Running Head: LEADERSHIP AND MANAGENET

Leadership Research and Implications for the Effective Management of People and Outcomes
[Name of Writer]
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Leadership and Management

Leadership Research and Implications for the Effective Management of People and Outcomes

Introduction
Leadership is the most studied aspect of any business organization. The qualities
associated with leading a team takes highly developed potential skills, thoughts, creative thinking
and dedication. It is the most prominent subject of a business organization because it evaluates
the difference between success and failures. Leadership and management are two diversified and
complementary systems of action. Both are necessary elements for progressing and volatile
business environment. The real challenge is the combination of the strong leadership skills with
proper organizational management to balance the end productivity of the business unit.
Leadership management and the expertise in this field require a blend of skills and extraordinary
capabilities of an individual.
This paper discusses the leadership theories with their relation to managerial practices.
The knowledge and the core concept of Ohio and Michigan studies and the Contingencies
theories are examined. The future development of emotional intelligence is also explained in the
text. The importance of leadership skills in an organizational structure is highlighted with the
application of relative theories mentioned in context of the organizational behaviour of the
people. Leadership traits and the application of their theories are explained by understanding the
relationship between leadership and motivation. The explored concepts of leadership theories
will be applied to managerial practices in an organization and the relative behaviour of the
people will be examined.

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Knowledge and understanding of the core concepts for Leadership Theory

Ohio and Michigan studies
Leadership values have developed widespread scholastic importance since the last four
decades. The leadership interests range over many intellectual and scholarly capabilities,
disciplines and levels of analysis (Rousseau et.al 1998, p. 393). Barney and Hansen (1994)
highlight the importance of these interests in variety of strategic and managerial areas. This
includes the developmentof competitive advantages and enhancing the strategic implementation
effectiveness. Multiple studies have been analysed to focus on the outcomes of subordinates
trust on their leaders (p. 180-182). Dwivedi (1983) support that the workers (followers) trust in
their leaders is an important milestone for achieving positive outcomes with respect to individual
and organizational performances.
Important gaps in an individuals knowledge remain after studying the trust in leadership
scenarios. Lesser advancement has been made in defining the concept of trust in context of workleader relationship. Dirks and Ferrin (2002) indicates that multiple perceptual antecedents are
related to the trust in leaders. Parallel hypothesis were conducted using two testing measures of
task orientation trusts and relationship orientation trust models. The hypotheses were conducted
by considering correlation and multiple regression analysing independent, control and
antecedents (predictor) variables. In the cases of t task orientation trusts and relationship
orientation trust models, the negatively worded items were recorded to evaluate the mean score
of the item using the variable of task index. The task index score shoed higher trust levels when
their mean scores were high indicating a strong relationship between a leader and his
subordinate. In this way, relative magnitude of trust perceptions were examined by considering
different context related dimensional definitions of trust (pp. 375-378).

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Situational or Contingency theories

Researchers investigate the areas of most promising streams of theories and investigate
the contingencies of leadership effectiveness. Fiedlers (1971) model of contingencies provided a
greater insight of the leadership effectiveness. The theory was based upon three primary
functions. These include the managerial power, nature of the subordinates job and the mode of
interpersonal relationships between a leader and his follower. Fiedlers theory explains the
concept of reward dependency and the leader competency (pp. 13-15). In support of this, Thibaut
and Kelly (11) claim that a dyadic relationship is maintained by an individual control and the
dependence of the relationship of another individual (Monsen 1972, pp. 125). Bower and
Richard (1973) researched the concept of reward dependency and its effect on learning
behaviour. They theory highlighted the dependency of rewards of any follower if the leader is in
control of the reinforcement. The theories indicate that the leadership level and its efficiency are
robustly perceived by task competency variable with respect to the leader and the dependence of
rewards on him by his subordinates. The task completion by any leader will facilitate the
development of his followers and will have negative effects on the productivity of the
subordinates if the task was left incomplete by the leader (pp. 483-492).

