Organisational culture is a broadly used concept that gives rise to a high degree of ambiguity in terms of analysing the concept variables within an organisation. For the pervious de decades, most of the academician and professionals who are studying about organisation recommends that the concept of organisation behaviour is the environment and practices that the organisation establish around their management people. Chowthi-Williams et al. (2016) says that a necessary trend in management thinking in the current decades has been to encourage and motivate the employees and management for helping them to create a strong culture within the organisation. In this context, Deery and Fisher (2017) states that culture and leadership are interconnected with each other. This has also been supported by Elliott (2017) stating that in his analysis that statement of values, code of behaviour, principles of public services are needed to balance a management. However, without the presence of proper leadership managers and administrators cannot turn the concept in to reality.
The study evaluated the evidence to show that management culture is a necessary concept for efficiently managing both organisational performance and public manage program in light of National Health Service. In this context, the highlights the organisational issue revolving the process of management that took place in the healthcare organisation due to the process of change management within the workplace. It has been found from various study that change can be a foundation of competitive advantage for an organisation. Therefore, to manage things in an effective way, change management system needs to recognise the areas of significant conflict, for addressing the requirement of every one working within the organisation and mainly to bridge the gap in between the ambition of the executives, technical project teams and the people who are influenced by the change. In the year 2017, the organisation faced issues due to leadership crisis in the human resource department that affected its work motivation of the employees thereby leading to reduction of profit margin. However, this situation was compounded by the abrupt departure of the company chairperson (Catling et al. 2017). After the change of the chairperson, the new appointed chairperson of the organisation believed that, for surviving the organisation needs to change their structure and process of operation. While managing the change within the process of management a series of global standard process were recognised. These when introduced would influence more than 80 operating units, however, the changes were necessary for survival, they proved unpopular in the short term as some of the countries lost the market share.
However, while managing the change NHS was facing several issues related to complaints from the employees as they were not aware of their role due to the poor allocation of task and poor system of planning within the human department of management. As a result of which NHS had to face, several issues of management and leadership took place within the organisation while formulating the teamwork (Scholes et al. 2017). This issues are associated with the conflict that rook place with various members within the workplace, inability of the team members in understanding their duty due to the improve allocation of resources. This resulted in high turnover of the employees and in effective performance of the team member owing to poor leadership style and practices about decision and approach of the team.
In order to change the program within the organisation, all the individual employees had to adhere to the new systems and operating process. Moreover, the leadership of the new chairperson, as one of the major transformation was known required unflinching commitment and focus on obtaining adoption from all the involved employees. In addition to this, those employees who were leading the change had to confirm that all the major players in the markets aligned with the change necessities (Kemp et al. 2018). The main message of change inside the team was that there has to be a change across all the departments that could benefit the company global in terms of individual needs.
The national health care services is the publicly funded national healthcare process being operated in England that is one among the four national health service for each of the constituent country of the United Kingdom. The organisation of health services is one of the largest single payer of healthcare system in the world. The service is mainly funded through the process of general taxation and the department of health supervises the system. The public service offers health care services to the entire legalised resident if England provided with most of the services that are usually free at the point of use. The healthcare organisation offers emergency services and treatment of infectious diseases free for everyone. The NHS service deliver and national program has been launched in the year 2000 (nhs.uk 2018). The main motto of the healthcare program in to offer and promote the user of research and to provide proper delivery of service that could help in improving the quality of patient centred care, ensure better quality of patient results, and contribute to enhance health in the broader community. In response to the specific requirement that have been identified the organisation has decided to go through the process of organisational change (nhs.uk 2018).
The organisation works to help in ensuring the orderly and human system of management and to promote international health service for cooperating with the health issue standards, to assist the people in search for effective solution in healthcare problems and to offer humanitarian support to the care receivers including the employees,
NHS works in four major areas of healthcare service:
The company cut across the areas of promotion relation international healthcare law policy in accordance to the protection of heath care rights, health and gender dimensions of healthcare services.
NHS consistently aims to diversify and implement new changes, for bringing new opportunities for mitigating workplace issues that tend to influence the efficiency of the processes of the organisation. These organisational issues of the organisation can be tracked from the business and its new planning activities. From the new management and establishment approach and the new teamwork activities in the organisation.
