how properly the leader and the group is working together, the structure of the task measures the clarity of goals and procedures and evaluates the job. The position power measures the authority of the leader to recruit, retain or terminate its employees (Miner 2015).

The Vroom-Yetton-Jago model identifies the five-decision making styles in which the first two styles are autocratic because the decision of the leader is made with a minimum input form the group. The next two styles are consultative in nature and the fifth style is directed to the group where the consensus of the group is considered before taking the decision. The performance of the leader influences to act on the needs of the group members under him (Jago 2015). The situational leadership model of Hersey and Blanchard explains the style of leadership to examine the readiness of the group members.

Influential Tactics

The path goal theory highlights the fact about what leaders need to do to achieve high productivity at a particular situation. It emphasizes that the leaders need to choose from four different styles of leadership to achieve the best results. However, the contingency factors with respect to environment need to be kept in mind (Rahman 2016).

Knowledge management deals with the cultural focus on sharing of knowledge. The access to the knowledge is limited in spite of wide spread information being available through the information technology. Participative leadership help in the decision making process with the group members. The autocratic leadership helps in retaining the majority of the authority. The entrepreneurial leadership helps in guiding the risk-taking activity sensibly (Hislop 2013).

Charismatic leadership helps in the proper interaction between the leader and the people who are being led. The impression management system helps the leaders to develop a relationship with their group members. Maintaining the impression in the minds of the group members is important for the leaders. Charismatic leadership effects can be of three different dimensions such as referent power, expert power and the involvement in the job (Mumford and Strange 2013).

Transformational leadership is on two types, which are vision and the style of communication. Vision management helps in understanding the different and better working conditions and the ways of achieving it. It is more of a long-term goal. The communication style helps to communicate with the group members in an effective manner. The disadvantages of charismatic leadership are that it leads to culmination of evil in the minds of the leaders. They can use unethical means to make the organization lead towards its goal. The charismatic leaders may neglect the social responsibility that is bestowed upon them. Transformational leadership helps in bringing major positive changes to achieve the goal. They lead their group members beyond the organizational interests to serve the society as well (Dvir et al. 2015).

There are four types of power such as legitimate power, which helps in making the right decision staying within the boundaries of law. The reward power helps the leaders to understand the responsibility taken up by the group members and reward them accordingly. The coercive power helps in exercising the punishment power and the group members work with this fear in mind. The information power helps the leader to inform their group members about the work that they need to carry out (Krause 2015).

Managerial Roles

Empowerment means the passing down of power from the managers to the group members in the organization. It plays a big part in assessing the quality management of the organization. It helps in covering many ranges of activities by assuming more responsibility (Dvir et al. 2015).

Reference List

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Chemers, M., 2014. An integrative theory of leadership. Psychology Press.

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.

Dvir, T., Eden, D., Avolio, B.J. and Shamir, B., 2015. The impact of Transformational Leadership.

Hislop, D., 2013. Knowledge management in organizations: A critical introduction. Oxford University Press.

Jago, A., 2015. From Victor Vroom, Philip Yetton, And Arthur Jago’s Normative Decision-Process Theory To The Use Of Participative Management. Organizational Behavior 4: From Theory to Practice, p.131.

Jansen, J.J., Kostopoulos, K.C., Mihalache, O.R. and Papalexandris, A., 2016. A Socio?Psychological Perspective on Team Ambidexterity: The Contingency Role of Supportive Leadership Behaviours. Journal of Management Studies.

Johnston, M.W. and Marshall, G.W., 2016. Sales force management: Leadership, innovation, technology. Routledge.

Klenke, K. ed., 2016. Qualitative research in the study of leadership. Emerald Group Publishing Limited.

Krause, D.E., 2015. Four types of leadership and orchestra quality. Nonprofit Management and Leadership, 25(4), pp.431-447.

Lam, W., Lee, C., Taylor, M.S. and Zhao, H.H., 2016. Does Proactive Personality Matter in Leadership Transitions? Effects of Proactive Personality on New Leader Identification and Responses to New Leaders and Their Change Agendas. Academy of Management Journal, pp.amj-2014.

Lussier, R.N. and Achua, C.F., 2015. Leadership: Theory, application, & skill development. Nelson Education.

Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership. Routledge.

Mintzberg, H., 2015. Henry MINTZBERG, The Nature of Managerial Work (1973) & Simply Managing: What Manager Do-And Can Do Better (2013). [email protected] [email protected] gement, 18(2), pp.186-188.

Mumford, M.D. and Strange, J.M., 2013. Vision and mental models: The case of charismatic and ideological leadership. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. 125-158). Emerald Group Publishing Limited.

Oc, B. and Bashshur, M.R., 2013. Followership, leadership and social influence. The Leadership Quarterly, 24(6), pp.919-934.

Rahman, M.M., 2016. Leadership. Analysis of Trait, Behaviour, and Contingency Theories.

Renzulli, J.S. and D’Souza, S., 2014. Intelligences outside the normal curve: Co-cognitive factors that contribute to the creation of social capital and leadership skills in young people. Critical issues and practices in gifted education: What the research says, pp.343-361.