Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the

heap worried about his own - Keith Mullen

Impact of leadership management on employee performance

Introduction This research work will be focus on Impact of leadership management its on employee performance. There are many reasons of organizations growth and decline. Among these one reason Leadership Management. There is growing interest from both researchers and practioners to understanding a concept of leadership management. Many corporate failures such as WorldCom !nron and Arthur Andersen "ust because of lack of leadership management. #o similarly we focus on leadership management on employee performance so leadership management and employee performance both are linked with each other in this article so !mployee performance is an important building block of an organization and factors which lay the foundation for high performance must be analyzed by the organizations. #ince e$ery organization cannot progress by one or two indi$idual%s effort it is collecti$e effort of all the members of organizations. #imilarly organization could not run successfully with poor leadership management. #o our focus on leadership leadership management and employee performance. &erformance is the ma"or multidimensional construct aimed to achie$e results and has a strong link to strategic goals of organizations. 'ut performance of employee could be possible if effecti$e leadership management e(ist in organizations. !ffecti$e leadership program must ha$e to identify and build leadership )ualities and effecti$e strong performance of employee among indi$iduals with in the organizations. The relationship between leadership and performance was indirect as as direct which pro$es the importance of de$eloping leader through leadership management.

, Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen Latest studies pro$ide that organizations hea$ily in$est in -uman .esource because to update and skill the employees in order to achie$e "ob performance "ob satisfaction and many more. 'y $erifying currently leadership with the past. Leadership management is widely recognized and de$elop through research. Leadership de$elopment can be imparted through e(perimental learning moti$ate them /&ooper 01123 &erformance is a $ital feature of an organization furthermore strong leadership management can be helpful in identifying and managing teams where performance of employee also took place. The important is to analyze how a manager can adopt leadership attributes and effecti$ely use them to perform his "ob responsibilities assigned these attributes can help him work further than the "ob responsibilities and add more achie$ement to the organization. The o$erall ob"ecti$e of research is to study the leadership and leadership management and how its impact on employee performance. and transformational learning and it is imparted as leaders can influence the people and

Literature review
A re$iew of literature re$eals leadership management on employee performance from great men theories and trait theories to 4Transformational5 leadership. Great man theories: 'ased on the belief that leaders are e(ceptional people born with innate )ualities destined to lead. The of the term man was intentional sicne until the latter part of the twentieth century leadership was thought of as a concept which is primarily male military and western. This led to the ne(t school of trait theories. Trait Theories: 0 Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen The of traits or )ualities associated with leadership e(ist in abundance and continue to be produced. They draw on $irtually all the ad"ecti$es in the dictionary which describe some positi$e or $irtuous human attribute from ambition to zest for life. Behaviorist Theories: These concentrate on what leaders actually do rather than on their )ualities. 6ifferent patterns of beha$ior are obser$ed and categorized as styles of leadership. This area has probably attracted most attention from practicing managers. Situational Leadership: This approach sees leadership as specific to the situation in which it is being e(ercised. 7or e(ample whilst some situations may re)uire an autocratic style others may need a more participati$e approach. it also proposes that there may be differences in re)uired leadership styles at different le$els in the same organization. Contingency Theory: This is a refinement of the situational $iewpoint and focuses on identifying the situational $ariables which best predict the most appropriate or effecti$e leadership style to fit the particular circumstances. Transactional Theory: This approach emphasizes the importance of the relationship between leaders and followers focusing on the mutual benefits deri$ed from a form of contract through which the leader deli$ers such things as rewards or recognition in return for the commitment or loyalty of the followers. Transformational theory: The central concept here is change and the role of leadership in en$isioning and implementing the transformation of organizational performance.

