Leadership Behavior Paper 2
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Running head: SYNTHESIS PAPER- LEADERSHIP BEHAVIOR 1
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SYNTHESIS PAPER
Synt hesis Paper- Leadership Behavior
Kat hleen O’Briant
Grand Canyon Universit y: LDR-802
January 23, 2019
Synt hesis Paper- Leadership Behavior
Int roduct ion
Aft er reviewing several peer-reviewed art icles and researching leadership behaviors, it
is evident a leader must possess great skills t o manage an organizat ion’s object ives.
The t ype of leadership behavior has a significant impact on t he performance of
followers. The most common leadership behavior includes visionary leadership,
servant leadership, and t ransformat ional leadership. The t hree have leadership and
performance, leadership environment and leadership relat ionship dist inct differences
and similarit ies and are uniquely profit able for follower performance and organizat ional
growt h. The t ype of leadership st yle used by a leader is a significant influence on t he
behavior of followers. Each leadership behavior is defined on t he basis of t he
performance out come. A leader must port ray specific qualit ies and skills essent ial for
manipulat ion of t he follower’s effort s t owards a common object ive.
Common Themes
The following present s a discussion of t hemes emerging from a review of lit erat ure
examining fact ors wit hin current research t hat influences leadership behavior
development . An overview and analysis of t hemes common across each of t he
st udies suggest s const ruct ive leadership behavior influences leadership and
performance, leadership environment , and leadership relat ionship.
Leadership and Performance
A servant leader is a leader wit h a set of unique qualit ies aimed at enriching t he lives
t he followers while est ablishing a const ruct ive effort t owards achieving an
organizat ion’s goal. Leadership and performance is import ant in leadership behavior
because it creat es t he leadership cult ure essent ial t o influence members t owards a
const ruct ive development and organizat ional development . The t wo play a
moderat ing role t o enhance t eam work and creat e a corporat e working societ y
regardless of age, gender and cult ure wit hin t he organizat ion.
According t o Rowold (2011) organizat ional diversit y is a significant ly int riguing aspect
for leadership and performance. The dynamic performance and leadership st rat egies
provide an act ive plat form t hrough which me organizat ional change. The t ype of
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leadership will det ermine t he performance dynamics. Also performance and leadership
play a primary role in est ablishing t he fulfilling t he organizat ional object ive whereby a
performance-focused leadership st rat egy is employed t o det ermine product -
performance plat form. Therefore, leadership and performance set s t he bases for
leadership behavioral change which ult imat ely det ermines performance mat rix.
According t o Rowold (2011) it is evident t hat leadership and performance have
significant influence on t he leadership out comes. He furt her defines leadership
out come as t he influence or abilit y t o cause followers t o achieve t he compelling
vision. The cent ral focus of t he organizat ional leadership is t he achievement of t he
set goals or object ives. The t ype of leadership det ermines t he performance and t he
ult imat e out comes. For inst ance, servant leadership provides an envisioned
background t hrough t he leader seeks t o fulfill t he organizat ional object ives at t he
same t ime influences performance behaviors of t he organizat ional members.
Leadership and performance influences leadership out comes in t he following ways:
effect ive planning and organizat ion t o meet organizat ion’s object ives, sat isfact ory
out comes and ext ra effort s for ext ra performance according t o Rowold (2011). First ,
leadership and performance ent ails a comprehensive st rat egy for planning and
organizat ion. The rat e of planning and organizat ions implement ed by t he leader will
definit ely have a significant effect on t he out comes. This goes along wit h leadership
performance measures where t he performance of a leader is det ermined on t he basis
on st rat egies and plans set t o achieve t he organizat ional object ives.
