In an organisations, path-goal theory also refers to the manager’s ability for guiding their subordinates to choose the right path way to achieve the organisational goal. According to path-goal theory, leader provides needed direction and support for subordinates to achieve organizational goals (Silverthorne, 2001). Richard et al. (2012) said that path-Goal theory suggests that leaders may not only use similar behaviours with different subordinates but may use different behaviours with same subordinates in certain situation. It is importance because leader can use the leadership styles of path-goal theory to improve their subordinates’ work efficiency.
The need for power refers to the “desire” to lead, teach or inspire others using authority. These desires can drive employee behavior and can become basis on how and what certain forms of motivation can be used in the work place. (“Content Theories of Motivation,” n.d., pp.
Coaching: This is a one-on-one style in which leaders work with their team members to develop them, provide feedback, help them to connect their goals with that of the organisation. It works best in situations where people take initiatives and seek professional development. 3. Affiliative: This style emphasizes team work, creates harmony and connects people to each other. Daniel Goleman observes that this style is particularly useful when the leader wants to improve team harmony, increase moral and motivation, enhance communication and repair broken trust.
Procter and Fulop claim that human relationships are core to a team. The interaction of individuals play a significant role in the development of a team. As leaders enable others to act leaders have a stewardship responsibility. They are accountable for the people they lead 2 Corinthians 5verse 9- 11. According to O Harae, it is the responsibility of leaders to lead people according to his purpose.
A leader should use the model to assess follower effectiveness, and develop individuals into a more effective follower. How well the followers follow is just as important to organizational success as how well the leaders lead. Researchers widely recognize the followership is an emerging concept. The role of follower was not being considered a fundamentally appreciated position, or a role with a specialized set of skills, motivations, the power to enhance organizational potential until recently. Robert E. Kelley model of
The organisational culture is a set of certain assumptions, values, and norms being shared by the members within an organisation. Employees are informed about the importance of an organisation through the values helping in increase of organisational effectiveness. The culture is also known for performing different functions within an organisation. The organisational culture has influence on the organisational behaviour and other aspects of management that are important to understand for management (Bell & Smith, 2010). For this reason, the purpose of the paper is to provide the analysis of organisational culture, management practices, motivation and performance, group dynamics, and conflict management within Tesco.
A company that has a good leadership knows how to motivate, interact, improve employees’ morale during a recession and resolve conflicts among their employees. Mr. Krongard was appointed by the board as Under Armour’s lead independent director to further strengthen their corporate governance structure and provide independent oversight of the organization. As the lead director of Under Armour, he acts as a liaison who develop information sources between the non-management directors of the Board and the Chairman, CEO and President, Kevin Plank and other members of management team, chairs regular executive sessions of the Board without Mr. Plank present and performs other functions as requested by the non-management
This style has a greater focus on the relationship between the leader and follower, and is less task oriented. The manager focuses more on motivation and understanding why an employee is underperforming, and utilizes praise and understanding in attempt to push the employee to the desired outcome (Hersey &
Basing his evidence on a psychological study, Zaleznik determines that managers are in need of working with people, i.e., to exercise power, as the presence of others IS a requirement of managerial authority. Furthermore, to rationally handle situations manager tend to invest lower amounts of emotions in their relations. In contrast, leaders tend to display empathy in their relations and rich emotions to fuel their passions and desires. This distinction shows that managers are appointed and leaders are made. Zaleznik then goes on to further emphasize the distinction on their respective emotional involvement in problem solving, where managers strive to order and stasis with no room for emotion and a leader to heavily invest feelings to their problems causing at times
ANALYSIS OF LEADERSHIP STYLES AND MUSKS’ LEADERSHIP STYLE 2.1 Introduction to leadership An effective leader is someone who knows how to inspire and relate to subordinates, knows how to increase the employees’ motivation and make employees loyal to the organization. (Alkahtani, 2015) Leadership style is the approach an individual use to steer people in the direction that they are going in. Analysis has identified a range of leadership styles based on the number of followers. the most applicable leadership style depends on the operate of the leader, the followers and also the situation. 2.2 Different types of leadership styles Leadership plays a vital role in order for an organization to succeed, by effectively managing and controlling employees the type of leadership style.