It has been found that while developing new management system within the NHS organisation the organisation is facing frequent complaints from them employees, as they are not able to understand their duties due to the limitation of allocated resources and poor planning system, because of this, employees are getting involved in conflict within the organisation. This type of problem within the organisation are constantly hampering the service and productivity of the organisation. Based on this rising issues within the organisation, Drennan et al. (2016) stated that leader has the capability to deal with this change management system of the organisation, by using various tools and practices of management in an effective way.
Moreover, there are issues faced by the national health services found in case of the employee training activities. Research in this context reported that success and failure of the organisation I highly dependent on the employees (Ryley and Middleton 2016). Therefore, training and development of the employees are utilised for enhancing and polishing the skills of the employees irrespective of the field of operation. In addition to this, the hierarchical structure of the organisation are usually consisting of large number of employees and management supervisor who manages the employee and various levels of management (Aggarwal and Swanwick 2015). Therefore, while amending the change the organisation have faced huge pressures while changing their system internally and externally. The new Chairperson of the organisation have decided to move towards a simple working life practice with more strict process by pushing more responsibility on to the individual employees. It has also been found that in spite of the necessary role of the managerial approach, the organisation are not motivating the employee in developing their skills and making them understand their duties. This has resulted the organisation in to the poor performance of the employees, frequent complaints within the workplace and frequent occurrence of conflicts amongst the team members (Van Bogaert and Clarke 2018). This are also leading to slowdown of customer service and falling don of customer’s number owing to poor job performance.
However, poor teamwork approached and managerial issues have been noted amongst the employees within National Health Service. In this context, Monterosso et al. (2015) stated that team is part of joint effort made by a group of people for obtaining collaborated objectives for the sake of the service receivers and organisation and achieving the unified objectives for delivering effective quality of service. In support to this Dawson et al. (2015), stated that the most effective way to obtain a planned objective along with quality and effectiveness that can be achieved through the teamwork. However, it has been found that the organisation failed to provide any additional tools to collect and collate with the resources that were necessary for them to make spontaneous efforts. Moreover, the organisation did not have any time to plan the schedule in accomplishing the goal. The company lacked the infrastructure of management process and poor identification for the extraordinary efforts that effected the business. It has been stated that Westwood et al. (2018) that for successfully managing change process it is essential to evaluate the phases of change management process. In this context, the managers are required to recognise the phase; they are required to predict the type of situations and problems. In this context, the successful organisation are those that are able to adjust with the new conditions in a faster way (Gaskell and Beaton 2015). This process needs to have a planned process of learning that call for improvement of organisational effectiveness.
Poor activities and management of teamwork are the major organisational issue that are mostly noted amongst the employees of the organisation while implementing the system of change management (Chipeta et al. 2016). However, the system of change management within the organisation have not been able to enhance the practices of teamwork within the organisation. This has resulting in conflicts within the team members, increased turnover of the employees and low morale along with poorly performing employees (Chamberlain et al. 2016). Therefore, most of the members present in the team are not bothered about the team meeting that are taking place under the supervision of the new chairperson. This is leading to severe issues in the organisation in managing the different process.
Another major issue is faced by the organisation due to the poorly managed human resource department. Since the healthcare organisation’s work is usually critical to the health and wellbeing of several health practitioners that deals with different levels of stress. In this aspect, the organisation is facing issues such as increasing demand and employee shortages amongst the organisation. As stated by Ireland et al. (2015), the human resource department is needed to recognise the reason behind each of the problems. However, these issues are resulting due to the insufficient capabilities of the nursing programs that are not enough for meeting the growing demand of the health care facilities. Therefore, these, issues are mainly observed in case of millennial workforce within the organisation whose main priority are different from their seniors. Research have shown that almost 4.8% of the healthcare organisation has encountered insufficiency of the nursing care providers that is 10% more than the previous year (Hill 2017). In the year, 2016, the percentage increased to almost 32.9%. Therefore, the Bureau if labour statistics have assumed that there will be a net 1.2 million vacancies in employee in healthcare organisation due to these issues (Endacott et al. 2015). It is the major duty of the human resource department in NHS to focus on the organisational cultural factors. Moreover, in order to manage the activities related to staffing and development of capabilities of the employees along with the development of policies that are in consistence with the vision of the organisation.
This are taking place due to the poor management of the change management process within the organisation and due to the poor leadership skills that are not consistent with the presence vision of the organisation (Hunn 2016). It has been observed that the human resource team of the organisation are not properly organisation the extensive program of training and growth needed for the employees, and nursing staffs. Similar to this, the quest for the expanded share of the market, the human resource department are not taking necessary steps for the employees in terms of proper job role. These issues therefore, have led to decrease in communication activities in the organisation and increase in turnover, and mostly led to the fall down of productivity and growth of organisation.
