Styles Of Leadership And Your Organization 5 to 8 pages 10 sources title page, abstract, and reference page 2 Leadership Styles on Learning Org

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Styles Of Leadership And Your Organization 5 to 8 pages

10 sources

title page, abstract, and reference page 2

Leadership Styles on Learning Organization

DeShawn Tillman
American Public University
MGMT601: Organizational Behavior
Dr. Vivoda
November 28, 2021

Leadership styles on learning organization

Introduction

Leadership possesses a direct cause and impact relationship, and success of organizations. Leaders determine culture, values, change employee motivation and tolerance. Furthermore, leaders shape institutional strategies including their effectiveness and execution (Maria, Zacharias & Schnellbaecher, 2017). Leaders can appear at any organizational level and are not exclusive to management. However, successful leaders possess one thing in common; that they influence the surrounding individuals to reap maximum benefit from the institutional resources, including its most expensive and fundamental: its people (Kailasapathy & Jayakody, 2018). Learning to need leadership just like non-profit organizations, government, and businesses. Whether a team, individual or organizational learning, that learning leaders directly affect everything from facilitating learning to leveraging learning results, from faster and better learning, which is vital in fast-changing organizations and business environments. With leadership playing such a key role in the success of learning, the research paper considers the different leadership styles and their potential impact on learning as organizations.

Literature review

Current theories of leadership describe leaders based on traits or the manner power and influence are applied to attain objectives. When trait-based descriptions are used, leaders may be classified as democratic, autocratic, charismatic, or bureaucratic. If using the perspective of the power exchange and its utilization in securing outcomes to view leadership, leaders are transactional, situational, servant, or transformational (Balta & Petecel, 2016).
Transformational leaders work to change those they lead. In so doing, the leaders can represent self-replicating, sustainable leadership. Transformational leadership style is not content to simply apply bargaining (transactional) or force of personality (charismatic) to persuade followers. Transformational leaders utilize vision, expertise, and knowledge to alter those around them in a manner that renders them followers with firmly installed buy-in that remains even when the leader that created is no longer present (Xie, 2020). Transformational leaders represent the most important leadership form since followers are offered the chance to change, transform, and develop themselves as participants, thus achieving the best leadership outcome organizationally as transformational leaders develop people. Particularly, transformational leadership is suited for change-laden, fast-paced environments that need customer commitment and creative problem-solving.
Transactional leaders are all times willing to offer something in return for following them, including a promotion, a raise, desired responsibility change, or new responsibilities, therefore bringing the problem of expectations (Yahaya & Ebrahim, 2016). However, they can be effective in many instances while creating motivated players. They make deals that motivate and this can provide benefits to an organization. Servant leaders put first the followers and assist them to attain their full potential. They support the personal development and growth of followers, hence the leadership focuses on individuals instead of organizations. Charismatic leaders have a vision, including a personality that motivates followers to attain that vision. However, once the leaders leave, an institution can look rudderless and without direction.

Findings

From the discussions above, it is clear that transformational leadership is necessary to the formation of a learning culture, aligning with the previous research findings. The other leadership styles possess little or no significant effect on learning organization compared to transformational leadership. Although some styles like charismatic leadership style in a way supports learning organization, it has a disadvantage that once the leader is gone, the organization can look rudderless and with no direction. Also, transactional leadership aids team effectiveness but raises a challenge of expectations, without which some followers may quit.

Recommendations

Learning requires more than leadership and leaders; they need the appropriate kinds of each. To remain as viable organizations, and to increase value to the subjects they serve, a learning leadership must develop employees, manage change, and provoke client commitment. There is a clear distinction between leadership styles and there may come times when a certain style is more effective; therefore, a need for flexibility and awareness of who might lead best a program based on their styles (Choi & Kang, 2017). Certain styles of leadership undermine innovation, morale, employee commitment, and morale. Taking the time to consider the leader’s types you have in your learning could be a valued exercise in terms of understanding leaders and how they impact your organization.

Conclusion

Transformational leadership possesses a vital and positive relationship with learning organizations, whereas other types of leadership are not significantly correlated with a learning organization. Therefore, human resource departments need to systematically develop and use transformational leadership coaching programs and provide chances for transformational leaders in the organization. However, to remain as viable organizations, and to increase value to the subjects they serve, a learning leadership must develop employees, manage change, and provoke client commitment (Franco & Seth, 2018). Furthermore, the mode of communication determines the outcomes of leadership. Communication styles are differentially and strongly related to perceived leader performance, subordinate team performance, knowledge sharing behaviors, and satisfaction with the leader (De Vries & Oostenveld, 2010). Moreover, there is a need for flexibility and awareness of who might lead best a program based on their leadership styles. All in all, taking the time to consider the leader’s types you have in your learning could be a valued exercise in terms of understanding leaders and how they impact your organization.

REFERENCES

Xie, L. (2020), “The impact of servant leadership and transformational leadership on learning
organization: a comparative analysis”, Leadership & Organization Development Journal, Vol. 41 No. 2, pp. 220-236
Choi, Kim, K., & Kang, S.-W. (2017). Effects of transformational and shared leadership styles on employees’ perception of team effectiveness. Social Behavior and Personality, 45(3), 377–386. https://doi.org/10.2224/sbp.5805

de Vries, Bakker-Pieper, A., & Oostenveld, W. (2010). Leadership = Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes. Journal of Business and Psychology, 25(3), 367–380. https://doi.org/10.1007/s10869-009-9140-2

Balta, A., & Petecel, A. (2016). SUBORDINATES LEADERSHIP. STYLES OF LEADERSHIP. Journal of Criminal Investigations, 10(1), 107-109. Retrieved from https://www.proquest.com/scholarly-journals/subordinates-leadership-styles/docview/1861814420/se-2?accountid=8289

Yahaya, & Ebrahim, F. (2016). Leadership styles and organizational commitment: a literature review. The Journal of Management Development, 35(2), 190–216. https://doi.org/10.1108/JMD-01-2015-0004
Franco Gandolfi, & Seth Stone. (2018). Leadership, Leadership Styles, and Servant Leadership. Journal of Management Research, 18(4), 261–269.

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