Situational leadership factors affecting organizational effectiveness

Leadership Is not the Same as Management
1. Introduction
Leadership and management are two key aspects that are incessantly deliberated upon. In spite of the fact that the terms “leader” and “manager” are more often than not used interchangeably, they are largely dissimilar. There are three key dissimilarities between leadership and management. First, leadership partakes in innovation whereas management partakes in organization. The leaders of an organization generate new ideas and instigate the firm’s transition to a forward-oriented stage (Monnappa, 2018). On the other hand, a manager examines the bottom line of the organization whilst controlling employees and evading any sort of disorder. Secondly, management of an organization are dependent on control whereas leadership of an organization inspires trust. Basically, a leader is an individual who drives employees to undertake their best and knows how to set a suitable stride and speed. On the other hand, managers are necessitated in accordance to their job description to attain control over personnel, which consequently enables them to gain productivity and returns for the organization (Monnappa, 2018). The main objective of this paper is to discuss different facets of leadership.
2. Describe and explain environmental and situational factors affecting leadership ( 3 examples)
Situational leadership can be delineated as an adaptive style of leadership. This approach impels leaders to take account of their team members, conduct an assessment of the numerous variables within the workplace setting, and select the style of leadership that is most ideal and suitable for the goals and objectives set and the circumstances at hand (Northouse, 2018). Successful and effective leaders are those that can espouse their behavior to satisfy the demands of their distinct situation. Imperatively, the situational leadership theory suggests that efficacious leadership necessitated a sensible comprehension of the situation and a suitable response, instead of a captivating leader with a huge group of devoted followers. It is important to note that leadership is a process and not just a position or standing. Taking this into consideration, the three elements that play a key role in this process of leadership comprise of the leader, the followers, and the situation. In delineation, the situation takes into account the environment or state of affairs in which a person performs. There are different situational factors that affect leadership including the following:
1. Behavior of Leaders
The behavior of leaders is one of the key determining factors of success within an organization. Leader behavior intended at fostering friendly, warm working relations, in addition to inspiring mutual trust and social respect within the workplace setting is imperative. A good leader is an individual with the understanding that the people that work for them. He or she must have a fair judgment, and guarantee the application of consistent rule, receptive and dedicated, appreciative of the efforts of others, organized, focused and competent. As a result, the leader with this superior will be motivated to work positively.
2. Task requirements of the leader
Leaders cope with not just the work at hand, but also have to deal with their superiors and subordinates. Imperatively, a leader that has a clear and comprehensive understanding of the task requirements placed upon him or her will experience a simple period of time in completing tasks efficaciously and effectively. In contrast, a leader that lacks the knowledge and understanding of how to adhere to the requirements of the tasks will be deemed as a burden and will also offload such tasks to his or her subordinates creating inefficiency within the organization (Northouse, 2018).
3. Behaviors, Characteristics and also Expectations of Subordinates
It goes to show that if a person is a good follower, then he or she can become an effective leader. This is largely for the reason that the skills necessitated to make a good follower are necessitated for creating a good leader. If one lays emphasis on the goals and objectives to be attained and are motivated, it implies that he or she will become a good follower and most likely a good leader. Taking this into consideration, a leader that extensively knows and understands the differences of his followers and can ascertain their needs is considered to be a positive role model and an effective leader (Northouse, 2018). The existing employees within the organization can be deemed to be largely competent subordinates that lack self-esteem and motivation. These members of the team do not necessitate a great deal of direction owing to the fact that they are highly skilled. Nonetheless, they do necessitate support and encouragement, particularly because they lack dedication. Taking the situational leadership theory into consideration, the most ideal leadership style is the supporting or encouraging leadership style (Northouse, 2018).

The environmental factors impacting leadership within an organization comprise of the following:
1. Organizational Environment
Organizations have their own distinct work environment with its own values, which is a heritage of previous leaders, in addition to prevailing leadership. Imperatively, these particular values are the care of the firm has for investors, consumers, personnel and the communities, and they make a determination of how the business will be managed. These objectives and values of the organization impact the personality of the organization that has to be adhered to by the leader.