In order to manage organisational change is demanding and fatiguing in nature. Therefore, bringing about changes within the organisation requires the manager and leader of the organisation to challenge the situation and requires a perseverance against the habits and rules of the developed behaviours. However, bringing change within organisation takes time and requires commitment towards task and time of the leaders. Therefore, to utilise management and leadership within the healthcare organisation it is necessary to develop a clear vision about the direction of change process, which is the major element for ensuring successful change within organisation (Teare et al. 2017). In this aspect, leadership roles practiced within the organisation include measuring and supervising the results of the change process that is necessary for identifying the change process for fulfilling the purposes. However, since change is the consistently occurring within the organisation and are highly associated with the modifications taking place therefore the organisation is needed to focus on the emerging issues occurring due to change (Goemaes et al. 2016). This will help the organisation to manage the change in an effective way and appropriate way.
The management within NHS consists of a hybrid system of management giving out the health professionals within the position of management. In this there are two major types of hybrid management structures usually followed within the healthcare organisation that are rational- legal and charismatic structure of management (Rumsey et al. 2017).
Rational-legal leadership combines the authority of the organisation to the legal rationality, legitimate and bureaucratic nuance of the organisation provided with a systematic and logical approach towards leadership practices (Cheeseborough et al. 2015). In comparison to this, the approach of charismatic leadership approach does not have a stringent structure rather it is based on the individual’s influence instead. This specific style of management helps in connecting the different groups and provides authority to lead the members within the organisation (Allan et al. 2016).
In the organisation, group health professionals utilised a structure charismatic leadership for developing a specialised practice for the diabetic patients. Therefore, by implanting the charismatic structure of the management the organisation was able to allow the professionals to demonstrate their knowledge, medical skills, and public confidence. However, these, ked to the 50% of the reduction in the major eliminations (Leigh et al. 2015). In this context, new public management is a process of management recently implemented by the organisation for holding the public organisation for offering a high quality of service and care thereby allocating work based on the performance of the employees (Stoddart et al. 2014).
However, apart from these, NHS has developed and implemented various types of management and leadership styles in order to manage the period of transition and change for motivating the employees in such way to enforce skills and capabilities to fulfil the objective of the organisation (King et al. 2017). It can be also be stated that the success of the organisation in based on the management and style of leadership used by the National Health Service (Walker et al. 2018). Being, a healthcare industry, the company is always in a state of transition, as a result they have to use various styles of leadership for managing the new paradigm provided with the launch of new laws, regulation, coordination and models of payment. Along with this, the healthcare professionals are also required to adjust with not only the care receivers but also managing the cooperation within the health care organisation (Leigh et al. 2017).
As stated by Boyd et al. (2015), leadership is not always straightforward science, rather a leader is needed to have a ability to change their approach towards leadership in accordance to the task in hand and relying on the person within the organisation they are required to lead. However, being a leader within the healthcare organisation usually comes with several responsibilities specifically when the leader has to retain his medical accountabilities. As there are no limitations of different challenging situation that calls for immediate change in the leadership skills. In this context, Houston and Morgan (2018) states that a non-profit leader, such as a leader within a healthcare organisation is completely aware that the day is not always enough to provide the same attention to the given situation that take place within the organisation. Therefore, in this kind of situation, prioritising and delegating tasks properly is crucial in this type of leadership. Moreover, in the healthcare organisation, every decision are needed to be taken and planned accordingly (Way 2016). In this aspect, the planning is required to have an organised and structured system of healthcare with a more effective decision making process. As the most of the individuals that the leader within health care organisation has to deal with are mostly the health care providers, amongst which most of them are highly skilled. Therefore, Ohr et al. (2016) states that while dealing with these professionals, leader has to be highly aware of the challenging requirement and has to be careful while delegating tasks to the subordinates. In this regards, a helpful way to deal with this type of situation is by using the theory of Human motivation as illustrated by Maslow. As stated by Ali and Terry (2017), Maslow hierarchy states that people are generally motivated to achieve the individual requirement. Therefore, in order to manage and lead the organisation, the leaders is required to recognise the factor that is helpful for motivating the employees and help them to adapt the task. Therefore, Halcomb et al. (2016) states that situational model of leadership might motivate the leader not to get involved in certain situation and not take an action or avoid different conflict.
