It is more about risk and challenging the organization. It is all about change and innovation. Managers may not know everything about their organization and market hence the emerging of employees’ ideas to achieve organizational goals. It’s important that ideas come from periphery and bottom of the organization to promote diversity. A major downfall of the idea lens is adaptive tension.
What are the outcomes of each?The difference in transactional leadership and transformation leadership is that transactional is traditional in nature while transformational is ethical in nature. Transactional leaderships have their own goals and vision while their subordinates follow them. Transformational leadership creates shared vision with their subordinates. Transformational leaders are most likely to approach others to discuss and solve problems and transactional leadership will wait until they are approached first. Transactional leaders encourage their team to achieve targets according to prewritten plans while transformational leaders Inspires people to do the unexpected and go beyond themselves to solves problems, regardless of plans (Babou, 2008).
They control their staff and force them to do their will and they do not allow their team to make contributions. This style can hinder staff ideas that may be beneficial for the setting but in the hand, it can be helpful in other situation such as where finance is involve. Democratic leaders enable their team to make contribution but they make the final decision. This leadership style inspires teamwork and motivate them to do their best. This enables staff to nurture and develop skills - why is this important in the workplace?
The leadership styles explain the different types of leadership that are found in organizations. The leadership styles are different and they have different effects and outcome. Leadership in any organization is important as it helps leaders guide the employees in achieving the goals set. Organizations that do not have good leadership strategies are not productive as they affect employee productivity. Also, the organizations have a wide range of problems like communication and interpersonal relationships (Purpura,
Often, the difference between leadership and management has been a topic of debate especially in the business community. Presently, managers are predominantly the ‘administrators’ while the leaders motivate organizations and employees to change. However, the terms management and leadership are usually considered synonymous which neglects the significant overlap between the two terms. This paper hopes to share the differences between leadership and management including the characteristics of successful leaders in comparing with ordinary managers. Leadership versus Management Leadership is the process of a person exerting influence over a group of members to accomplish a common goal (Northouse, 2010).
Leadership is the ability to guide or influence others with an objective of achieving a desired outcome. It involves influencing beliefs, opinions, values, perceptions, or behaviors of an individual or a group, and it is an amalgamation of inherent personality traits, learned skills, and it is a response to situational stimuli. I believe that, at any particular moment, where two or more individuals are interacting, one of them will emerge as the leader the other(s). To me, this means leadership role is fluid, and it changes as situational stimuli changes. For instance, during interpersonal interaction involving two individual, the leadership role has potential to shift from one individual to the other, as the situational stimuli changes.
Success is defined in terms of sensitivity to customers and concern for people. The organization places a premium on teamwork, participation, and consensus. Leader Type: facilitator, mentor, team builder. Value Drivers: commitment, communication, development. Theory for Effectiveness: human development and participation produce effectiveness.
At that place is actually no definitive solution. Nevertheless, when the combine paternalistic leadership over inflated ego, and their strong aversion to keep in touch with employees in an organization, it is often the case that a dictatorial leader do and make determinations that are not complete. A conviction that leaders "know" can contribute to the resulting debris. The leaders must realize that function of leadership are in front, instead of leading by agreement, or leadership by vote. It is very important to be conscious of the fact that many people will be in employees role, may wish to be guided by someone who they think takes care of
The group is more concerned with preserving harmony than with objectively assessing their circumstances, substitutions and preferences. The group, as a whole, tends to take unreasonable actions or overestimate their positions. Groupthink subdues individual thought, and innovation is often a casualty. As a result, organizations often fail to see or respond to developing market trends or adopt emerging technologies. A larger danger of groupthink occurs with companies that are dealing with stressful internal or external conditions or have faced failure in the past, especially as the result of deviating from standard procedure.
Team managers must hold a team together when different levels of trust, experiences, expectations, personalities and cultures clash (Joinson, 2002). Management styles that worked successfully with traditional teams is often not effective in leading virtual teams (Ferreira, et al., 2012). Hence, managers being used to keeping tabs on employee’s progress can feel uncomfortable in the beginning and need to change their management style. According to Anderson, a balance between a transactional and transformational approach has to be found (Anderson, 2012). This means that on the one hand administrative matter are addressed and tasks are optimized to maximize efficiency, on the other hand the ideas of team members and suggestions need to be