8 Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen

4. The Trait !pproach to Leadership The Trait Approach arose from the 49reat Man5 theory as a way of identifying the key characteristics of successful leaders. It was belie$ed that through this approach critical leadership traits could be isolated and that people with such traits could then be recruited selected and installed into leadership positions. This approach was common in the military and is still used as a set of criteria to select candidates for commissions.The problem with the trait approach lies in the fact that almost as many traits as studies undertaken were identified. After se$eral years of such research it became apparent that no consistent traits could be identified. Although some traits were found in a considerable number of studies the results were generally inconclusi$e. #ome leaders might ha$e possessed certain traits but the absence of them did not necessarily mean that the person was not a leader. Although there was little consistency in the results of the $arious trait studies howe$er some traits did appear more fre)uently than others including: technical skill friendliness task moti$ation application to task group task supporti$eness social skill emotional control administrati$e skill generalcharisma and intelligence. ;f these the most widely e(plored has tended to be 4charisma The table below lists the main leadership traits and skills identified by #togdill in ,<=>. Traits * Adaptable to situations * Alert to social en$ironment * Ambitious and achie$ement*orientated > Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen * Asserti$e * Cooperati$e * 6ecisi$e * 6ependable * 6ominant /desire to influence others3 * !nergetic /high acti$ity le$el3 * &ersistent * #elf*confident * Tolerant of stress * Willing to assume responsibility S"ills * Cle$er /intelligent3 * Conceptually skilled * Creati$e * 6iplomatic and tactful * 7luent in speaking * +nowledgeable about group task * ;rganized /administrati$e ability3 * &ersuasi$e * #ocially skilled The Behavioral School The results of the trait studies were inconclusi$e. Traits amongst other things were hard to measure. -ow for e(ample do we measure traits such as honesty integrity loyalty or diligence? Another Approach in the study of leadership had to be found. 2 Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen After the publication of the late 6ouglas Mc9regor@s classic book The -uman #ide of !nterprise in ,<A1 attention shifted to Bbeha$ioral theories%. Mc9regor was a teacher researcher and consultant whose work was considered to be Con the cutting edgeC of managing people. -e influenced all the 'eha$ioral theories which emphasize focusing on human relationships along with output and performance. McGregors Theory X & Theory Y Managers Although not strictly speaking a theory of leadership the leadership strategy of effecti$ely*used &articipati$e management proposed in 6ouglas Mc9regor@s book has had a tremendous impact on Managers. The most publicized concept is Mc9regor@s thesis that leadership strategies are influenced by a leader@s assumptions about human nature. As a result of his e(perience as a consultant Mc9regor summarized two contrasting sets of assumptions made by managers in industry

Theory # managers $elieves that: D The a$erage human being has an inherent dislike of work and will a$oid it if possible. D 'ecause of this human characteristic Most people must be coerced controlled directed or threatened with punishment to get them to put forth ade)uate effort to achie$e organizational ob"ecti$es. D The a$erage human being prefers to be directed wishes to a$oid responsibility has relati$ely little ambition and wants security abo$e all else. A Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen

Theory % managers $elieve that: D The e(penditure of physical and mental effort in work is as natural as play or rest and the a$erage human being under proper conditions learns not only to accept but to seek responsibility. D &eople will e(ercise self*direction and self*control to achie$e ob"ecti$es to which they are committed. D The capacity to e(ercise a relati$ely high le$el of imagination ingenuity and creati$ity in the solution of organizational problems is widely not narrowly distributed in the population and the intellectual potentialities of the a$erage human being are only partially utilized under the conditions of modern industrial life. It can therefore be seen that a leader holding Theory E assumptions would prefer an autocratic style Whereas one holding Theory F assumptions would prefer a more participati$e style. Bla"e and &outon's &anagerial Grid The Managerial 9rid de$eloped by .obert 'lake and Gane Mouton focuses on task /production3 and employee /people3 orientations of managers as well as combinations of concerns between the two e(tremes. A grid with concern for production on the horizontal a(is and concern for people on the $ertical a(is and plots fi$e basic leadership styles. The first number refers to a leader@s production or task orientationH the second to people or employee orientation

= Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen

'lake and Mouton propose that 4Team Management5 * a high concern for both employees and production * is the most effecti$e type of leadership beha$ior The Contingency or Situational School Whilst beha$ioral theories may help managers de$elop particular leadership beha$iors they gi$e Little guidance as to what constitutes effecti$e leadership in different situations. Indeed most researchers today conclude that no one leadership style is right for e$ery manager under all circumstances. Instead contingency*situational theories were de$eloped to indicate that the style to be used is contingent upon such factors as the situation the people the task the organization and other en$ironmental $ariables. The ma"or theories contributing towards this school of thought are described below. Fiedler's Contingency Model 7iedler@s contingency theory postulates that there is no single best way for managers to lead.

I Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen #ituations will create different leadership style re)uirements for a manager. The solution to a managerial situation is contingent on the factors that impinge on the situation. 7or e(ample in a highly routine /mechanistic3 en$ironment where repetiti$e tasks are the norm a relati$ely directi$e leadership style may result in the best performance howe$er in a dynamic en$ironment a more fle(ible participati$e style may be re)uired. 7iedler looked at three situations that could define the condition of a managerial task: ,. Leader member relations: -ow well do the manager and the employees get along? 0. Task structure: Is the "ob highly structured fairly unstructured or somewhere in between? 8. &osition power: -ow much authority does the manager possess? Managers were rated as to whether they were relationship oriented or task oriented. Task oriented managers tend to do better in situations that ha$e good leader*member relationships structured tasks and either weak or strong position power. They do well when the task is unstructured but position power is strong. Also they did well at the other end of the spectrum when the leader member relations were moderate to poor and the task was unstructured. .elationship oriented managers do better in all other situations. Thus a gi$en situation might call for a manager with a different style or a manager who could take on a different style for a different situation.

< Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen These en$ironmental $ariables are combined in a weighted sum that is termed Cfa$ourableC at one end and Cunfa$ourableC at the other. Task oriented style is preferable at the clearly defined e(tremes of Cfa$ourableC and Cunfa$ourableC en$ironments but relationship orientation e(cels in the middle ground. Managers could attempt to reshape the en$ironment $ariables to match their style. Another aspect of the contingency model theory is that the leader*member relations task structure and position power dictate a leader@s situational control. Leader*member relations are the amount of loyalty dependability and support that the leader recei$es from employees. It is a measure of how the manager percei$es he or she and the group of employees is getting along together. In a fa$ourable relationship the manager has a high task structure and is able to reward and or punish employees without any problems. In an unfa$ourable relationship the task is usually unstructured and the leader possesses limited authority. The spelling out in detail /fa$ourable3 of what is re)uired of subordinates affects task structure. &ositioning power measures the amount of power or authority the manager percei$es the organization has gi$en him or her for the purpose of directing rewarding and punishing subordinates. &ositioning power of managers depends on the taking away /fa$ourable3 or increasing /unfa$ourable3 the decision*making power of employees. The task*moti$ated style leader e(periences pride and satisfaction in the task accomplishment for the organization while the relationship*moti$ated style seeks to build interpersonal relations and e(tend e(tra help for the team de$elopment in the organization. There is no good or bad leadership style. ,1 Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen !ach person has his or her own preferences for leadership. Task*moti$ated leaders are at their best when the group performs successfully such as achie$ing a new sales record or outperforming the ma"or competitor. .elationship*oriented leaders are at their best when greater customer satisfaction is gained and a positi$e company image is established

The (ersey)Blanchard &odel of Leadership The -ersey*'lanchard Leadership Model also takes a situational perspecti$e of leadership. This model posits that the de$elopmental le$els of a leader@s subordinates play the greatest role indetermining which leadership styles /leader beha$iours3 are most appropriate. Their theory is based on the amount of direction /task beha$iour3 and socio* emotional support /relationship beha$iour3 a leader must pro$ide gi$en the situation and the Cle$el of maturityC of the followers. D Tas" $ehaviour is the e(tent to which the leader engages in spelling out the duties and responsibilities to an indi$idual or group. This beha$iour includes telling people what to do how to do it when to do it where to do it and who@s to do it. In task beha$iour the leader engages in oneway communication. D *elationship $ehaviour is the e(tent to which the leader engages in two*way or multi* way communications. This includes listening facilitating and supporti$e beha$iours. In relationship beha$iour the leader engages in two*way communication by pro$iding socio* emotional support. D &aturity is the willingness and ability of a person to take responsibility for directing his or her own beha$ior. &eople tend to ha$e $arying degrees of maturity depending on the specific task function or ob"ecti$e that a leader is attempting to accomplish through their efforts. In summary therefore leader beha$iors are gi$en below ,, Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen +irective Behavior ;ne*Way Communication D 7ollowers@ .oles Clearly Communicated D Close #uper$ision of &erformance Supportive Behavior Two*Way Communication D Listening pro$iding support and encouragement D 7acilitate interaction In$ol$e follower in decision*making

