Hence, the leadership style could benefit from overlooking important long-term objectives of the organization instead of relying too much on short-term strategy. Question 3 a) Explain the key approaches to operations management and the role that leaders and managers play. Figurehead The important roles of a leader are to be a figurehead in the group. This is one of the interpersonal roles. For example, a good leader will present his or her confidence so that the group members can feels a sense of security and reassurance, thus done the job well.
It is very necessary as the employee’s reaction towards the performance appraisal will govern predominant performance of an organization. (Hartog et al., 2004). Employees can bring improvements in them when they are provided with a relentless and effective feedback. Performance management system also instills creativity among employees. When employees have the goals and a time limit to reach their goals, they think creatively to reach their goals in a shorter time span without compromising on quality.
Nevertheless, Participative/ democratic leadership is, in my opinion, a great form of leadership. It not only includes workers with their opinions and gives importance to workers and the feeling of being of value to the company. It still provides structure and clarity based on the clear separation in final decisions by management. I believe that management and employees need to work as a team to be successful. As such manager should include employees in updates, information flow, even creation of workflow and goal setting.
A leader sees a follower’s capacity and strength to help accomplish the goal. Managers are more focus on measuring the achievement of the team. A manager makes sure the setting is appropriate to the meet the goal. A manager makes sure they have control of the situation. Leaders are innovators, always on the look to make a better way to reach their goals.
The stronger the organizational culture, the more likely it would be for employees to be motivated to perform well on their jobs. The Organizational Culture Assessment Instrument (OCAI) is a valid instrument in assessing an organization’s culture. The model was developed from the competing values framework. There are four types of cultures under the OCAI model. They are the clan, adhocracy, market and hierarchy cultures.
They are considered to be the hard-cores in terms of leadership. Another assumption regarding and identified this domain is that expected transformational leadership attitudes and subordinates’ performance and organizational citizenship behaviours is mediated by good leader and member interaction. The communication between subordinate and leader is responsible for better organizational citizenship behaviours and leadership. Subordinates are appreciated by the leader to contribute to the organization’s welfare by sharing their ideas. One of other assumptions is that the leaders have significant control on shaping the role and personalities of the subordinates and followers
Hence, during turbulent time, effective leadership is important to evaluate the successful of leader controls regarding tasks and performance related to subgroup of employee in organization. Theory of contingency leadership determines successful leadership depends on leader matching style to the particular situation. Contingency theories show that leadership effectiveness is related to the interplay of a leader 's traits and situational factors. Situational factors refer to the extent which leaders can determine what their groups are going to do and what the outcomes of their actions are going to
This in turn would lead the personal and organizational rewards. Good leaders are often identified by their leadership traits. Some leadership traits that may be seen are emotional stability, dominance, enthusiasm and conscientiousness. Transformational leadership speaks to the focus of creating a better tomorrow for the organization and its members. A transformational leader promotes a vision and inspires employees to aim for this vision and develop creative ideas.
Different scholars identified various kinds of leadership styles that affect the job performance, satisfaction and learning and development of subordinates. Warrick, D.D (1981) cited that there are no doubt variables other than a leader’s style that affect employee performance and development but leadership style plays a significant role and not to be underestimated. An awareness of leadership styles and their consequences are very important because it may either facilitate or inhabit skill development. The major theories on leadership are the traits, leadership styles and contingency theories. Out of those, leadership styles and contingency theories dominate the current literature on leadership.
Meredith & Mantel (2012) define certain attributes of effective project managers as well as three specific leadership styles: Intellectual, Managerial, and Emotional. Individuals will not just only possess attributes for one leadership style, but normally a combination of two or more. This is exceedingly important to identify because in today’s corporate world project manager must be flexible in every aspect of their job. A project success is highly depends on several factors. According to Bryde (2003) Project Management Performance Assessment model consists of leadership,