Secondly, performance and leadership plays a significant role in cust omer,
st akeholders and t eam sat isfact ion. In ot her words, t he level of leadership
performance will be det ermined by t he level cust omer sat isfact ion. During monit oring
and evaluat ion, t he performance out comes will be measures t o t he level of
performance expect at ion wit h regard t o t he organizat ional object ives (Rowold, 2011)
Last ly, leadership st yles influences t he out come. The st yle used by a leader is a key
det erminant t o his leadership behaviors. Mot ivat ional leadership for inst ance, t he
leader ut ilizes personalit y effort s t o influence members t owards achieving t he
organizat ion object ives. The leader leads by examples set t ing t he pace for t he
expect ed out comes. Performance st rat egies incorporat ed wit h leadership effort s will
det ermine t he leadership out comes.
Anshar (2017) highlight s some of t he basic leadership qualit ies t hat influence t he
behavioral performance of followers. According t o him, a visionary leader will init iat e
learning and innovat ion amongst t he followers enhancing t heir performance.
In his art icles, Huang, Wang, and Xie (2014) explores t he role of leadership
ident ificat ion and how it impact s reput at ion and ult imat e performance basing on t he
leader-member exchange and organizat ional cit izenship behavior models. The
relat ionship bet ween leader-member exchange and leadership ident ificat ion has a
significant impact on performance.
Leadership qualit ies are int ert wined wit h basic skills and pract ices for an individual.
According t o Van Dierendonck, St am, Boersma, De Windt , and Alkema t here is a
significant relat ionship bet ween a t ransformat ional leader and servant leader. The key
differences and similarit ies bet ween t wo are out lined on t he basis of t he performance
mat rix.
Leadership Environment
Leadership environment is one of t he most import ant drivers for leadership
performance. The leadership environment provides t he basis for employee relat ion
and realizat ion of t he organizat ion’s object ives.
Leadership environment involves t he physical, social, economic fact ors in t he
environment t hat influence leadership behavior and performance. The environment al
leadership is relat ion bet ween t he organizat ional leadership and social, economic and
polit ical environment . An organizat ional cult ure will det ermine t he t ype of leadership it
will creat e. The organizat ional cult ure is composed environment al fact ors t hat
influence t he leadership t ype and leadership behaviors.
Leadership environment influences leadership behavior depending on organizat ion
cult ure. Leadership environment det ermines t he social int eract ion bet ween t he
int ernal and ext ernal st akeholders or t he societ y. The cult ural norms abhorred in t he
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organizat ional environment al will det ermine t he leadership behavior. For inst ance, an
organizat ion leadership in hardship environment al must provide charit able-relat ed
services guided by good et hical relat ion and mot ivat ional leadership behavior. The
environment al leadership propagat es for changes and change agent s. Basing on t he
environment al fact ors, t he leadership will adopt a relevant leadership cult ure or
behavior befit t ing t he environment in order t o address t he change. In addit ion,
leadership environment has significant influence on leadership decision making which is
paramount in det ermining leadership behavior. According t o Ensley, et al (2006),
leadership, in t he enact ment of t he organizat ion’s vision and mission, will lay t he
foundat ions of t he t ype of cult ure t hat t hey envision and expect t o be emulat ed. This
ent irely depend on t he decision making cult ure which ult imat ely define t he kind of
leadership behaviors in t he given environment .
Leadership out comes, as earlier explained, is t he level sat isfact ion init iat ed by t he
leader depending on t he leadership object ives. Ensley, Pearce, & Hmieleski, (2006)
suggest s t hat leaders who engage in lifelong processes of format ion will be persons
who creat e nourishing work environment s, virt uous cult ures of product ivit y and
compassion, and st rong, reciprocal connect ions t o t he communit ies served by t heir
organizat ions. Therefore, by nurt uring t hat kind of leadership environment , Ensley et al
(2006) is t rying t o suggest t hat t he environment creat ed will formulat e a driving
fact or for leadership performance and acquisit ion of t he expect ed out come.