7or 'lanchard the key situational $ariable when determining the appropriate leadership style is the readiness or de$elopmental le$el of the subordinate/s3. As a result four leadership styles result: D +irecting: The leader pro$ides clear instructions and specific direction. This style is best matched with a low follower readiness le$el. D Coaching: The leader encourages two*way communication and helps build confidence and moti$ation on the part of the employee although the leader still has responsibility and controls decision making. #elling style is best matched with a moderate follower readiness le$el. D Supporting: With this style the leader and followers share decision making and no longer need or e(pect the relationship to be directi$e. &articipating style is best matched with a moderate follower readiness le$el. ,0 Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen D +elegating: This style is appropriate for leaders whose followers are ready to accomplish a particular task and are both competent and moti$ated to take full responsibility. 6elegating style is best matched with a high follower readiness le$el. To determine the appropriate leadership style to use in a gi$en situation the leader must first determine the maturity le$el of the followers in relation to the specific task that the leader is attempting to accomplish through the effort of the followers. As the le$el of followers@ maturity increases the leader should begin to reduce his or her task beha$iour and increase relationship beha$iour until the followers reach a moderate le$el of maturity. As the followers begin to mo$e into an abo$e a$erage le$el of maturity the leader should decrease not only task beha$iour but also relationship beha$iour. ;nce the maturity le$el is identified the appropriate leadership style can be determined. 4.3.3 Tannenbaum & Schmidts Leadership Continuum ;ne criticism of early work on leadership styles is that they looked at styles too much in black and white terms. The autocratic and democratic styles or task*oriented and relationship*oriented styles which they described are e(tremes whereas in practice the beha$iour of many perhaps most leaders in business will be somewhere between the two. Contingency theorists Tannenbaum and #chmidt suggested the idea that leadership beha$iour $aries along a continuum and that as one mo$es away from the autocratic e(treme the amount of subordinate participation and in$ol$ement in decision taking increases. They also suggested that the kind of leadership represented by the democratic e(treme of the continuum will be rarely encountered in formal organisations. 7our main leadership styles can be located at points along such a continuum: ,8 Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen D !utocratic: The leader takes the decisions and announces them e(pecting subordinates to carry them out without )uestion /the Te ing style3. D ,ersuasive: At this point on the scale the leader also takes all the decisions for the group without discussion or consultation but belie$es that people will be better moti$ated if they are persuaded that the decisions are good ones. -e or she does a lot of e(plaining and @selling@ in order to o$ercome any possible resistance to what he or she wants to do. The leader also puts a lot of energy into creating enthusiasm for the goals he or she has set for the group /the Se ing style3. D Consultative: In this style the leader confers with the group members before taking decisions and in fact considers their ad$ice and their feelings when framing decisions. -e or she may of course not always accept the subordinates@ ad$ice but they are likely to feel that they can ha$e some influence. Jnder this leadership style the decision and the full responsibility for it remain with the leader but the degree of in$ol$ement by subordinates in decision taking is $ery much greater than telling or selling styles /the Consu ting style3. D +emocratic: Jsing this style the leader would characteristically lay the problem before his or her subordinates and in$ite discussion. The leader@s role is that of conference leader or chair rather than that of decision taker. -e or she will allow the decision to emerge out of the process of group discussion instead of imposing it on the group as its boss /the !oining style3. What distinguishes this approach from pre$ious discussions of leadership style is that there will be some situations in which each of the abo$e styles is likely to be more appropriate than the others. D Telling: In an emergency a telling style may be most appropriate and would normally be considered "ustified by the group /as long as the general climate of that group is supporti$e and mature3. ,> Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen D Selling: The selling style would tend to fit situations in which the group leader and he or she alone possesses all the information on which the decision mus t be based and which at the same time calls for a $ery high le$el of commitment and enthusiasm on the part of group members if the task is to be carried through successfully. D Consulting: The consulting style is likely to be most appropriate when there is time in which to reach a considered decision and when the information on which the decision needs to be based lies among the members of the group. D -oining: The "oining style is appropriate under similar conditions with the important e(ception that this is likely to be appropriate only in those instances where the nature of the responsibility associated with the decision is such that group members are willing to share it with their leader or alternati$ely the leader is willing to accept responsibility for decisions which he or she has not made personally. 4.3.4 Adairs Action-Centred Leadership Model Gohn Adair has a long pedigree in the world of leadership. The Adair model is that the action*centred leader gets the "ob done through the work team and relationships with fellow managers and staff. According to Adair@s e(planation an action*centred leader must: D direct the "ob to be done /tas" structuring3 D support and re$iew the individual people doing it D co*ordinate and foster the work team as a whole