New Development
Progression towards a thorough understanding of influential leadership was characterized
by alternating sequence of excitement and despair during the 20th Century. Guided by the
theoretical approach, the understanding of transformational leadership has been similar to
leadership research by a strong focus on leader-follower relationships and their interactions. A
new development is of emotional intelligence or EI that has the potential to significantly inform

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leadership traits. Salovey and Mayer (1990) propose that the individuals with higher levels of EI
are able to think critically, understand and manage their emotions accordingly. The associated
behavioural outcomes are consistent with individualized reflection, intellectual capabilities and
their simulation, and the inspirational motivation (pp.185-187).
EI can be the new factor X that makes an individual more aware of related emotional
states of the others by engaging himself in effective leadership attitudes. Higher EI will make an
individual easier to understand the social contexts and emotional states and would be capable of
choosing behaviours that are reliable within the proportions of the transformational leadership
traits. EI can adjust the relationship status between a leader and his follower or subordinates
outcomes. Self-awareness and the insight of the motions deployment create interactive leadership
between EI and the transformational leadership behaviours. The higher levels of EI will,
therefore, enhance the concepts of transformational leadership effectiveness traits. The scope of
EI is in developmental stages (started off with the research activities in 1970s) is yet promising
in spite of the major issues that need to be conclusively settled. The prosperity of relationship
between EI, individuals, and the leadership is compelling to attract researchers globally (Brown
and Moshavi 2005, pp. 867871).

Application of Leadership Theory

Relationship between Leadership and Motivation
Organizational behaviour and learning has been designates as the fundamental strategic
process of sustainable and competitive advantage of the future world. Evidence exists that
leaders possess both transactional and transformational behaviours. The ability to adapt
leadership variants and styles differs across the managerial positions. This occurs because the

Leadership and Management

leaderships differ in their values, orientations and in their transactional and transformational
qualities. Goleman (1998) explained the two characteristics of emotional leadership which
includes self-awareness and self-regulation. These qualities will help the strategic leaders in
adapting different moods and associated behaviours with respect to different situational needs.
Management of organizational learning requires top executives to be transformational (feedforward learning) and transactional that employs feedback learning (pp. 9395).
The prior form of leadership will have a positive impact on challenging the
institutionalized learning concepts but the transactional learning will have a positive impact on
reinforcing the institutionalized learning concepts. The transformational leadership is the form if
charismatic leadership trait that motivates the followers enthusiastic in their work assignments.
This form of leadership trait encourages freedom of thinking and expressing an individuals ideas
and opinions. It forms an inspirational motivation for the followers by employing loyalty of the
subordinates towards their leaders. This involves the concept of individualized consideration by
considering those subordinates who have been neglected for some unknown reasons (Vera and
Crossan 2004, pp. 222225).
Oldham and Cummings (1994) suggests the supportive supervision as a means of
participative management to foster the creativity and work motivation in an organization. In
particular, interest in academics and practitioners arises in the domain of dispersed leadership
styles for enhancing work environments and their dimensions that play a positive role in
creativity and production. Two forms of influential parameters are used that affect the
performance of an individual in an organization. These include the type of leadership existence
and the personal motivation (pp. 607-609).

Leadership and Management

Maslows theory of hierarchy explains the needs that compel them to be motivated for
achieving their desires from the organizational culture. This theory evaluates the scale of an
individual who gets motivated to work if the level of rewards is employed from external entities
to satisfy the internal needs. In order to enhance the organizational performance, it is of prime
importance to recognize the individual needs and provide satisfaction opportunities for them.
Subordinates characteristics and environmental factors greatly influence the success of and
initiate the chances of successful leaderships. Motivational theories provide understanding of
human behaviour and their attributes towards the leadership styles. The concept of leadership
and motivation opens the area of knowledge of how people behave according to their needs and
thus gives an easy selection of individuals or groups who adjust and qualify for specific jobs and
roles in an organization and communities (Nader 2005, pp.1-3)