As stated by Brown et al. (2016), in order for an individual to become a leader there is must be a connection in between those who are willing to lead and the individuals who are willing to follow the leader. Therefore, relationship in this context is imperative to have a successful leader. This specific model in specifically based on the experience and theories illustrated by Kouzes and posner (2003). In this the five major point are as follows:
Therefore, a healthcare leader is required to have necessary qualification as well as experience for leading within the organisation. The individual is most of the time required to be highly available for their subordinates and is required to be always ready to listen to others whenever possible (Pendleton 2017). At the same time, the individuals cannot step away from the complicated decisions for the purpose of common wellbeing of the department. On the contrary, Jeon et al. (2017) states that a leader following this exemplary model of leadership is required to listen to the empathy of others. Along with this, a leader is needed to understand and try to use their skills for the wellbeing of the organisation.
According to Ross et al. (2015), an authentic leader does not always make a determination to be an effective leader. Chapman et al. (2014) states that several different leader make an effort to act in a different ways to reflect their original personality. However, the history of authentic leadership has been highly exploited since the period of Greek philosophers until the work done by Shakespeare. Frankel and Pgcms (2018) stated that theory of authentic leadership has been illustrated sporadically as a part of modern science of management. On the contrary, Lin et al. (2015) states that authentic leaders are highly aware of about the task they think and do by understanding their own values and by understanding the values of others. However, authentic leaders can also act as a transformational and a charismatic leader within a healthcare organisation, by focusing on the development of the employees and individual strong moral character. Therefore, healthcare organisation highly needs an authentic leader while managing the finances within organisation and enhance the lives of other employees. In this context, Westcott (2016) states that a lewder working within healthcare organisation is paid by the government, as a result they may not be interested in changing their followers in to leaders. Therefore, authentic leadership can be appropriate in working as per the requirement of leaders.
The laissez faire leadership is a well-developed practice that are usually adopted by the middle level management of the health care organisation (Martin et al. 2015). This model of leadership provides the ample amount of authority to the employees. The laissez faire style of leadership is also called the delegate style of leadership (Harvey et al. 2015). Along with this style of leadership and management, the managers within high or middle level position usually allows the group members to implement decisions within the organisation.
However, Harvey et al. (2015) within National Health Service it has busy structure where the professionals has to manage certain situation through a “hand off initiate”. Specifically, the professionals within the organisation allows the leaders, other subordinate healthcare care providers to handle situation on their own at times mainly those areas of finances and receptions without supervisions of the medical practitioners (Andersson 2015). These takes place, as the health care organisation has different type of department operating within organisation, and the leaders recognise that some group of members are highly skills, and has the capability to work on their own (Levecque et al. 2017). Apart from these, specific styles of leadership and models of management within the organisation there are several other style of leadership that can be used by the National Health Service for addressing the issues and problems faced by the organisation (Amanchukwu et al. 2015). However, the existing style of management implemented by the organisation can be expanded to other healthcare department as well for enhancing the concerns that poses threat within the organisation.
The National Health Service in the United Kingdom has adopted the model of change management that delivers several principles to foster change and efficiency within workforce. Although this model has been established to assist acute care facilities, primary care and mental health issues for implementing large-scale change through the process of e-roistering and financial solution that can be easily applied to all the changes within the health care system. Therefore, the issues in this context, faced by the employee’s during the period of change management is required to be managed carefully by the leaders (Thorpe 2016). The alternative method of leadership that can be used for addressing e change within the organisation is that the leaders are needed to establish a business care, select a team of project and effective mobilise the organisational leadership (Gatenby et al. 2015). In this aspect, establishing the business scenario is necessary for outlining the advantages and disadvantages of the change initiative. Moreover, the business case outlined by the leaders must highlight the result of the project, advantages, milestones and accountabilities and problem solving strategies (Sturdy et al. 2016). In this, the leaders are also required to ensure that the project has the appropriate employees that are critical for the success of the change approach. The project members as well are required to hold the skills that are essential to represent and offer the project in a successful way. In this regards, some of the major riles leaders are needed to be following is the supervision and execution of the change approaches and the project board members is needed to act as the decision making body for agreeing to the terms and goals of the change management project (Stander et al. 2015).
