Subject business research method

Topic leadership
Submitted to Sir Ahmed Zia
Submitted by
SADIA MUBASHIR 2017-Ag-

MAHA SAEED 2017-Ag-

ASRA 2017-Ag-

NOURAZE SAEED 2017-Ag-

ATTA 2017-Ag-

MUHAMMAD RIZWAN 2017-Ag-

DEGREE M.COM
SECTION (A)

UNIVERSITY OF AGRICULTURE FAISALABAD

(MAIN CAMPUS)
 LEADERSHIP
INTRODUCTION
In all formal organizations some individuals are given the authority and responsibility for five
basic activities: planning, organizing, directing, co-ordination, and control (Fayol, 1949). These
employees are often referred to as managers, while the five activities are often described as
management. Management is the process undertaken by one or more individuals to coordinate
the activities of others in order to achieve goals of the organization. It is imperative to
distinguish between the term leadership (managerial behavior), which is a function, and leader
or manager, which refers to a position in a group or organization. In formal organizations the
leaders are called managers or executives. They execute the leadership function. Leadership is
part of the managerial process in which the manager guides, supports, motivates the
subordinates so that they can fulfill their duties according to the plan of the manager and goal
of the organization. This article deals with managerial leadership and leadership research.

Marturano, Wren, and Harvey (2013: 1) wrote: ‘We propose an understanding of leadership as
an asymmetrical (albeit interactive and mutual) influence process that serves to articulate,
clarify, and facilitate the accomplishment of a group's (organization's, community's, society's)
objectives (including, importantly, survival). Thought of in this way, it becomes clear that
leadership in some form or another exists essentially any time humans come together to
accomplish things. Such a definition permits indeed, invites – studies of the phenomena of
leadership that include not only a fixed focus on ‘task accomplishment’ or ‘member
satisfaction,’ but also the consideration of broader matters such as the dynamics of context, the
philosophical ‘meaning’ and moral implications of leadership and its objectives, and the impact
of leadership on people, both in groups and considered as individuals.A formal leader
(manager) is a person who is responsible both for the subordinates and for the results.

Leadership effectiveness and organizational effectiveness are therefore critical corollaries in

management. The distinctions between effectiveness and what causes effectiveness as well as
the distinction between performance and effectiveness are essential.

(Douma & Schreuder, 2002) The firm is constituted by one or more individuals who have the
common goal of generating dividends on the capital invested in it. The very goal itself motivates
its establishment. Quite simply, the firm is an instrument, a means for the owners. The goal is
financial dividends. The major difference between private companies and public agencies is the
motive behind the establishment of these organisations. The private organisation is in
operation because some individuals (or other organisations) have decided to invest their funds
into the firm. The enterprise is in operation as long as the owners wish it to continue and the
market allows it. In contrast, public organisations are in operation because political decisions
have been made to establish these agencies. They remain in operation until decisions are made
to cease their operations.

Maghroori and Rolland (1997) wrote: ‘They [managers] do not exist for their own sake. They
are to serve the organization’s goal and mission and they remain at all times subservient to it.’

A central issue is if or to what degree the organization achieves its goal. Consequently, goal
attainment becomes the core issue for the owners, the managers and the other employees, as
well as for researchers of organizations. Based on this premise of relevance, the question
addressed here is to what degree current leadership researchers are engaged in solving
problems related to leadership and organizational effectiveness. Put differently, in what ways
do present-day leadership researchers help business managers to enhance the profitability of
their companies?

REASON TO PIC THIS TOPIC

Here are 9 reasons that a leadership can help you improve your leadership skills, and thereby
help you change your organization from good to great:

1. Leadership help builds self confidence and wisdom

Leadership training programs can help teach you the essential skills and techniques you need in
order to look at challenges from a different perspective. Doing so can add clarity to a difficult
situation, and also promotes wisdom and facilitates self-confidence.

2. They empower you to succeed

If you think great leaders are born and not made, think again. Leadership use various
techniques and examples to emphasize the point that with a little hard work we all have it in us
to be great leaders.