2. Organizational resources
Leaders are reliant on organizational resources, for instance, personnel, technology, funds and physical assets to attain their goals and objectives. Therefore, the success of a leader within the organizational setting is reliant on how ideal the resources are obtained and utilized.
3. Organizational culture
The culture of an organization constitutes the outcome of long-standing information and official systems, traditions, customs and guidelines that signify the self-image and mutual anticipation of the organization. These established rules and routine are a determining factor of how a leader can be in a good position and the manner in which a leader can react suitably for different circumstances (Finch, 2019).
3. Describe and Explain nature vs. nurture debate
The nature versus nurture debate in leadership deliberates whether leaders are born or they are made. According to Moran (2013) a research study undertaken in the Leadership Quarterly journal indicated that if an individual’s biological parents held positions of leadership, then such an individual as a 24 percent chance of inheriting a predilection to do so also, which shows that being the progeny of leaders might provide a competitive advantage. Nonetheless, the huge majority of leadership skills are developed and advanced through training in the course of time. In fact, the article indicates that a number of research studies establish that as much as one third of what it takes to become a good and effective leader is inherited. Nonetheless, most of the individualities and characteristics can be enhanced with environment and training (Moran, 2013).
According to Kaput (2019), the notion of nature as the impelling cause in organizations holds that a number of human beings are intrinsically well-matched for leadership tasks. The advocates of this particular perspective make the argument that individuals are born with the potential and capability for greatness and responsibility as a leader, instead of such skills that can be learned. Nonetheless, opponents of this argument insist that innovation as well as leadership skills can be taught and fostered. Research reports have indicated that approximately 60 percent to 75 percent of leadership skills emanate from learning (Kaput, 2019). At the end of the day, for the most part, what it takes to be a good leader is not inherited.
4. Describe and explain transactional vs. transformational leadership styles
Transactional leadership takes into account a style of leadership that focuses on the transactions that take place between the leader and its subordinates in an endeavor to augment the performance of subordinates. It is deemed to be a transaction in which the needs of the subordinates are met and subsequently changes in magnitude or marginal improvement can be perceived owing to the leadership (Northouse, 2018). Transactional leadership takes place when one individual makes the move in contacting other individuals with the resolve to interchange something valuable. In other words, it is the leaders who make the approach to the followers (Bass, 1985).
On the other hand, transformational leadership is a style of leadership that endeavors to inspire and transform the subordinates so as to augment their performance. This kind of leadership takes place when leaders broaden and elevate the interests of their subordinates, when they create awareness and acceptance of the dedications and mission of the group, and when they impel their subordinates to look past their individual self-interest for the benefit of the team or organization in its entirety (Hamilton, 2010). Transformational leadership is centered in more than submission and obedience of the followers. It encompasses a change in the principles, the wishes, and the ideals of the followers (Burns, 1978).
These two different styles of leadership can be employed in different circumstances. On the one hand, I would employ transactional leadership in facilitating the everyday normal flow of organizational operations. Notably, the leadership style is suitable in the utilization of corrective power and a range of incentives to motivate personnel to perform at their best. Therefore, the transactional leadership style is beneficial in making certain that all facets of the team or organization flow smoothly. Tim Cook, the successor to Jobs, can be deemed to have been a transactional leader considering the fact that he has attempted to sustain the organization at the top level that it is in by simply making use of the capital it has and not creating innovative products like it used to (Lashinksy, 2012).
On the other hand, transformational leadership is ideal for strategic growth and development circumstances. This is in the sense that transformational leadership can be employed to attain ambitious goals and objectives and facilitate organizational success owing to the vision and the skills of the leader. Steve Jobs, the former CEO of Apple Inc. can be deemed to have been a transformational leader considering the fact that he managed to stimulate and impact the personnel at the organization to achieve the greatest extent of productivity. He motivated the workers at Apple to materialize and come up with original and exceptional products by discerning in a different way compared to other companies.