,2 Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen

Action-Centred Leadership Model (Adair, 1973)

-is famous three circle diagram is a simplification of the $ariability of human interaction but is a useful tool for thinking about what constitutes an effecti$e leaderKmanager in relation to the "ob heKshe has to do. The effecti$e leaderKmanager carries out the functions and e(hibits the beha$iors depicted by the three circles. #ituational and contingent elements call for different responses by the leader. -ence imagine that the $arious circles may be bigger or smaller as the situation $aries i.e. the leader will gi$e more or less emphasis to the functionally*oriented beha$iors according to what the actual situation in$ol$es. The challenge for the leader is to manage all sectors of the diagram: Tas" Team D maintain discipline ,A Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen D define the task D make the plan D allocate work and resources D control )uality and rate of work D check performance against plan D ad"ust the plan

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen D build team spirit D encourage moti$ate gi$e a sense of purpose D appoint sub*leaders D ensure communication within group D de$elop the group

Individual D attend to personal problems D praise indi$iduals D gi$e status D recognize and use indi$idual abilities D de$elop the indi$idual

Leaders and Followers The models discussed so far ha$e dwelt on the leader as some frontal figure who stands out from the rest as being somehow different and 4leading5 the rest of the people. The discussion now mo$es to recognition of the importance of the leaders% relationship with hisKher followers and an interdependency of roles. Lo longer the hero or solo leader but the team leader. Lot the leader always out in front but the leader who has the capacity to follow. Lot the master but the ser$ant. Servant Leadership The notion of 4#er$ant Leadership5 emphasises the leaders% duty to ser$e hisKher followers * leadership thus arises out of a desire to ser$e rather than a desire to lead .obert 9reenleaf founder of the Center for #er$ant Leadership describes it as follows: The servant-leader is servant first t begins with the natural feeling that one wants to serve, ,= Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen to serve first! Then conscious choice brings one to aspire to lead! "e or she is sharply different from the person who is leader first, perhaps because of the need to assuage an unusual power drive or to ac#uire material possessions! $or such it will be a later choice to serve % after leadership is established! The leader-first and the servant-first are two e&treme types! 'etween them there are shadings and blends that are part of the infinite variety of human nature! The difference manifest itself in the care ta(en by the servant-first to ma(e sure that other people)s highest priority needs are being served! The best test, and difficult to administer , is* do those served grow as persons+ do they, while being served, become healthier, wiser, freer, more autonomous, more li(ely themselves to become servants, -nd, what is the effect on the least privileged in society+ will they benefit, or, at least, will they not be further deprived,. Ta"en from the Servant as Leader pu$lished $y *o$ert Greenleaf in ./0. Characteristics of Servant Leaders are as follows: /ervant-Leadership is a practical philosophy which supports people who choose to serve first, and then lead as a way of e&panding service to individuals and institutions! /ervantleaders may or may not hold formal leadership positions! /ervant-leadership encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment!. Ta"en from the Center for Servant Leadership we$ site1 !pril 2003. The emphasis on ser$ing a higher purpose has made this model popular within the Church and other religious institutions.

+efining Leadership If you ask an accountant how to calculate the purchasing power of the dollar she would tell you to di$ide the consumer price inde( for the base period of ,<I0*,<I> by the ,I Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen

consumer price inde( of a gi$en year. #imple. In almost e$ery technical field ** the so* called hard sciences of business such as finance and accounting production information systems and contract administration for e(ample ** concepts are well defined and uni$ersally understood. An asset is measured in the same way from one company to the ne(t. There is an e(tensi$e regulatory en$ironment to insure that generally accepted accounting principles /9AA&3 are applied across the board to all businesses This is not the case in de$eloping useful principles to go$ern the social systems of organisations howe$er. Instead there is a rather collo)uial "argon that lea$es an impression of the field being a rather soft science because so many competing conceptual definitions e(ist for the same phenomena. Leadership for e(ample has literally hundreds of definitions in both academic and practitioner circles is a concept thought to be ob$ious and understood by anyone who comprehends !nglish. Alas it is not. There are as many definitions of leadership as there are authors. That is an unfortunate conse)uence of the lack of agreement about whether leadership is a position a person a beha$ioural act a style or a relationship as much as it is due to the lack of agreement about e(actly who or what we are actually referring to. ;b$iously if it can mean anything it means nothing. The American cultural mindset of leadership as a heroic act and a singular achie$ement is created in part by the news entertainment and ad$ertising media that shapes our impression of the con$entional organisational world. The business press is $aried in its approach to leadership but in the $ast ma"ority of cases report on the men and women at the $ery top of organisations. 7ortune magazine focuses on C!;s of the largest organisations while 7orbes focuses on the entrepreneurs behind small and mid*size companies for e(ample. A new entrant in the business press 7ast Company has rocketed in circulation and ad$ertising pages due to its e(treme emphasis on the heroic larger than life accomplishments of a new generation of organisational cowboys and cowgirls seemingly single*handedly reshaping the contours of the business world. In a ,< Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen

$ery e(citing format and nou$eau design style 7ast Company portrays achie$ements as nothing short of indi$idual brilliance and panache. The real world isn@t )uite so dependent on the e(ploits of lone*ranger type C!;s. 'ut the truth is sometimes harder to accept because while indi$iduals do indeed make a big difference their successes are intimately related to the cooperation and hard work of a small army of colleagues peers CbossesC CsubordinatesC mentors and customers combined with good fortune. Though perhaps suitable as a symbol the icons we so fre)uently read about are really only an easy shorthand for a description of the work of innumerable indi$iduals who made success happen. There are after all 0<8 111 employees at 9! ,,= 111 at Walt 6isney and the Mirgin 9roup has slightly more than ,1 111.

#till the business press shares a similar perspecti$e about leadership: that it is centered in a single person at the top who appears to ha$e the responsibility for all decisions right or wrong. Clearly it is a heroic model. The indi$iduals are seen as $ictors in the struggle for the corner office and while ensconced there some are tough task masters with a no* nonsense approach others are more people*oriented. 'ut it is the self*determination the intelligence foresight the strategic brilliance of these indi$iduals who $irtually alone create organisational success for companies large and small. It is a traditional model with basically two features of leadership. 7irst it is the main function of the indi$idual at the top to na$igate the organisation through a highly competiti$e global marketplace constantly ad"usting the strategy and $ision in order to succeed. In the ine$itable personal profiles that accompany the accounts of success or failure in this e(ternal strategic battlefield leaders are portra yed as either good guys /only 8 per cent of the time are they gals in the 7ortune ,1113 or bad guys. Clearly they con$ey a model of leadership being centered in a C!; taking control of the organisation and using it as an instrument of his or her will. 01 Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen

Second1 the positional leader #econd the positional leader lays out the internal structures and processes that as if a well*oiled machine put in motion accomplishes the work. Thus it is important to establish a common frame of reference when we talk about leadership. #ome organisations e)uate leadership with management. ;thers e)uate it with financial success. #till others e)uate it with getting employee compliance. Jsually leadership is simply thought to mean being in charge. 7or &eter 6rucker /,<<I3 considered the father of modern management thinking a leader is: Cthe person who has responsibility and who has followers.C As such it is a formal role played by someone gi$en authority to pro$ide CresponsibilityC in an organisation. This is $ery compatible with what we ha$e seen that focuses attention in much of the corporate world on the leadership beha$iour of those at the $ery top of organisations. Jnfortunately few organisations ha$e gone much further than a general ad$ocacy of a certain e(ecuti$e Ccommand presenceC and few ha$e truly institutionalised the practice. In other cases indi$iduals are left to themsel$es to figure out how to succeed as a leader gi$en the pre$alence of certain norms. Jnlike the e(istence of 9AA&s there is no con$ention regarding a single acceptable leadership standard. More importantly there is no con$ention that asserts the appropriate beha$iour of C!;s. They are allowed to impose personal beliefs philosophies and beha$iours freely so long as they are not illegal and they retain the confidence of their boards of directors. Thus the test of institutionalisation of leadership best practices is )uite important though illusi$e ** and will remain a future challenge for the profession.

0, Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen

,4*,5S6 57 T(6 ST4+% This study gi$es essential information on the causes of leadership management and its corresponding effects to the organization that will assist in the proper management of leadership management. What has been presented is a general structure that describes how leadership management is managed in organization. This study can be useful tool for leadership management researchers and practitioners both to understand better and predict decision modes and methods that are likely to be used by decision makers to address leadership management. SC5,6 57 T(6 ST4+% In $iew of the time and other constraints the report deals with different sub sectors selecti$ely rather than comprehensi$ely. The researcher is confident that this report will also be useful for utilizing it as a comprehensi$e tool for managing the leadership management in the organizations. There are $ariety of organizations which are e(tremely poor in their employee%s producti$ity and "ob performance. This number has gone up as a result of poor leadership management management within the organizations. To boost up the employee%s producti$ity and "ob performance leadership managements should be managed at the essence of leadership management management. The study will be conducted in the &akistani organizations. The study will also be limited to the "urisdiction of &eshawar. In conclusion the report would like to emphasize the 00 Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen important role of the effecti$e leadership management management in boosting the employees% producti$ity and "ob performance. It would pro$ide ma(imum policy support by impro$ing the institutional and implementation capacity of all the departments and organizations dealing with leadership management management. That in turn will re)uire the appointment and induction of )ualified professional and policy makers in the field of leadership management management. B!C8G*549+ 57 T(6 ST4+% The de$eloping countries like &akistan depend on the growth of their Industrial sector because they help a lot in the socio economic de$elopment of that country. Industrial sector is a great source of de$elopment that plays an important role in the economic growth of a country. The role of the manager in the progress of the organization is )uiet significant. 'ut sometime the management is facing a leadership management in the organization which tests the actual ability of the managers to manage it effecti$ely. !ffecti$e leadership management management has always played positi$e role in the achie$ement of the organizational ob"ecti$es and employee%s producti$ity and "ob performance. At the time of independence the areas that constitute &akistan were producing only food grains and agriculture raw materials. There were no industries and whate$er raw materials were produced being e(ported. After the e$olution of the industrial sector in &akistan organizations are e(panding rapidly. ;n the one side organizations rapid growth has rewarded much more profit to the organization but on the other hand it created leadership managements in the organizations. In this study the researcher will 08 Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen e(amine the effecti$e leadership management management and its impact on employees% producti$ity and "ob performance.

5B-6CTI:6S 57 T(6 ST4+% The under mentioned are the main ob"ecti$es of the study:

To know the impact of effecti$e leadership management management on employee%s performance. To know the impact of effecti$e leadership management management on employee%s producti$ity. To analyze the cause and effect relationship of effecti$e leadership management management and employee%s producti$ity and performance. To highlight the pros and cones of effecti$e leadership management management. To recommend the rele$ant information for managing the leadership management effecti$ely.

0> Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen

LI&IT!TI59S 57 T(6 ST4+% The under mentioned are the limitations of the study: Limited e(cess to the all rele$ant data. Time bound of si( months to complete the study. Lack of financial resources. Law and order situation in the region. Lack of work done already on this study. ;ther constrains.

02 Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen

&6T(5+5L5G% 57 T(6 ST4+% 7or this study the most important task was to collect as much )uality information about the problem as possible. 6ue to this reason a number of techni)ues used to collect the re)uired material and compile the report. The methodology which was adopted for this research is based on both the primary data as well as secondary data. While preparing report following data collection techni)ues ha$e been used. a; ,rimary +ata collection It was collected through i3 ii3 Nuestionnaire &ersonal obser$ations

$; Secondary +ata collection i3 ii3 iii3 i$3 $3 $i3 ,rimary +ata The first hand data i.e. the data collected for the first time is called as primary data. The Sources of ,rimary +ata &ersonal obser$ations. 0A Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen 'ooks Internet Lewspaper Gournals Library Tele$ision

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen

Secondary +ata And the data which is collected from other sources and already processed through mathematical and statistical techni)ues are called the secondary data! The Source for Secondary +ata Annual .eports Articles by different scholars. .ele$ant books 9o$ernment documents $isiting libraries. Internet Lews papers Tele$ision

SC(6&6 57 T(6 *6,5*T The scheme of the report is as following Chapter one includes statement of the problem and ob"ecti$es of the study Chapter two consists of literature re$iew. Chapter three describes the research methodology of the study. Chapter four describes data analysis. Chapter fi$e is consists of findings conclusion and recommendations. 0= Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen

Leadership is the desire and ability to inspire individual achievement, while a leader is just a guy at the top of the heap worried about his own - Keith Mullen Chapter si( includes bibliography.

0I Leadership is the desire and ability to inspire indi$idual achie$ement while a leader is "ust a guy at the top of the heap worried about his own * +eith Mullen