Leadership Theories, Employee Absenteeism and Conflict Management

Business Psychology/consulting/Industrial Psychology

Business Psychology/consulting/industrial Psycholog

Transformational leadership plan is a process moving leadership positions from one person to another or from one generation to another. Two major theories in relation to leadership transition plan are contingency theory and behavioral theory. Contingency theory emphasizes that there is no leadership style, which can stand alone as a proper leadership style. From the internal and external environmental factors, a leader should adapt to any given situation because leading has no redefined path. Behavioral theory emphasizes that great leaders are not born but made. The theory states that any leader can be more effective through teaching, experience, and observation. The theories can be applied in case of a sudden departure, for strategic leadership succession, and a possible planned departure (Ismail & Yusuf, 2011).

Merger transition plan is a process where two or more companies joined such that they can benefit on large capitals, reduce competition, and benefit on decision making through contribution of opinions and ideas. Disciplinary and synergistic are the major merger theories. Synergistic merger theory is emphasized on the efficiency achieved by the managers by combining and aiming at the same target. Competition will be reduced since the companies are working together to meet one target. Disciplinary merger theory emphasizes on companies targeting managers who pursue objectives rather than maximizing profits working on poorly performing organizations. The theory suggests that when the managers work together under new management full potential of the target will be realized. The theories and the transition planned are applied to reduce competition and utilize highly performing managers in poorly performing organizations (Bass, 1990).

Goal-setting plan is the process of establishing measurable, realistic, achievable, time-targeted, and specific goals. It is a useful tool used in ensuring that a group of employees working together to achieve a common goal are clearly aware of what is expected to contribute. The theory in relation goal setting is Locke and Letham's approach, which emphasizes that goals set and appropriate feedback, will motivate employees to work aiming the same target and in turn improving the performances. The plan and theory are indicated when the organization is planning to motivate the employees to work together on the same goal to improve their performances (Locke, & Latham, 1996).

Team development plan is the process of enhancing the effectiveness of work groups through the improvement of role and goal clarification in interpersonal processes. The theories in this plan are Belbin's team role theory and John Adair action theory. Belbin's theory emphasizes on the individual behavior and influence on team success. The theory assists in ensuring that the necessary team-roles are applied, and behavioral weaknesses in the team are addressed. John Adair's action theory is simple and more practical because it describes how the leaders should apply it and actions the can take to implement. The theory is centered since it involves a combination of three management responsibilities (Bass, 1990). The responsibilities involve individual, group, and work. There should be teamwork for the success of all the three responsibilities. The task must be supported by a team since one person cannot accomplish it. In case the requirements or needs of the team are not accomplished, an individual will not be satisfied, and the task will suffer. If an individual is not satisfied, the task will have poor performance, and the team will suffer. Leaders must advise the employees on how the three responsibilities are incorporated for success. The plan and the theories are indicated when the organization is urging the employees or staff to work as a team (Locke, & Latham, 1996).

Talent management plan is the process of creating and using talents to achieve organizational goals and objectives. As per the previous literature, it is obvious that there should be various ways to find talents in the organization. In addition, there are no ready-made talents in an organization. Talents are selected from a group of individuals in specified positions in the organization. Conceptual model is used in identifying and managing talents in an organization. Talents are identified from external labor market, pivotal positions, and internal labor market. After identification, the talented employees are motivated, committed to the organization, and offered and extra-role behavior. Talented employees will help in proving organizational performances. Talent management plan and conceptual model are indicated when the organization wants to identify and invest on the talented employees such that they can improve organization's performance.

Performance evaluation and restructuring plan is a systematic and periodic process of assessing individual employee's productivity and performance in relation to established organizational objectives and criteria (Locke, & Latham, 1996). Theories related to this plan include the expectancy theory and goal setting theory. Expectancy theory is based on the hypothesis that employees adjust their behaviors in the business the expected satisfaction on the goals set by the employees. The employees modify their behavior in a way that it will lead them to achieving their goals. The plan and the theories are indicated when the organization wants to evaluate and restructure employee's performance such that they can be promoted or rewarded (Bass, 1990).

Change management plan is the process of transitioning teams, individuals, and organizations to a better future state. The theories are Lewin's change management theory and Kotter's change model. As per Kotter change should implement through various stages starting from urgency, forming coalition, creating a vision, communicating vision, removing obstacles, creating short terms, building change and incorporating changes with culture. The process is used to implement new initiatives, sustaining competition, and improving technology. From Lewin's perspective, change is common in all types of businesses irrespective of the industry, age, and size. Lewin emphasized that before any change occurs, motivation for change should be generated. Individuals should be assisted to re-examine assumptions about relation to others as the stage where change begins. The plan and the theories indicate when an organization is planning to implement change through the motivation of employees such that they can embrace change (Locke, & Latham, 1996).

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