5. What do teams expect from leaders?
There are various expectations that team have for their leaders. One of the key expectations is clarity and precision of the goals and objectives for the team, which is pivotal for success. It enables the team to lay emphasis on what is significant, which heightens their level of efficacy and helps them in making progress. Imperatively, the team does not necessarily expect the leader to be completely cognizant of the direction; however they do expect the leader to have the ability to clearly outline the journey's end. A second key expectation of the team is opportunities. Notably, leaders are liable for the growth and development of their followers, and the most ideal way of doing so it to provide them with challenging prospects that permit them to grow and develop (Tredgold, 2019). Third, there is the expectation of leadership involvement and participation. Teams do not want to solely implement orders but rather want to have the ability to have some input and contribution in generating the plans. For instance, through communication and listening to the recommendations given by team, the leader increases their level of engagement and dedication. Fourth, a team expects their leader to keep their assurances. Trust is a pivotal constituent of leadership and trust is built and maintained by keeping assurances made. The leaders that fail to honor such commitments rapidly lose any sort of trust, loyalty, dedication and support that their team was prepared to offer (Tredgold, 2019).
Teams also expect consistency from their leaders. Notably, the kind of consistency expected by the teams is twofold. First of all, the team expects all persons to be given the same treatment devoid of no partiality. Second of all, the team expects leaders o have consistent behavior and mannerism, that is, what was done properly before will still be deemed good in the forthcoming day. Lack of consistency creates stress and misunderstanding amongst teams and this adversely impacts their performance. Another key expectation of teams from their leaders is respect. Imperatively, respect is a two-way aspect and leaders have to grant employees the same respect they are given. It is important to not only listen to them but also petition for their contribution (Tredgold, 2019). What is more, there is also the expectation of honesty and transparency. Leaders should not blatantly lie to their teams as this is bound to create mistrust. The teams also expect their leaders to provide timely and constructive feedback. If the team provides results that were not anticipated, the leader should inform them, but do so in a manner that permits them to learn and also improve in order to do better. Lastly, the teams also expect their leaders to stand up for them and by them when matters are not necessarily going when and the team is struggling (Tredgold, 2019).
6. Describe and explain leader-member exchange theory
The Leader-Member Exchange theory lays emphasis on a dyad, that is, the correlation between a leader and every subordinate deemed independently, instead of on the correlation between the superior and the group. There is likelihood that every relationship will be different in terms of quality. As a result, the same leader might have poor interpersonal associations with a number of subordinates and open and trusting associations with others. The fundamental conception linked to the leader-member exchange theory is that leaders make up two groups including the in-group followers and out-group followers. The leader-member exchange theory hypothesizes leadership as a process that is founded on the interrelations between the leaders and the followers. These interrelations between the two parties give rise to associations within the group that can be deemed intrinsic or extrinsic. A leader places individuals in in-groups or out-groups based on his interactions with them and his perspective of their loyalty, competence and dependability (Lunenburg, 2010).
On the one hand, in-group members are handed greater responsibilities, greater rewards, and greater attention. The leader permits these members some leeway or liberty in their roles. They operate within the inner circle of communication of the leader (Lunenburg, 2010). The in-group team comprises of members that the leaders deems to be not only highly skilled but also loyal and dependable. Basically, these are the individuals that the leader trusts the most (Northouse, 2018). They are the individuals that attain the greatest level of attention from the leader by handing them the most challenging and fascinating work and activities. Furthermore, at the end of the day, the leader more often than not has a one-on-one sit-down with these team members to discuss their progress and their attainment towards the goals set.
On the other hand, out-group members are situated outside the inner circle of the leader, obtain less attention, and less rewards, and are managed by official guidelines and procedures. For this reason, in-group members within the inner circle of the leader have greater productivity, job satisfaction, motivation and participate in greater citizenship behaviors as compared to the out-group members. As a member of the team, being included in the out-groups causes one to come to the perception that the leaders and managers of the organization do not trust your work levels, commitment and consider you to be unreliable. Subsequently, this experience can have an adverse impact the performance levels and level of engagement of such individuals. Imperatively, failure to be included in the challenging projects also gives the implications that out-group members lack the opportunity to grow and improve on the skills that they lack. They lack the prospect to augment their competencies. Furthermore, the lack of inclusion in the in-group team gives the implication that they fail to engage with the other key members of the team and fail to feel as if they play a pivotal role to the organization (Northouse, 2018).