Moreover, the leaders are also accountable for ensuring that the particular project has the appropriate employees are crucial for the success in the change management approach. By doing so, the leaders of the organisation are required to encourage enthusiasm that is highly critical component of success. According to Bolden (2016), cost control within the healthcare system requires the accomplishment of 3% less inflation annually for managing the per capital cost. This can be only accomplished through the concerted efforts taken by the leaders for reducing the wastage of resource. In addition to this efforts are required to made to counter the incentives for the professionals for offering the care based on that is available in opposition to that is required for the service users and health care system in a while (Hughes and Wearing 2016). This can also be obtained through providing rewards to the care providers, hospitals, and different system of health for providing enhanced health in opposition to providing more healthcare.
An expert of leadership and a presidential biographer known as James Macgregor Burns mainly coined the concept of transformational leadership (Powell et al. 2015). Several researchers considers this specific style of leadership as the most effective style of leadership that is helpful in motivating people with connected vision of the future.
In contrast to other style of leadership, transformation leadership is all about beginning the change within the organisation, groups and others. Van der Voet (2014) states that transformational form of leadership also help in motivating employees more than they originally want to do or more they think that could be possible. This style of leadership set up more challenging expectation and help in achieving increased performance of the employees. Therefore, this specific style of leadership is helpful for the position of management in the organisation for addressing the major issue faced by the health care organisation while dealing with managerial processes.
According to, Laschinger et al. (2014) in the present years the profession of midwifery in the organisation has underwent an unexpected change. Based on this change, the NHS has planned for an investment, report that have as well challenged the other healthcare services in enhancing their standards, and strive to meet the expanding demands. In accordance to eth growing midwifery services, this has led to the increase of the nursing role to provide an increased focus on the public health and medical accountabilities (Pegram et al. 2014).
However, this issue has as well resulted in the growing risk of litigation provided with a culture of instability throughout the professional nursing. These, changes has therefore increasing the pressures of employment and increase of resources within the nursing services thereby creating dissatisfaction amongst the nurses owing to the crisis in recruitments and selection. As stated by Mohammad Mosadeghrad (2014), possible barriers have been recognises consisting of limitation within the present structures of the organisation within NHS that constricts the full potential of the nursing care providers while acting as a leader and their appointment to senior position. Therefore, to address these growing issues, nursing leadership is necessary for contributing towards the modern approach of leadership highlighting the virtue of skills and capabilities in their medical role. Frich et al. (2015) states that nursing care providers usually adopts the transformational form of leadership for addressing change management and lends itself to the qualities of leadership that are inherently observed amongst women.
Therefore, through transformational form of leadership visionary leadership can be empowered throughout the profession that will help in ensuring that nursing services are highly equipped with the leaders and are able to affect the changes that are essential in meeting the challenges faced by the organisation. Morgan et al. (2015) stated that leadership is centred on coping up with the change within the organisation. However, for the services of midwifes and nursing exercising regular leadership is necessary. These practices includes prioritising of care requirements, advocating the choices made by women and demonstrating the intra and inter professional work to ensure consistent improvement in the health care standards. On the contrary, Mosadeghrad (2014) states that a transformational leader helps in bringing increased effectiveness for the employees by involving them in corporate learning. Therefore, from the opinion of McCann et al. (2014), it can be said that the implementation of transformational leadership will be helpful for NHS organisation in addressing the issues of healthcare services and nursing services that can be traced in various areas of nursing services.
In this context, it is highly essential to offer all the working employees with the opportunity to establish and improve their skills of leadership thereby empowering their leadership skills through effective supervision. The discussion in this regards shows that the organisation’s management department are not taking needful steps to address the issues. Therefore, the proposed style of leadership may help the organisation in dealing with the issues by offering number of training and support for the employees. Weaver et al. (2014) stated that transformational leadership in nursing care would help in developing culture, in offering intellectual stimulation and individual assistance for the care providers and help in building positive behaviours for the employees.
