Week-03

The balance necessary in power

Leadership power turns out to be the influence that leaders have over the existing followers. With the utility of this power, they can persuade others so as to support global objectives carefully laid out by the executives in the company. According to Alefari, Almanei & Salonitis (2020), leaders often have power because of the position they hold in the workplace and they utilize it in order to drive the workforce towards intended goals so that there can be high grounds of success and growth in the distant future. Power in leadership is often utilized in order to evoke inspiration and good leaders possess powers that can encourage self-improvement or even promote the levels of team building so that positive work culture emerges at the forefront. Often power is misused in companies to a certain limit and authority is exercised in order to demotivate staff members for personal reasons to a great limit. In these instances, authority is not directed towards ensuring overall growth and excellence but the staff members get demotivated as a final outcome and the retention rates of the company suffer altogether as well. This impacts productivity to a great limit which is why the executive members must keep a check upon the existing leaders that they do not end up misusing their powers.

Organizational culture turns out to be the amalgamation of underlying values, beliefs, assumptions and even the ways of interaction that directly contribute towards the psychological and the social environment of a given company. In the words of Kirk (2012), organizational culture impacts work productivity to a great extent because defects in these domains will end up demotivating the employees to a great extent. Employers can often witness problems in the morale levels of the staff members whenever there are issues in the organizational culture. The retention rates of an organization suffer extensively if the organizational culture does not turn out to be coherent enough. The organizational culture can also impact the success of innovation implementation because the healthy levels of competition in the company will end up determining the extent to which the staff members remain efficient and productive. Innovation requires less focus upon quantitative achievements and high stress should be given upon qualitative pursuits so that the holistic growth of the company can be ensured as a direct result. Innovation implementation requires careful planning, processing, and even application so that the right levels of control can emerge at the forefront as the final outcome.

The impact of culture in companies

Culture impacts leadership to a great limit because the leaders present in the organization will be following the tone at the top set by the executive board members and investors. The organizational culture turns out to be a ripple effect of most of the decisions taken by these more board members and the goals set out end up structuring the behavior of the leaders altogether. In an organization that keeps on pushing for financial prowess and finesse the leaders will promote a mechanical work culture. Here leaders will only focus upon the outcomes thereby giving rise to unhealthy levels of competition even among the teams present in the company. Culture can be seen as a constraint in leadership in certain situations where the executive board members aim at objectives that the leaders do not remain comfortable with. In these instances, the role of leadership usually gets transferred to different managers and staff members in the company who can deliver the goals expected by the stakeholders in certain scenarios (Kuknor & Bhattacharya, 2020). Often executive members focus highly upon creativity where a participative management style turns out to be the best result. However, during emergencies executive members understand how directive leadership is more than just important. A manager following the participative style often faces issues in these scenarios where an authoritative figure must emerge at the forefront.

References

Alefari, M., Almanei, M., & Salonitis, K. (2020). Lean manufacturing, leadership and employees: the case of UAE SME manufacturing companies. Production & Manufacturing Research, 8(1), 222-243.

Kirk, A. (2012). Data Visualization: a successful design process. Packt Publishing Ltd.

Kuknor, S., & Bhattacharya, S. (2020). Exploring organizational inclusion and inclusive leadership in Indian companies. European Business Review.