Week - 05

COLLAPSE

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Johnson et al. (2011) points out that organizational leadership becomes effective when employees have confidence and trust in such leadership. Successful business leadership is linked to visionary and goal setting. A leader who is visionary is likely to drive the organization performance and further influence the outcomes of each organization to high a level. It si the objective of such leadership to have compelling communication. Communication which can take the form of downward or upward. There is need to have interpersonal communication that is not only responsible but one which compels employees to act professionally and deliver their goals. Further effective leadership should embrace communication in order to build effective working relationship that is capable of delivering results.

It is the role and objective of the organizational leadership to motivate employees to deliver on their goals. A corporate view of the organizational leadership drives change, inspires positive energy, is capable of sustaining high level performance, and therefore a leadership that is effective is one which is capable of driving individual trust on the organizational direction and hence grow support. In order to survive the turbulence of organizational shortfall and upward shifts such leadership needs to transformational and effective. There is need to have support and hence creation of new ways of doing things. Other traits of a good leadership include being able to drive performance, ability to lead, ability to make decisions and being an entrepreneur.

Transformative leadership is the approach that seeks to enhance performance by creating new methodologies or approaches to working. It is one of the best approaches that organizations have consistently continued to employ in their performances. The application of transformative leadership is ideal in situations rare or for which application of existing approaches do not seem to work. As such organizations will seek to enhance such performance by allowing its leadership to explore completely new approach to handling such problems

Charismatic leadership addresses issues through informative approach. It utilizes communication to cement relationship between employees, force them to deliver on their targets. This kind of leadership is critical in motivating employees, building trust and using communication as an approach towards employees to improve performance. The effect of this form of leadership is to create a cohesive delivery of output or expectations but through convincing and communication. This is unlike the transformative leadership that uses new approaches, methodologies to drive delivery and performance.

According to Srivastava and Jomon (2013) the traditional focus is dominated by centralization and inward-looking focus for an organization. There is no much of customer approach in this form of focus. Generally, management control is ambiguous. there are multiple levels of bureaucracy in this focus and the focus will only suit organizations that fails to own the entire organizational process and only determined to impress oneself. This approach further transforms managers to only think tanks and coverts employees to becoming does.

High performance focus or paradigm like is commonly referred allows organization to achieve outstanding results with each member of the company effectively contributing towards this achievement. Business committed to delivery outcomes or results would generally use this form of approach including the use of decision support systems in coming up with organizational solutions. High performance focus examines progress by employing a customer approach above the internal mechanism of delivery.

References

Johnson, P., Shull, A., & Wallace, J. (2011). Regulatory focus as a mediator in goal orientation and performance relationships. Journal of Organizational Behavior, 32(5), 751-766. Retrieved September 23, 2020, from http://www.jstor.org/stable/41415697

Srivastava, S., & Jomon, M. (2013). Mentoring & Performance: Implications for Business Organizations. Indian Journal of Industrial Relations, 48(4), 711-725. Retrieved September 24, 2020, from http://www.jstor.org/stable/23509826

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