Organizational Success And Leadership Theories Essay

Length: 5 pages Sources: 5 Subject: Leadership Type: Essay Paper: #59365304 Related Topics: Accountable Care Organizations, Organizational Leadership, Military Leadership, Success
Excerpt from Essay :

¶ … Leadership

For any company or organization to function smoothly, there must be some elaborate management system in place. This is crucial as proper leadership would focus on guiding the company or organization through teamwork projects and is needed to keep everyone in the team motivated and willing to keep working no matter what. Understanding the leadership concepts and the different leadership theories makes those in charge better leaders. Some of these notable theories include:

The Leadership Exchange (LMX) theory

This theory focuses on the building of individual one on one relationship between the leader and every employee in the team rather than leading the team as a whole (Lunenburg, 2010). Since each relationship is bound to vary in quality, the leader will always have a good relationship with majority of the team regardless of the few bad relationships. These relationships (commonly referred to as dyads) give the leader a better control over the organization and could be either in-group or out-group in nature (Luneburg, 2010).

To begin the dyadic relationship, the leader has to initiate an in-group or out-group relationship with one or more members of the organization early. The in-group members will be involved in making decisions and carry some extra responsibilities (Luneburg, 2010). By allowing these group members some bit of advantage, the leader can let these higher-level subordinates to handle a part of his responsibilities in a non-contractual setting.

Of all the leadership theories in place, none fails to acknowledge the power of roles in management. The leader's ability to motivate and influence commitment from his or her followers has a direct impact on the effective management of all the human resources in the company (Komives & Dugan, 2011). Additional theories that take after this school of thought include the situational, path-goal, contingency and behavioral theories (Komives & Dugan, 2011).

Case analysis

The article "Leadership, A Key Factor to a Successful Organization," a good leader ought to be a master, a good strategist with the power to direct, organize and convince employees into working together towards achieving a common goal (Vacar & Miricescua, 2013). It goes on and argues that a good leader ought to convert his followers into leaders and leaders into agents of change. This is proof that leadership motivation is gradual and it should never end no matter what.

It is the work of the leader to encourage all the employees into birthing new ideas. Moreover, he or she should motivate them into implementing these ideas and bringing about acceptable change to the entire organization. This resonates the sentiments of the leadership theory on what true leadership ought to be (Vacar & Minicescua, 2013).

According to a Romanian study on a set of 102 managers made up of 55% women, a big number of the leadership is female. Moreover, the managers were mostly between 20 and 30 years old (61%). The majority of these managers, however, were mid-tier managers who were in charge of other teams. Even though this is an attempt at creating the in-group cycle, the test subject still showed a failure in dealing with straight relationships with individual employees.

Even though the LMX theory proposes better relationships between in-group subordinates and the leaders, there will be a bottleneck in production if the subordinates do not translate the same to the groups under their control (Lunenburg, 2010).

In addition to this, a better part of the test subjects admitted the fact that they practice leadership rather than use their role to help mobilize and motivate the employees in the team (Vacar & Miricescua, 2013). A total of 68% subscribe to the theory of decision-making and using involvement and rewards to motivate employees into productivity while around 32% use strict rules to coerce and force the employees into working right (Vacar & Miricescua, 2013).

The fact that all the members of the outer-group are only supervised by the flimsy hold of their contracts goes against the proposal of the LMX. The leader only provides support as stipulated by the contract but can never go beyond this limit in attempt to make the employee more relaxed and willing to work harder (Lunenburg, 2010). This gives the illusions that the out-group employees are just hired hands and never can be part of the company. This has a negative impact on true leadership since it does not let them feel the urge to work harder and better (Lunenburg, 2010).

Positive Indicators of the Leadership Theories

A second...


They could connect with these employees at a personal level (Vaca & Miricescua, 2013). A total of 46% of the respondents however admitted paying more attention to the daily goals and tasks rather than on people. The managers concerned with each employee are leaders. They take the time to understand people and take them for what they are rather than treat them as means to attaining a target (Vacar & Miricescua, 2013).


Leading is different from management. A good leader has more than the day's goals in mind. He or she will take time to understand the employees. Such a connection evokes willingness and a desire to work harder from the employee hence making a fruitful organization.

Question 2


Being a leader is not enough in itself. Evoking a sense of belonging and encouraging a self-driven reaction from the employees, is key. Addressing each employee's basic needs and making him or her feel important increases the willpower to work harder and for longer. This is what differentiates leaders from managers. This is transformation leadership.

According to the transformation leadership theory, a leader ought to focus on appealing to the employee's need for achievement, self-esteem and self-actualization (Malloch, 2014). Transformation leadership focuses on improving both the leader's and follower's motivation day by day.

Such leaders will pay attention on individuals, work on intellectual stimulation and give some inspiration to help the employee attain apparently extraordinary goals. Such leaders could easily pass as risk takers who are willing to try out new options and always look at errors as chances for more growth. Moreover, these leaders are morally upright and strong individuals who can afford to look beyond self-interest into the common good (Malloch, 2014).

Case Analysis

The article on beyond transformational leadership to Greater Engagement points out that most health care leaders are struggling with the constant emerging complexities in the sector as well as balancing their own personal well-being. This reveals contrasting features from the common leadership theories, which are considered limitations by Malloch (2014). These limitations include focusing on individuals. No attention is paid to the organizational culture, comprehensive thinking, and teamwork. Power decision and decision making is directed and facilitated by transformational leadership (Malloch, 2014).

