Leadership And Managing People For Desired Organizational Goals

Major Fields in the Leadership Model

Discuss about the Leadership and Managing People for Desired Organizational Goals.

To effectively lead and manage people in a workplace, an individual should possess certain qualities and traits that must align with the organizational objective and available resources (Vaccaro, Van Den Bosch and Volberda, 2012, pp. 28). An effective leader is thus necessary for every organization, so as to get the required output from the people which in turn manage and develop the organizational operation (Shriberg, Shriberg, and Lloyd, 2011).

According to me, the major fields in an individual leadership model includes three key features, which helps to accomplish the desired organizational goals, include (Hoch, 2013, pp. 159):

• Recognising of employee’s potential
• Effective two-way communication
• Competitive insight

These features of a leadership model accelerate the potential and workability of an employee which as a result can change the dynamicity of the organization. Identifying the employee’s potential and ability helps the leader to motivate and inspire the employee in that particular direction. Additionally, there should be effective two-way communication between the leader and its employees to avoid misunderstanding and conflict (Kissi, Dainty and Tuuli, 2013, pp. 485). This also helps in managing strategic planning that aligns with the resource and provision of work procedure. Both the leader and its employees should possess competitive insight in order to achieve the desired vision (Hoch, 2013, pp. 159). Further, this scope of leadership model is linked with rapid changing nature of the market and corresponding variations in the demand of customers.

I believe that framing a leadership model in an organization is necessary for the systematic and planned execution of the business operation. In my opinion leaders should focus on its employees for knowing their skills and expertise in a particular field (Vaccaro, Van Den Bosch and Volberda, 2012, pp. 28). The relevance of this approach is for leaders as the employees can be motivated and inspired for consistent work execution. Of note, proper tools should be adopted by the leader for bringing innovation and a new strategy for the organizational development in terms of administration, financial issues (cost effectiveness) and operational management (Yoshida, Sendjaya, Hirst and Cooper, 2014, pp. 1395). Leaders need to develop a strong bond of positive relationship with each individual associated with the organization, whether it be the employees, stakeholders, suppliers or the customers. As this relationship will develop faith within them and make them do according to the leader’s visionary objective (Shriberg, Shriberg, and Lloyd, 2011).

Main Organizing Ideas in the Leadership Model

In my opinion for any leadership model, the first criteria are to develop a vision and design strategy according to (i) available resource; (ii) the scope of work procedure; and (iii) time frame (Shriberg, Shriberg, and Lloyd, 2011). For the successful execution of the leadership model, there must be credibility between the leader and its employees such that management can happen in a two-way approach. With concomitant trust and belief on each other, it brings commitment and dedication towards the fulfillment of the vision.  I would suggest that leaders must learn to have good communication skill with employees, colleagues, collaborators, shareholders, and customers for clear understanding and negotiation (Kim, Kumar and Kumar, 2012, pp. 295). The mentioned objective is thus necessary to maintain the continuity of workflow as well as to comply with the market requirement.

With the aim of achieving the common organizational goal in an effectual way, I believe that an effective leader must possess certain qualities and competencies which are described below:

• Decisive: Leaders need to make logical and quick decisions at the crucial time of the organizations, and thus they are answerable towards the failure or success of the organization.
• Visionary: To become a successful leader one should have a clear vision, and this vision should become the common objective of every employee towards organizational development (Anderson, PotoÄÂnik and Zhou, 2014, pp. 1297).
• Confidence: No one follows or obeys an under a confident leader who is not confident. Thus an effective leader should be confident enough to make a practical decision and manage employees. Also in any crisis situation, the manager need to take effective action upon which the employees can rely (Kim, Kumar and Kumar, 2012, pp. 295).
• Motivator: To get new ideas and innovations from the employees, the leader must know their skills and abilities and can motivate them in that direction.
• Modest: It is the responsibility of a modest leader to listen and follow its employee’s views and opinion and thus encourage them for further improvement (Hill, Seo, Kang and Taylor, 2012, pp. 758).

In the given leadership model, the core values lie on certain features of effective operational management which are necessary for the proper management of the whole organization efficiently. These core values include:

• Trust: Trust is the only tool upon which the success of an organization Thus according to me the leader should remain honest and modest to gain other’s trust. Also, a true partnership lies in working with the manager, not for the leader (Kim, Kumar and Kumar, 2012, pp. 295).
• Creativity: It is the duty of the leader to focus and encourage for innovations and creativity from its employees to sustain in this competitive market.
• Courage: A courageous leader is always prepared to take a risk and implement new ideas and solutions to resolve any type of critical problem without any fear and hesitation (Kim, Kumar and Kumar, 2012, pp. 295).
• Positive outlook: In my opinion a good leader always shows a positive attitude towards the employees and peers, which in turn makes them feel the happy and homely environment and makes them devote more time towards the accomplishment of the vision.
• Openness: Leaders should maintain honesty and integrity with its employees to gain their trust. It is the duty of the leader to praise or guide its employees whenever required openly (Hill, Seo, Kang and Taylor, 2012, pp. 758).