Effective management of people and OB

Delbecq and Mills (1985) explain that employees will be creative when they are supplied
with adequate resources to work in the organization. Organizational behaviour is the
investigation of human behaviour with their sub ordinates and the organization itself. It is the
interface between sub ordinates behaviour and the organization itself. This study is important
because it impacts our lives significantly. Organizational management is acquired by
understanding human behaviour. This helps the manager to comprehend the behavioural changes
within the different groups of the organization or in the same groups of the organizations.
Organizational behaviour includes management, theories and practices of motivation and the
fundamentals of organizational structure and design (Griffin and Moorehead, 2013, pp. 60-63).

Leadership and Management

Individuals in the organization make up the internal social system of the corporation.
They exist within the organizations to achieve their goals and objectives. For the management
purposes of the people within an organization, the leaders have to deal with individual employees
with the constant monitoring of their task. The managerial positions also need to keep a check on
the dyadic relations including the leader-subordinate interactive communications (Bharathiar
University 2004, p.2).
Organizational management utilizes the human behaviour to achieve the goal of
management plans and the relationship of the organizational employees to its organizational
culture as well as the behaviour. Large number of psychologists and researchers has carried out
research on various issues related to the organizational behaviour. The performance of an
employee and the job role satisfaction are major determinants of the goals of an individual or the
organization as a whole. The growth-oriented approach of any organization is possible when the
employees are properly managed and their organizational behaviour is contributing towards the
productivity of the organization. This type of productivity is ensured by the production quality of
the product with minimum or zero errors practically. The only way to achieve this is strict
motivational forms for the employees for being absent as the absenteeism does not contribute to
the productivity and the progressive growth of any organization. Individual turnover causes
increased cost of production but this is compensated for the performance analysis of an
individual towards his work. They are termed as Satisfied Workers because they contribute to
the appropriate cultural development of an organization (NPP, 2007, pp. 4-5).

Leadership and Management

Outcomes Achieved
Organizational behaviour and the motivational environment between an employee and his
subordinate relates the study of attitude, perception and learning values at an individual level as
well as the organizational level. The study of organizational behaviour explains the processes of
managing stress levels, decision making capabilities and the increased motivational ways with
which people or individuals contribute to the productive output and growth of the organization.
Organizational effectiveness is achieved by leaders to undertake the management of changes
associated with people behaviour and attitudes, designing and assigning of jobs and other
development strategies. Organizational components study should be properly done by
managerial positions including the component of people and their contribution to the
organizational behaviour. The need spectrum of people should b identified by proper
management of interpersonal relationships between a leader and his subordinate (NPP, 2007, pp.
4-5).
Establishing patterns of people management and work organizations are of prime
importance to achieve success globally. This way an organization attracts, develops and
motivates individuals by strong commitment based on skilled and flexible leadership styles. This
is achieved by improving organizational performance through the development of its people by
increasing team work co-operations across all the levels of the organizations. The movement
towards management level and trade union partnership can be fruitful for the progression of an
organization, improved quality performance from the employees result in increased productivity
and well managed organizational structure of any corporation. This development will enhance
productive goals to incorporate flexibility and improved responsiveness by the leaders and

Leadership and Management

thereby creating higher levels of job satisfactions for the individual employees (ACAS, 2013, pp.
1-3).

Conclusion
Leadership influences the performance of an individual as well as the whole
organizational culture. Organizational structure requires a combination of effective leadership
and management traits. Effective leadership traits and their implication to the organizational
behaviour elaborates on the understanding of human behaviour in organizations and the
development of leadership qualities and abilities with respect to the need of the individual
member of the organization. The individual behaviour and its relation to the organizational
behaviour are of prime importance. Inspired leadership styles and its management abilities at
managerial positions play a vital role in the development and sustained productivity of an
organization. It can be concluded that organizational behaviour as a whole and that of an
individual predicts the human behaviour, their motivation towards the productivity of the
organization and thus forms the critical success factor for a leader as well as a follower in an
organization.

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