The leadership environment provides a plat form t hrough which t he leader is able t o
plan and implement organizat ion object ives. The organizat ion cult ure creat es an
environment where bot h t he leader and employees work object ively wit h designat ed
commit ment t o achieve a part icular goal. The environment also influences t he
relat ionship bet ween t he int ernal and ext ernal st akeholders who play an import ant
role t owards achieving t he set goals. A good leadership environment is enough t o
init iat e sound decision making and collect ive effort t owards leadership performance.
The insight ful relat ionship bet ween t he leader and employee promot es t eamwork and
qualit y working environment . Wit h t he dynamic working environment , t he employees
are mot ivat ed t o work harder t o increase t heir performance out comes. Due t o robust
working environment al, employee performance management and development
measures enhance leadership out come significant ly.
Anshar (2017) confirms t hat t here is a significant relat ionship bet ween leadership
performance and leadership environment . According t o him environment al suit abilit y
provides an opport unit y for implement at ion of visionary leadership object ives which
are composed of organizat ional learning and innovat ive behavior.
Huang (2014), not es t hat t he relat ionship bet ween leadership ident ificat ion and
leader-member exchange is det ermined by t he organizat ional environment . The
leadership environment provides a robust synergy for leadership performance.
Servant leadership and t ransformat ion leadership are mechanized on t he basis of
environment al cert aint y. Each leadership behavior is significant ly influenced by t he
organizat ional environment .
Leadership Relat ionship
Leadership behavior has dist inct similarit ies and differences. A leadership behavior is
defined on t he basis of leadership skills and experiences wit h regard t o object ive
drive for t he leadership pract ices basing on t he organizat ion’s values.
Relat ion-orient ed leadership is a t ype of leadership focused on human relat ionship.
The relat ionship bet ween leadership behavior and performance is commonly examined
by scholars as t he key influent ial fact or t o leadership out come. However, leadership
relat ionship; defined as t he relat ionship bet ween a leader and his follower has
significant influences on leader’s behavior. The leadership behavior in t his perspect ive
in t he social relat ions exhibit ed bet ween t he leader and t he followers wit h regard t o
organizat ional cult ure. The role of leadership relat ionship in leadership behavior is
basically t o creat e a relat ional environment wit h diverse cult ural, social and economic
background t hrough which t he bot h t he leaders and employees are able t o dispense
t heir roles as per t he organizat ion cult ure. The leadership relat ionship also fost ers
performance and decision making process.
Leadership relat ionship influences leadership out comes depending on t he leadership
st yle. The leadership st yles det ermine t he leadership focus which is significant t o
enhancing t he relat ionship bet ween t he leader and t he followers. A t ransformat ion
leader for inst ance, propagat es a t ransformat ional relat ionship t hat will ult imat ely
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shape t he leadership out come. The relat ionship-focused leadership enhances
subordinat e and int eract ive performance t hat will influences t he leadership out come.
When t here is a good relat ionship bet ween t he leader and organizat ional members,
t he leader will easily implement organizat ional object ives t he will init iat e a posit ive
out come.
Anshar (2017) explores some of t he relat ionships bet ween visionary leadership,
learning organizat ion, and innovat ive behavior. According t o him, a visionary leader
must exhibit a learning organizat ion and innovat ive behavior in order t o influence t he
follower’s performance.
Leadership ident ificat ion is one crit ical leadership pract ice t hat helps t o measure
leadership performance and reput at ion. For effect ive ident ificat ion of a leader, Haung
et al. (2014) explores t he relat ionship bet ween leader-member exchange and
organizat ion cit izenship behavior as t he key cont ribut ing fact ors for leadership
performance.
There is dist inct relat ionship bet ween servant leadership and t ransformat ional
leadership. The t wo are measured on t he basis of significant difference and
similarit ies.
Conclusion
The subject of leadership is a comprehensive t opic t hat generat es self-examinat ion
and purport ed evaluat ion t o ascert ain t he basic concept of qualit y leadership.