In this scope of discussion, the reference is based on Australian based organization named BHP Billiton from where the leadership model has been discussed and compared with the mentioned model. Being a successful multinational mineral company it allows its employees to freely express their views and ideas, which defines the flexibility of the company (Engelen, 2014, pp. 124). The company always encourage its employees and staffs to bring innovativeness based on their ideas and creativity, which also supports the platform to compete with other companies.

BHP Billiton also follows the risk-taking approach within the leadership model, which helped them to achieve success in each and every step. Taking a risk, they have executed various marketing strategies which led to success in most of the times. Even when the ‘risk taking approach’ fails, there is always a scope for learning a lesson and utilizing in future strategy, which is the important quality of an effective leader (Hill, Seo, Kang and Taylor, 2012, pp. 758). The company always try to have clear and efficient communication and also listens and allows employee’s views in the decision-making process.

In the changing global market, change is always required to be adopted in the organizational culture to retain and improve the brand name and profit value. Hence, the leader should always be prepared to present advocacy and motivate its employees to the direction of change by emphasizing and motivating on innovations (Wang, Tsai, and Tsai, 2014, pp. 79). This can be achieved by motivating employees through intrinsic motivation (using that tools like acknowledgment, and appraisal) and extrinsic motivation (using that tools like promotion, award, and incentive). Overall, it can be realized that the leader must be aware of the skills and needs of the employees, upon which the future strategies can be planned and implemented

Important Trait, Skill and Task of an Effective Leader

Difference between the given leadership model and the currently existing one

There are certain loopholes in the present existing model which I observed that restricts the organization towards adopting the requisite change in the global market.

• Effective two-way communication is missing in the current model, which as a result increase misunderstanding and diminishes trust level. especially this is reflective because of hierarchy level of power distribution among the officials of the company (Mihalache, 2014, pp. 128).
• Leaders do not have an open relationship with their employees which does not create interest among employees towards goal achievement. The mentioned statement is again stated in conjunction with the hierarchical model, in which each idea need to pass the next level, so as to reach to the top official of the company (ÄŒerne, JakliÄÂ, and Škerlavaj, 2013, pp. 894).
• Employees are not interested towards innovations and creativity due to lack of support of the leader. This is mainly attributed to stereotypes and dominance of local culture within the organization.

In summary, it can be observed that the given leadership model needed to be implemented towards goal achievement and sustain in the system change.

Applying this leadership model at personal level would help me to identify opportunities and innovations which can be implemented in future to achieve the vision of the organization. Personally, I believe that traits like being visionary, confident, good communicator, will surely help me to build a good relationship with the employees, whose effect can be viewed in the organizational activities (Mittal and Dhar, 2015, pp. 894). Hence it is better for my business strategy to cope up with the latest trend in order align with the changing market strategy.

Reference:

Anderson, N., PotoÄÂnik, K. and Zhou, J., 2014. Innovation and creativity in organizations a state-of-the-science review, prospective commentary, and guiding framework. Journal of Management, 40(5), pp.1297-1333.

ÄŒerne, M., JakliÄÂ, M. and Škerlavaj, M., 2013. Authentic leadership, creativity, and innovation: A multilevel perspective. Leadership, 9(1), pp.63-85.

Engelen, A., Schmidt, S., Strenger, L. and Brettel, M., 2014. Top management’s transformational leader behaviors and innovation orientation: a cross-cultural perspective in eight countries. Journal of International Management, 20(2), pp.124-136.

Hill, N.S., Seo, M.G., Kang, J.H. and Taylor, M.S., 2012. Building employee commitment to change across organizational levels: The influence of hierarchical distance and direct managers’ transformational leadership. Organization Science, 23(3), pp.758-777.

Hoch, J.E., 2013. Shared leadership and innovation: The role of vertical leadership and employee integrity. Journal of Business and Psychology, 28(2), pp.159-174.

Kim, D.Y., Kumar, V. and Kumar, U., 2012. Relationship between quality management practices and innovation. Journal of operations management, 30(4), pp.295-315.

Kissi, J., Dainty, A. and Tuuli, M., 2013. Examining the role of transformational leadership of portfolio managers in project performance. International Journal of project management, 31(4), pp.485-497.

Mittal, S. and Dhar, R.L., 2015. Transformational leadership and employee creativity: mediating role of creative self-efficacy and moderating role of knowledge sharing. Management Decision, 53(5), pp.894-910.

Mihalache, O.R., Jansen, J.J., Van den Bosch, F.A. and Volberda, H.W., 2014. Top management team shared leadership and organizational ambidexterity: A moderated mediation framework. Strategic Entrepreneurship Journal, 8(2), pp.128-148.

Shriberg, A., Shriberg, D.L. and Lloyd, C., 2011. Practicing leadership: Principles and applications. 4th edn, Wiley, USA. ISBN: 978-0-470-08698-8.

Vaccaro, I.G., 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.

Wang, C.J., Tsai, H.T. and Tsai, M.T., 2014. Linking transformational leadership and employee creativity in the hospitality industry: The influences of creative role identity, creative self-efficacy, and job complexity. Tourism Management, 40, pp.79-89.

Yoshida, D.T., Sendjaya, S., Hirst, G. and Cooper, B., 2014. Does servant leadership foster creativity and innovation? A multi-level mediation study of identification and prototypicality. Journal of Business Research, 67(7), pp.1395-1404.