The Role Of Leadership In Organizational Performance

6.0 LEADING FUNCTION: LEADERSHIP

6.1.1 THE IMPLEMENTATION OF TRANSFORMATIONAL LEADERSHIP TO ENHANCE ORGANISATIONAL PERFORMANCE

Leadership, delineated as the process of creating achievable, though prohibitive outcomes in an organisation is the art of influencing processes, engaging and mobilizing resources - in order to achieve an organisations strategic goals. It further attains the attributes of being an initialiser for gender equality in an organisation, as an effective leadership style consummates the qualities of institutionalizing positive change that can in result eradicate gender inequality (Kauser, 2011, p.10). According to Kauser (2011, p.9) advancement in leadership has equipped leaders to acquire the knowledge of

It is a decision-making process about the goals an organisation - such as Standard Bank - wants to focus on during a period of time. These decisions can constitute of financial, customer satisfaction, production or employee performance-related goals. The second step is measuring the actual performance. It is the process of creating measuring tools to collect data. The tools can be a balance sheet, a sales report, a feedback survey or an employee performance appraisal. The third step is comparing performance with the standard. This is the process where the organisation compares the present performance to the performance standards that were based on data collected in the second step. (Robbins et al., 2016, p.559). The comparison tells the manager about the variances and differences between what was expected and what actually occurred. The last step of the control process is taking corrective action. This is the process where managers analyse the comparisons and variances and determine what needs to be investigated, it determines what changes need to be made, what changes need to be made and devising a plan for making

This is done by creating a more inclusive workplace through redesign of non-exclusive regulations and managerial expectation (Engell et al., 2012, p.130). This practise is theorised to improve organisational and individual productivity and performances as well as enhancing the existence of women in the organisation. The organisation can implement the three types of controls to ensure the preceding operational work towards achieving the organisational goal – integrating gender equality in Standard Bank. They can use feedforward control to find out why most of the senior positions are filled by men and why most of the lower positions are filled by women. Once they find out, they can employ the concurrent control by implementing change as the activity commences. This can be attained when for example Standard Banks managerial team proactively intervenes in a scene that demeanours women – such as the boss reprimanding a female unnecessarily whereas the male was in the wrong. Lastly, the operational goal can be achieved by integrating the third and last type of control – feedback control. This can be done by receiving information on how to improve on what was previously not. The information obtained can in result enhance productivity and