Leadership performance can be measured basing on t he organizat ion’s object ives and
t he expect ed out come. However, t he leadership st yle has a significant influence on
leadership performance and t he ult imat e out come.
The cent ral focus of t he art icle is t he relat ionship bet ween leadership performance
and leadership out come. Leadership performance has significant influence t o
leadership out come. Leadership performance on t he ot her hand is det ermined by t he
leadership behavior exhibit ed by t he leader. A leader relies on organizat ional cult ural
values and et hics t o init iat e leadership behavior. Leadership performance and behavior
correlat e in influencing t he leadership out come.
Leadership environment can be defined as t he social, physical or economic fact ors
t hat influence leadership performance. From t he scholarly findings, leadership
environment promot es leadership behavior and out come. This is as a result of
environment al fact ors t hat influence decision making and implement at ion of
organizat ional object ives.
Leadership relat ionship shapes leadership behavior in diverse ways. Relat ionship-
focused leadership promot es t eam work and capacit y building. The relat ionship
bet ween leaders and employees will build a t ransformat ive relat ionship where each
member align effort s t owards achieving t he organizat ion’s effort s. Leadership
relat ionship is posed t o t ransform leadership out come t hrough performance-focused
leadership drive t hat will shape t he leadership out come.
Recommendat ions for Fut ure Research
The fut ure research should focus on analyzing t he various behavioral fact ors t hat
influence leadership performance and out come. Basing on t he Ensley, et al (2006)
assert ions, leadership behavior not only influence leadership out come by organizat ion
change. Therefore, leadership behavior is change agent . Research analysis focusing on
t he influence of leadership behavior on organizat ion change will provide a
comprehensive underst anding on dynamic leadership behaviors for different
organizat ions. I t herefore recommend for a scholarly research on t he t ransformat ive
behaviors t hat have significant influence on organizat ion change. The t wo variables
should be st udied in comparison t o leadership behavior t rait s and good or bad
organizat ional change. This will provide an insight on int ense influence of leadership
behavior, relat ionship and organizat ional change.
Implicat ion of pract ice
Leadership is crit ical element in t he development of t he societ y t oday. What most
people underst and regarding leadership is t he t ype of leadership st yles, qualit ies and
charact erist ics essent ial for development . The int eract ive relat ionship bet ween
leadership behavior, leadership environment and leadership out come underline t he
level leadership performance. This st udy is import ant in impact ing t he social,
environment al, behavioral and relat ional charact erist ics t hrough have significant
influence leadership performance. Leadership out come is st andard measure for
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evaluat ing performance mat rix of t he leader and t he significance of his performance
t o organizat ional change.
Reference
Anshar, M. (2017).The impact of visionary leadership, learning organizat ion and
innovat ive behavior t o performance of cust oms and excise funct ional.IJHCM
(Int ernat ional Journal of Human Capit al Management ), 1(02), 52-60.
Ensley, M. D., Pearce, C. L., & Hmieleski, K. M. (2006). The moderat ing effect of
environment al dynamism on t he relat ionship bet ween ent repreneur leadership
behavior and new vent ure performance. Journal of Business Vent uring, 21(2), 243-263.
Huang, J., Wang, L., &Xie, J. (2014). Leader-member exchange and organizat ional
cit izenship behavior: The roles of ident ificat ion wit h leader and leader's reput at ion.
Social Behavior and Personalit y: an int ernat ional journal, 42(10), 1699-1711.
Rowold, J. (2011). Relat ionship bet ween leadership behaviors and performance: The
moderat ing role of a work t eam's level of age, gender, and cult ural het erogeneit y.
Leadership & Organizat ion Development Journal, 32(6), 628-647.
Van Dierendonck, D., St am, D., Boersma, P., De Windt , N., & Alkema, J. (2014).Same
difference?Exploring t he different ial mechanisms linking servant leadership and
t ransformat ional leadership t o follower out comes.The Leadership Quart erly, 25(3),
544-562.