This model assumes that the leader is all powerful and he or she determines how and when to empower others (Malloch, 2014). Decision making within these bureaucratic structures of committees limits decision making as visioning rests with the leader. The organization, leadership and direction come from the leaders, board of directors and the executive team (Malloch, 2014). The responsiveness of patient point care depends on how effective your transformational leadership is. It involves various decision-making levels until the final decision reaches the patient. The organizational context is neglected in this theory. Political, economic and social factors have no impact on the transformation of the individual (Malloch, 2014).

Closely analyzing the 'Beyond Transformational Leadership to Greater Engagement' reveals that the leadership is likely to change in future. The first thing in transformational leadership is about facilitating people while complexity leadership involves facilitating people. The complexity leadership model distributes leadership across the organization (Malloch, 2014). Transformational leaders know the weakness in this type of leadership as seen through their daily struggles (Malloch, 2014). Even so, moving to a better leadership system requires careful planning and setting of new goals by the whole team.

The ultimate leadership structure should be based on principles including principles on safety, respect, timeliness and evidence. Such a structure tends to be more effective compared to one that focuses on committees that create policies and procedures hoping that they will be read and followed (Malloch, 2014). Making individuals come close to the system empowers them to be accountable and responsible for the outcomes. This needs to be something to consider before being ruled out for any organization. These characteristics are advocated for by transformation leadership styles (Malloch, 2014).

Even so, transformational/relationship theories advance that subordinates need to be motivated by leaders through taking care of them for better productivity (Russel, 2011). The theory focuses on leaders and subordinates connections. Leaders need to motivate subordinates by helping them understand the significance of their roles as well as the general organization goals. Usually, leaders in this classification are morally upright with high ethical standards as they strive to ensure organizational, group and individual success (Russel, 2011).

Implications of employing transformational leadership

Contemporary leadership theories have…

Sources Used in Documents:


Komives, S., & Dugan, J. (2010). Contemporary Leadership Theories (pp. 111-119). Sage Publications.

Lunenburg, F. (2010).Leader-Member Exchange Theory: Another Perspective on the Leadership Process. International Journal of Management, Business, and Administration, 13(1), 2-4.

Malloch, K. (2014). Beyond Transformational Leadership to Greater Engagement. Inspiring Innovation in Complex Organizations, 60-62.

Russell, E. (2011). Leadership Theories and Style: A Transitional Approach. Military Leadership Writing Competition.

Cite this Document:

"Organizational Success And Leadership Theories" (2015, March 14) Retrieved January 23, 2022, from

"Organizational Success And Leadership Theories" 14 March 2015. Web.23 January. 2022. <>

"Organizational Success And Leadership Theories", 14 March 2015, Accessed.23 January. 2022,

Related Documents
Leadership Theories the Role of Leadership in
Words: 2434 Length: 8 Pages Topic: Leadership Paper #: 96934258

Leadership Theories The role of leadership in business organizations Many leadership theories have been applied, in different organizations, to help in attainment of the objectives of the organization. Leadership theories are many, but the most common include the trait theory, which assumes that different people inherit the qualities and also traits of leadership and later suit for the position of leadership. The characteristics related to the trait theory are behavioral and personality

Leadership Theories the Objective of
Words: 1328 Length: 5 Pages Topic: Leadership Paper #: 18598898

The four Blanchard leadership styles include: 1) directive; 2) managing; 3) coaching; and 4) delegating. (Clawson, 1989) 2) House's Path Goal Theory of Leadership - the motivational function of the leader consists of increasing personal payoffs to subordinates for work-goal attainment and making the path to these payoffs easier to travel by clarifying it, reducing roadblocks and pitfalls, and increasing the opportunities for personal satisfaction en route. (Clawson,1989) V. CHARISMATIC THEORY Charismatic leadership is measured

Leadership Theory in a Changing and Globalizing
Words: 5806 Length: 20 Pages Topic: Leadership Paper #: 12975181

Leadership Theory in a Changing and Globalizing Marketplace Modern business practice is permeated by the complexities of a changing world. The impact of globalization on the cultural makeup of companies, the effects of the global recession on the conventions of daily business and the evolutionary shifts brought on by emergent technology all call for an orientation toward simultaneous stability and adaptability. Only under the stewardship of a qualified, communicative, flexible and

Leadership Styles Leadership Theories Northouse
Words: 906 Length: 3 Pages Topic: Leadership Paper #: 8094344

This is a very good example to get a clear idea of what kind of people Level 5 leaders are. They are inspirational because they are good human beings, modest and humble, yet very willful at the same time. A possible successor to Executive A, Executive B, exhibits more of a Transactional type of leadership. Transactional leaders believe that there is an association between effort and reward. These types of

Leadership Theories and Practical Application
Words: 5554 Length: 16 Pages Topic: Leadership Paper #: 940525

The benefits of high-quality relationships come from relational resources (Wright, et al. 2005) they create. Such resources include durable obligations (e.g., arising from feelings of gratitude, respect, and friendship), network contacts and connections (including privileged access to information and opportunities, social status, and reputation of influential others), and the ability to have open information exchanges with those around them (Valle & Halling, 1989). Relationships that do not develop so well are

Leadership Theory Every Organization Goes
Words: 2680 Length: 8 Pages Topic: Leadership Paper #: 1869848

Ethical leadership also entails role modeling through noticeable actions. Trustworthiness is seen as a result of ethical behavior rather than an attribute of ethical leaders themselves. Authentic leaders maintain that people have to act in concert with their deep personal and moral values and beliefs, but instead of centering on intrapersonal courses like self-awareness and self-regulation, the chase of ethical values on a normal basis is professed as morally