Organizational Management And Leadership: A Christian Perspective

The Transformational Leadership theory states that this process is by which a person interacts with others and can create a solid relationship that results in a high percentage of trust, that will later result in an increase of motivation, both intrinsic and extrinsic, in both leaders and follower. Rules and regulations are flexible, guided by group norms. These attributes provide a sense of belonging for the followers as they can easily identify with the leader and its purpose. There are certain skills a leader must acquire to lead and delegate properly. Respect is one thing that must be displayed, just because one is a leader it does not mean they have all the power and authority over any individual. So, in my practice as a nurse I must respect

First of all , leadership is influence active process to achieve the objectives set its target of an organized group effort .

The trait theory of leadership was first discovered in mid 1800s. It is closely tied to the great man theory whereby leaders are thought to be born and only those who were born with correct traits and quality are suited to leadership (Lee, 2014). It is a line of research which examine which characteristics we should pursue to lead effectively. The most common traits to leaders are intelligence, determination, integrity, self-confidence and sociability. However, different study shows that there are other traits such as knowledge, responsibility, emotional control, courage and trustworthiness to be linked to effective leaders. Not only that, it is seen as a benchmark for what to be expected in a leader.

In addition, this can proved by a study of leadership in Oxford House, finding that transformational and transactional styles of leadership were both positively correlated to each other, demonstrating that both are effective when used together (Komer, Jason, Harvey, & Olson, 2015). Traits, attributes, and behaviors of transactional leadership are based on the leader’s ability to motivate followers, while providing an appealing vision, stimulating challenges, and being an inspiring role model (Dóci, Stouten, & Hofmans, 2015). These also include behaviors such as being proactive, innovating, risk-taking, challenging others, and shaping meaning and creating purpose (Dóci et al., 2015). It was also found that transformational leaders transfer their enthusiasm and high power to their followers through active modelling, increasing the power as a component of work engagement in others (Hayati, Charkhabi, & Naami,

The term "transactional" refers to the fact that this type of leader essentially motivates subordinates by exchanging rewards for performance. A transactional leader generally does not look ahead in strategically guiding an organization to a position of market leadership; instead, these managers are solely concerned with making sure everything flows smoothly today.

The success of any organization in the current competitive world is directly linked to how well and consistently the organization performs, and the style of leadership plays a significant role in this performance (Ojokuku, Odetayo & Sajuyigbe, 2012). With this perspective, leadership can be defined as the capability of an individual to persuade and inspire others so that they contribute towards effectiveness and success of the organization (Yukl & Becker, 2006). Various leadership styles and their influence on organizational success have been advanced and studied (Nanjundeswaraswamy & Swamy, 2014). One such style is the transformational leadership style, which according to Givens (2008), acts as a driving force for organizational performance and innovation. 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).

According to Grant (2012) transformational leadership is a philosophy that conveys a vision and creates action for change that focuses followers’ awareness on their contributions and mission accomplishment. Transformational leaders are known to be passionate and are able to articulate their vison to motivate followers. Roueche, Baker III, and Rose, (2014) suggest that a transformational leader is able to engage the follower in a manner that allows communication of needs to be reciprocal in nature. The process involved in the philosophy of transformational leadership, allows for the superior to coach or mentor followers. The goal would be to personalize and stimulate the follower in a manner that

According to Bensimon (1989) transactional leadership is considered as a two-way process of exchange. Leaders gather control because of their job position and their personality, but their power is controlled by the expectations of their followers. On the other hand, Bensimon (1989) consider transformational leadership as a one-way view process of exchange between the leaders and the followers.

Certain types of work may require different types of leadership style. If the leadership style used helps to achieve strategic goals, group members will be more likely to follow this leadership style as positive. moreover, if a manager gets positive results from his leadership style he will be preferring to use that style in the future. Regardless of Leadership style certain types of leadership behavior can have a positive effect on an individual or group. Firstly, a leader must be dependable. If he possesses this behavior a team member will be more confident and trust him to do what they decide.

The organizational factors include: flexibility, responsibility, standards, rewards, clarity, and commitment. The research shows that the coercive and pacesetting styles have a negative correlations on organizational climate while the other four styles have a positive impact. Thus, except for unusual circumstances where coercive and pacesetting styles might be appropriate, leaders should normally use a combination of the authoritative, affiliative, democratic and coaching styles to achieve success. The best leaders will sense from their emotional intelligence when to use each of these styles. If you are an aspiring leader or a leader who wants to get to the next level of leadership excellence, Goleman’s article is a great primer on how to effectively use different leadership

Mosadeghard (2003) had pointed out different styles of leadership. These styles are: autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, situational, transactional, and transformational leadership. Aioanei (2006) explained that in autocratic leadership style, organization is highly centralized. Leaders are more concerned with the tasks to be performed rather than developing relations. In this type of leadership employees are less involved and most of the decisions are made by the management. Vugt et al. (2004) stated that in autocratic leadership style, employees are not involved in decision making, it is only leaders who decide what to do and how to do. While in democratic leadership, leaders allow employees to involve in decision-making process. Their involvement can be participative or consultative. In lassies-faire style of leadership, Leaders don’t exercise their control over employees and employees have freedom that they can do what they want without any hurdle. Outstanding leadership is defined as a leadership that demands having a right man in the right place (Mumford, 2008). He pointed out that there are three types of outstanding leadership: charismatic leadership, ideological leadership and pragmatic leadership. Charismatic leaders put emphasis on goal attainment and perceive

Collins, J. (2001). Good to great: Why some companies make the leap . . . and others

Transactional leaders have formal authority and positions of responsibility in the organization. They maintain routine by managing individual performance, facilitating group performance, set criteria for workers according to previously defined requirements (Spahr). They work best with employees who know who to do their jobs and are motivated by the reward-penalty system (Spahr). Transactional leaders also provide rewards based upon effort and recognize good performance

The visionary/charismatic school of leadership focuses on two types of leadership: (1) Transformational leadership style (people-orientated), emphasizes follower rewards contingent on meeting specified performance targets. (2) Transactional leadership style (task-orientated) which emphasizes presence of charisma, development of vision, respect and trust (Müller et al,

Situational model of leadership is mostly employed by military forces worldwide particularly the United States Air Force for the purposes of training and developing its leading officers. However, the military forces are keen to know that the skills acquired and used in one situation mostly does not apply to other situations. Therefore, the context of situational leadership model is a significant tool for providing training to leaders. Additionally, this model of leadership is presently in educational leadership. This was based on a study conducted by a district school in Ohio where the situational model of leadership was found to be the most effective form of leadership for superintendents. Taking into consideration the readiness level, superintendents led both the school administrators and principals in achieving the common goal (Thompson, and