An organization's structure is in reality an extremely powerful control technique, as the alternative to structure will automatically favor some groups and put others in trouble. In case managers are employing structure to extend power to some groups or individuals they are not just wielding power rather are getting involved in political movement. Therefore, strategic choices relating to structure might not be coherent in the conventional strategic meaning, but on the contrary might emanate from a power struggle among special-interest groups or associations, with everyone disagreeing for an understanding which matches them in the optimal manner. (Lewis, 2002) Whereas matters like extent, technology and the setting will frame the elementary strictures of preference of strategy, the final choice may well be taken on the basis of convenient benefits. Political strategies might be suitable to a greater degree at the time when important organizational transformation is necessary and properly formed power bases are existent which are needed to be shaken up from their apathy. Political strategies might be employed to streamline personal contacts while the present structure does not permit managers to have reach to people they wish to sway; and politics might be employed to resolve differences which cannot be solved in obvious manner. (Lewis, 2002)

4. Recommend a leadership style will be most effective within an organizations structure and culture and include an analysis of how leadership styles impact performance

Since the dawn of the management growing as a realm of knowledge, leadership has been on the agenda of the companies. Regardless of this, scanty consensus has been arrived on what are the ingredients of efficient leadership. Apart from that, the transformations unleashed by the information era and the influence of technology on society broadly, and specifically in management, makes it compulsory that leadership methodologies be reviewed. Traditional leadership methods and management methods based on authority and control ideals which once were believed to enhance the competitiveness of an organization have turned to be a liability, for these techniques have not been proved to present competitive edge. (Niekerk; Waghid, 2004)

Several leaderships have advocated in favor of the part played by transformational leadership in enhancing a lot of factors of organizations. Transformational leadership was viewed by Bass from the viewpoint of leader's authority on their juniors. Juniors, swayed by transformational leaders, are forced to deliver more compared to...

Transformational leaders will inspire their lower rung juniors to follow higher-order goals by changing assurance to higher principles and ethics in place of self-interest so as to be advantageous to the organization. In 2001, Armstrong, stated four major features of transformational leadership: morality in behavior, sharing a dream and objectives, enhancing achievement by charismatic leadership, and leading by example. (Hsu; Bell; Cheng, 2002)
This depicts an uncomplicated account of the constituents of transformational leadership provided by Bass during 1985, which is also equipped with four components-intellectual model, individual concern, motivating leadership, and idealized influence. Some endeavors have been done to observe the association among relationship, especially transformational leadership, and organizational effectiveness. However, differences abound, on the issue if transformational leadership has an encouraging impact on the organizational efficiency. Researches by Weese in 1996 and Lim and Cromartie in 2001, identified the truth that a vital relationship is present between transformational leadership and organizational culture whereas they discarded the dispute that transformational leadership has an influence on organizational effectiveness. They even accepted that organizational culture has an immense impact on organizational effectiveness. This indicates that they appreciate at the minimum, albeit unreservedly, that transformational leadership and organizational effectiveness are connected to one another in an indirect manner. (Hsu; Bell; Cheng, 2002)