Again, the issue regarding the teamwork issues, and finances issues amongst the midwife services was the major issue of the organisation that gave rise to several conflicts amongst the team members. In this context, Kitson and Harvey (2016) stated that an effective collaboration amongst the team requires and efficient initiative of the leaders. Therefore, if the team within the organisation is free from conflicts and regular misunderstanding, they will help in encouraging shared decision making within different members of the organisation (André et al. 2015). A further venue of leadership growth in nursing service lies in the practices of experiential task, learning and effective mentorship. Therefore, concurrent with the supervision provided by the leaders, nursing care providers might find themselves benefitted because of support provided to them during the training period. However, evidence in this study highlights that existing insufficiency in the staffs are due to the inadequate number of leaders with proper experience that are needed for guiding and assisting the subordinate employees. Similar to this, there are also some major conflicts related to appropriate ratio of supervisors within the given areas. Therefore, it is essential that nursing care providers in those areas are properly motivated to establish the potential and are supported throughout the necessary paths of leadership position. The discussion also reflected that leadership style within the organisation does not motivate activities related to employee development that resulted in poor performance of the employees, regular complaints and conflicts amongst the members of the team. This also lead to high and frequent increase in turnover amongst the nursing service provider and other employees due to high rejection of sales persona working within the organisation (Peterson 2016). Therefore, as discussed, transformational style of leadership has the capability to motivate, and develop the employee and will offer coaching and mentoring by helping the employees to make decisions and authorise over the tasks. However, these, style of leadership can motivate the development of the employee that could lead to the improved performance of the employees and reduction in the employee turnover.
Very few nursing care provider is not familiar with the issues of the workplace that has been reported in the past decade in the history of nursing. Nursing however has been considered the foremost occupation that is at risk of horizontal silence and workplace incivility. As stated by Mitchell et al. (2015), studies found that incivility amongst the nursing care providers are increasing at a rate of 10to 20% in the healthcare organisation. There are issues such as bullying workplace issues that are found across various levels of interpersonal employees. Therefore, in order to address this autocratic or directive style of leadership is required to manage ethics and culture of the workplace. As stated by Al Mehrzi and Singh (2016), the direct impact of the leadership behaviour on the lateral violence caused to the nursing care provider can be helpful in understanding the specific behaviours of the leaders. In this type of leadership, the leaders has the complete power to influence the culture of the workplace. Leaders will turn in to the compelling role model wherein their actions which will help in communicating the messages that is to be considered as the appropriate behaviour within the organisation and will help in maintaining the status quo within the organisation .
Conclusion
Therefore, from the above study it is evident that organisational change managements is a managerial method that is used in managing the human capital of an organisation. In this context, it can be said leadership and managements activities has for long been identified as the most essential elements that could help the organisation in achieving the goal of the organisation. This is quite evident that various practices of leadership and managements in National Health services will be helpful in ensuring different issues faced by the organisation including the nursing care services through the utilisation of particular styles of leadership. Different structures of management and various styles of leadership ae consistently evolving in response to the growing complicated healthcare environment, within healthcare organisation where the healthcare professionals needs to make an effort to establish the technical competence and skills that are necessary to adjust with the changes. In this context, while implementing the various styles of leadership and managements, one of the main thing that leaders and managers are required to address is the safety and wellbeing of patient as well as the health workers. Leadership styles can also be used to measure the level of productivity within the organisation and by mentoring the employees working within the organisation.
It is evident from the study itself that while working within the healthcare industry, a leader is required to mentor and train another leader. In this context, the individual is required to effectively organise planned and scheduled meetings for providing education provided with regular tutorials so that the more experienced nursing care teach the less experienced nursing care providers. However, the success of the teaching session can only be possible if the leader has the capability to delegate and coordinate with such program. This will not be possible if a leader does not have a proper attitude of mentoring. On the contrary, being affiliate leaders within the healthcare industry as it has been seen from the study is not easy task. This is due to that fact, that the entire department within the NHS organisation comprises of over 59 people with each special sections and personal consists. Therefore, while working with so many people arising of conflicts are natural to issue. However, if the leader is authentic, then the individual will not shy away from any conflicts and will help in the development of team to resolve the issue. Again, being a democratic leader in the healthcare sectors can be helpful as the organisation is most of time dealing with fast changing issues and highly intelligent employees. Therefore, with the help of democratic leader, within the organisation, the organisation could carry out regular meetings thereby increasing the motivations of the employees and other ancillary staffs while sharing different opinions. This will not only help in motivating the staffs and will help in sharing the opinions thereby resolving the existing issues. However, it can be concluded that being an effective leader is not enough, a leader as well needs to have skills such as communication and task delegation skills to manage conflicts and issues seen within the organisation. In this context, the senior managers of the organisation are required to ensure that all the strategies of managements and leadership are efficiently implemented provided with a complete understanding about the goal of the organisation. Finally, it can be said that transformation leadership has the ability to inspire the image of new strategy and make the employees to work with dedication towards work.
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