Based on this understanding of the leader-member exchange theory, there are different ways in which a manager can lead in a manner that guarantees avoiding the creation of in-groups or out-groups. One of the key approaches takes into account seeking commonalities between the two different groups of team members. As a leader, in order to avoid this undertaking, it is imperative to acknowledge the distinct capabilities of each of the members and their contribution towards the success of the team and organization in its entirety (Northouse, 2018). As a result, leaders ought to develop and maintain high quality relationships with as numerous subordinates as possible. Basically, it is important that the in-group formed by the leader ought to be as large as their out-group (Lunenburg, 2010).
7. Describe and explain The relationship between leadership and power
Power is delineated as the capability to order human, informational, or material resources to ensure that something is done. Basically power is deemed as the prospect to build, to shove history in a dissimilar direction (Zogjani and Llaci, 2014). Power is something material that any person can possess. Nonetheless, all individuals within an organization can possess power and it is not just by persons in possession of authority. Power can be spread out and distributed to all hierarchical levels and can be carried out either upward, downward or horizontally. It is important to note that power can have an impact on a sequence of decisions within the organizational setting (Bass, 2008). Leadership and power are two concepts that have a close correlation. Notably, power plays a key role in leadership practices. In this regard, leadership implies power and therefore it is not conceivable to attain leadership devoid of power. Whereas a person can carry out power devoid of being a leader, a person may not be a leader devoid of power. Zogjani and Llaci (2014) established that leadership is the exercise and implementation of power and as a result leaders ought to develop the right bases of organizational power and authority so as to employ it efficaciously and efficiently in swaying others. In accordance to Kelley (1988), followers have a similarly significant role in the success of an organization. These two roles can be active, which implies that there is a mutual impact. As demonstrated by Kelley (1988), leaders and followers impact one another and both of them can be in possession of power. The underlying forces of leadership and followers are equivalent. The persons that can lead in a number of instances may follow in a number of other instances. Majority of managers play both roles. It is imperative to take note that leadership is a reciprocal correlation, where followers play an active role, and in a similar manner they influence and are influenced by leaders. More often than not, it is observed that power is possessed solely by leaders. Zogjani and Llaci (2014) have established that power is a function of leaders, followers, and situations. Basically, this implies that power is a function of the relationship.
8. Describe and explain Why leadership is important in an organization
Leadership is a significant determining factor for the success of an organization. Basically, leadership takes into account the skill or process of impacting individuals to perform or undertake assigned tasks readily, efficaciously and proficiently. It is imperative to note that devoid of leadership, a line manager cannot basically be effective. Leadership facilitates the transformation of potential into reality (Day, 2014). If an organization has good and effective leadership, it can be experienced in the organization as a whole. Leadership within an organization plays a fundamental role in meeting three key challenges. To begin with, leadership facilitates the provision of a shared organizational vision that determines the direction where the organization is headed. Secondly, leadership helps in setting organizational objectives, which encompasses the conversion of the strategic vision and directional path into specific performance results for every key area which leaders consider to be significant for success (Hancott, 2017). Furthermore, leadership facilitates the attainment of strategic direction, which generates and develops a strategy that will make an ascertainment of how to attain the objectives. Notably, strategic direction is important in pinpointing a methodical intervention that will provide the most influence to the organization, bearing in mind that the organization is unable to lay emphasis on all aspect at all times (Hancott, 2017).
Leadership plays other key roles within the organization. Notably, leadership is beneficial in impacting the behavior of individuals. A manager influences his or her subordinates within the organization with their leadership capacity. Basically, the manager brings subordinates under his or her control in a manner that enables him or her to place the best endeavors to attain the goals and objectives of the organization. In addition, leadership is beneficial in assisting followers in accomplishing their needs. A leader institutes personal association with his or her followers and attempts to accomplish their needs. Basically, within the organizational setting, employees follow managers because they are able to offer them security and the prospects to generate wealth and also ensures both their physical and psychological needs are attained (Yulk and Yukl, 2002). Leadership is also imperative for organizations in regard to providing guidance, generating confidence and also building morale. A leader has to not just supervise subordinates but also play a guiding role. In this regard, guidance implies that leaders instruct subordinates the manner in which they have to undertake their work efficaciously and effectively. Leadership is also important in boosting the morale of subordinates and also ensuring complete cooperation in order for them to perform to their full potential and capabilities as they work to attain objectives (Hancott, 2017).



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