The idea is that a leader needs to develop as many high-quality relationships as possible to achieve the set goals. Good relationships will increases peoples sense of job satisfaction and develop ownership of goals and problems. Through good rapports productivity can be increased, organizational goals can be achieved, this is possible because of good teamwork and investment of the employee in the company. Within the LMX theory there are two groups, the in- and the out-group. In-group member are part of the inner circle from the leader, there have more responsibilities and the leader is trusting this group more to achieve goals as there are set by the leader.
Besides, he adds, transformational leadership enhances employee job satisfaction as the transformational leader interacts with subordinates to motivate them to achieve maximum output in their work responsibilities (Jalal, Khawaja, Kamariah, Fosa, Muhd & Ahmad, 2012). It suffices to say therefore that in the current hypercompetitive and globalized world, to sustainably achieve organizational effectiveness and relevance, leaders must adopt effective leadership styles that are responsive to the dynamic operating environment. A leadership style is the behavior a leader exhibits while guiding organizational members in appropriate directions (Certo & Certo, 2006). Leaders improve their style over a period of time due to
ORGANISATIONAL BEHAVIOUR ASSIGNMENT How Leadership Behaviour May Influence Motivation of Individuals in an Organisation Introduction Organisations today face strong competition which creates many challenges. For this reason, every organisation must make use of the full potential of its employees, and leadership plays a crucial role in the process. It is considered that leadership is the key aspect in directing all organisational components towards efficient accomplishment of organisational goals (Burns, 1978). Leadership behaviour has at least two major influences that affect how individuals carry out duties in their organisations. These influences include: 1) the type of leadership that exists, and 2) personal motivation.
Brand leaders are involved in the management of their brand which involves planning, implementing and monitoring brand strategies that enhances the successful marketing of products or services (Priyadharsini, 2013). Management skills are a secondary function of brand leadership. A brand needs good leadership if it is to succeed, which is why the role of the brand leader is important. The brand leader spends time ensuring that strong relationships are built within the organization and that employees understand the brand purpose. Brand leaders are transformational in the sense that they motivate employees and define and communicate the future of the brand effectively.
They enhance the team spirit, leaders using the inspiration, idealized influence to their follower, envision a range of possible future, make a clear direction to goal and commitment to the mission to their followers. They are a good leader that admired, respected, trusted and willingness to go above and beyond by followers. This kind of leaders can encourage their subordinates by intellectually supposition, they know how to frame and reframe those problems that occur from the task, peers with team on innovation and
Boxall (2014) also states that the human capabilities of employees are highly important part for expanding a company and inevitably making companies idiosyncratic which is an essential function to any organisation. With the huge transformations in the social, economic and political areas globally, it’s integral for organisations to become more responsive to rapid development of both global strategies and also at local operational levels. Companies who do not adapt with this rapid development will be left behind by their competitors. The human resources main focuses on a business level are performance management systems, resource planning, employee relations and recruitment and selection. The performance evaluation of the HR system plays a significant role in the success of an organisation.
Transactional leadership. Transactional leadership is described as managerial leadership because it emphasizes the supervisory role, as well as the organization and group’s performance (Odumeru & Ifeanyi, 2013). Transactional leadership is also described as an exchange of the leader’s interest and followers’ expectations involving commitment, respect, and trust (Paracha, Qamar, Mirza, Hassan, & Waqas, 2012). Transactional leadership has been defined as a leader creating clear structures and rewards employees will receive for following orders (Ruggieri & Scaffidi Abbate, 2013). Transactional leadership, however, was described as persuading and influencing followers by setting targets and promising rewards for preferred performance (Stoffers & Mordant-Dols, 2015).
It was introduced by James MacGregor Burns. A leader is said to be transformational when he or she moves his or her subordinates to receive hierarchical vision as their own, while endeavouring to elevate their qualities, concerns and development (Ejere, E. I., & Abasilim, U. D, 2013.p.31). It is a style of leadership which bring positive change in their follower. It encourage and motivate employees to enhance their skill and knowledge.
In this essay is much said by using simple definitions of the qualities that are required to be effective and successful. The qualities of an effective team leader inspire the trust and respect of the team and stimulate production within the workplace. Do not underestimate the power of enthusiasm. Henry Moore says there is nothing stronger than enthusiasm. As a leader, your followers will turn to you for inspiration and meaning.
It appears, based on these various outcomes, that transformational leader establishing their trust in their followers’ competences, therefore creating prospects for them to significantly impact their work, that could lead to higher levels of enactment. There are numerous practical implications that can be consequential from the findings of the scholars. First, by creating a greater sense of enablement, team leaders could have a more constructive effect on levels of team behavior. Secondly, team leaders should clearly and coherently create a vision that inspires employees to take greater accountability for their work. Third, goal interpretation, and a clear description of tasks, roles, and recompenses, perhaps at the more instant supervisory level, may also enable higher team behavior.