3. They teach valuable skills

Leadership training can teach you the skills you need to lead effectively, including the often
tricky skills needed to persuade and influence people even those over whom you have little
direct authority.
4. They surround you with other leaders
Leadership training programs allow you to study how leadership ideas have emerged and
changed over time, helping you make sense of the often conflicting ideas about leadership that
cause so much confusion. You’ll also get the opportunity to network with other leaders, and to
draw on their experiences.

5. They help lead you to the next level

Most entrepreneurs have never taken classes that teach them how to run a company. Because
of this, you might not have a clear idea of where you want to go. Maybe there are expansion
opportunities that you haven’t considered, or maybe there are business relationships you
haven’t fostered. The next level is about progress, and one way to achieve that progress is to
add to your skill set.

6. They help you clarify your vision

Successful leaders have a clear, sound vision of where they want to go. Training gives you the
chance to step back from your daily responsibilities, to examine your organization, and to think
about how the future may unfold. You’ll learn how to communicate your vision in a way that
truly motivates the people around you.

7. They teach you how to build a team

You’ll gain insights on how to pick a good team, how to build a team capable of delivering your
vision, and how to give orders without coming off as either too weak or too overbearing.

8. They teach you how to avoid mistakes

Training will give you a glimpse at the worst mistakes you can make as a leader. It was also
teach you how to help map out a plan for avoiding the traps and pitfalls that can end your
leadership career.

Explanation
Transformational Leadership styles:
Transformational leadership style concentrates on the development of followers as well as their
needs. Managers with transformational leadership style concentrate on the growth and
development of value system of employees, their inspirational level and moralities with the
preamble of their abilities.

According to Bass and Avolio, transformational leaders encourage followers to view problems
from new perspectives, provide support and encouragement communicates a vision, stimulates
emotion and identification.

Bruce et al said that transformational leaders are able to define and articulate a vision for their
organizations and their leadership style can influence or “transform” individual-level variables
such as increasing motivation and organization-level variables, such as mediating conflict
among groups or teams.

Transactional Leadership styles:

Transactional leadership relies more about "trades" between the leader and follower by which
followers are compensated for meeting specific goals or performance criteria36. The
transactional leader will first validate the relationship between performance and reward and
then exchange it for an appropriate response that encourages subordinates to improve
performance.

Transactional leadership in organizations plays an exchange role between managers and

subordinates. Transactional leadership style is understood to be the exchange of rewards and
targets between employees and management20. Bass and Avolio2 explained Transactional
leaders motivate subordinates through the use of contingent rewards, corrective actions and
rule enforcement.

According to Burns transactional leader tends to focus on task completion and employee
compliance and these leaders rely quite heavily on organizational rewards and punishments to
influence employee performance.

Method together data

Data collect from different articles means secondary sources

CONCLUSIONS AND RECOMMENDATIONS

The reviews of outcomes studied (March & Sutton, 1997; Collins, 2001; Richard et al., 2009;
Hiller et al., 2011) show that management and leadership research only marginally address the
question of how leadership impacts organizational outcomes. The present study on the septic
relationship between leadership and effectiveness reveals that a total of 282 researchers who
published 105 articles did not address the impact of leadership on organizational effectiveness.

More than 45 years ago Fiedler (1967: 11) wrote that a ‘major theoretical question in the field
concerns the prediction of leadership effectiveness. Evidently, contemporary researchers do
not agree and have renounced the central goal of this field. Hiller et al. (2011: 1171) have
recently stated that future research would improve ‘if leadership was related to more
“ultimate” tangible outcomes of performance and effectiveness.’ Additionally, they noted that
ultimately, the effects of leaders and leadership are presumed to result in effectiveness and
performance outcomes. More than ten years ago, Collins (2001) noted that performance
improvement at the organizational level is typically inferred, implied and assumed as an
outcome of leadership. May be the time has come to leave inferences, implications and
assumptions behind, and focus on the relationship between leadership behavior and
organizational effectiveness where effectiveness is defined as (1) the degree of goal attainment
and (2) the goal is profitability and (3) the measurement of profitability is an objective one.

Advantages of this topic to reader