Organizational leadership involves processes and proximal outcomes

nOrganizational leadership involves processes and proximal outcomes (such as

worker commitment) that contribute to the development and achievement of
organizational purpose.

Organizational leadership is a dual focused management approach that works

towards what is best for individuals and what is best for a group as a whole
simultaneously. It is also an attitude and a work ethic that empowers an
individual in any role to lead from the top, middle, or bottom of an
organization.
Organizational leadership requires the following:
• Ethics - Organizational leadership requires ethics. Ethics aids leaders in
balancing truth and loyalty, individuals and communities, short-term and
long-term, and justice vs. mercy.
• Communication - The ability to talk to groups as well as individuals
calmly and clearly and to practice active listening is incredibly important.
• Vision - Organizational leaders must have a vision for the future. They must
have the ability to solve problems regarding employee relations and
productivity as well as make decisions that affect the direction of the
organization. Vision is nothing without leadership. In order to enact and
implement change, an individual must have leadership and motivational
skills.
 ORGANIZATIONAL LEADERSHIP
STYLES

1. Transformational
6. Servant Leadership
Leadership
7. Transactional Leadership
2. Democratic Leadership 8. Situational Leadership
3. Autocratic Leadership
9. Cross-Cultural Leadership
4. Laissez-Faire Leadership 10. Charismatic Leadership
5. Bureaucratic Leadership
1. Transformational Leadership - A transformational leader is one
who navigates an organization toward improvement by changing
existing thoughts, procedures, and culture.

2. Democratic Leadership - This demands a leader who knows how

to cultivate participation, empower team members, and work
directly alongside organizational members at every level.
3. Autocratic Leadership - This is a common leadership style in which
all key decisions go through a top figure and in which most members of
the organization answer to a hierarchy that leads up to this figure.
4. Laissez-Faire Leadership - Laissez-faire leadership is a style in which
organizational leaders take a hands off approach to decision-making and task-
completion.

5. Bureaucratic Leadership - Bureaucratic leadership refers to organizational

leadership through a highly formalized set of processes, procedures, and
structures.
6. Servant Leadership - refers to a decentralized style in which a leader
satisfies the needs of stakeholders first. The leader works directly with
organizational members at every level to make decisions.
7. Transactional Leadership - The job of leadership is to ensure
individuals perform their roles correctly and effectively, and that group
performance produces positive outcomes.
8. Situational Leadership - refers less to one specific style of leadership
and more to the idea of leadership as an inherently adaptable
responsibility.
9. Cross-Cultural Leadership - This type of leader knows how to
navigate these differences to unite culturally-diverse partners, achieve
unified goals, and create pathways to common ground.
10. Charismatic Leadership - depends significantly on the compelling
personality of the leader. This type of leader will inspire others
through commitment, conviction, and positive example.
ORGANIZATIONAL LEADERSHIP STYLES TOP QUALITIES

1. Transformational Leadership Innovative, Empathetic, Motivational

2. Democratic Leadership Actively Engaged, Supportive, Accountable

3. Autocratic Leadership Disciplined, Decisive, Confident

4. Laissez-Faire Leadership Open-minded, Trusting , Communicative

5. Bureaucratic Leadership Organized , Consistent , Focused

ORGANIZATIONAL LEADERSHIP STYLES TOP QUALITIES
6. Servant Leadership Receptive, Persuasive, Encouraging

7. Transactional Leadership Regimented , Focused, Efficient

8. Situational Leadership Nimble, Adaptable, Versatile

9. . Cross-Cultural Leadership Inclusive, Respectful, Versatile

10. Charismatic Leadership Inspiring, Influential ,Personally invested

 Five organizational leadership skills that
leaders need to succeed in today’s business
world
1. Leading People - To lead authentically, a manager must be able to
direct and motivate a team. Leaders should identify the strengths of
each individual, empowering employees and delegating responsibilities
accordingly.
2. Strategic Decision-Making -No matter what the business climate, a
leader must be able to make decisions that reflect the best interests of a
company’s short-term and long-term goals.
3. Conflict Management - Leaders have to manage conflict in the
workplace, which can be a formidable task in some industries. Resolving
conflict is about more than choosing sides; it is about weighing the
priorities of the parties involved, resolving the situation in an effective
way, and learning from the experience as a whole.
4. Participative Management - Companies are not looking for leaders
who rule from afar and hand down decisions without collaboration.
Progressive business models show participative management, where
employees are involved in the decision-making process, can greatly
benefit a business.
5. Challenging the Status Quo - To promote growth, businesses must go
beyond the status quo. A leader must reflect on the company’s goals
and employ critical thinking skills and reflection to find innovative
ways to elevate the business.
 Tips for Effective Organizational Leadership
• A leader must lead himself, only then he can lead others. He must be committed on
personal and professional front, and must be responsible. He must be a role model for
others and set an example for them.
• A leader must boost up the morale of the employees. He should motivate them well so
that they are committed to the organization. He should be well acquainted with them,
have concern for them and encourage them to take initiatives. This will result in more
efficient and effective employees and ensure organizational success.
• A leader must work as a team. He should always support his team and respect them. He
should not hurt any employee. A true leader should not be too bossy and should not
consider him as the supreme authority. He should realize that he is part of the
organization as a whole.
 COORDINATION
• Co-ordination is the unification, integration, synchronization of the
efforts of group members so as to provide unity of action in the
pursuit of common goals. It is a hidden force which binds all the other
functions of management.
 Co-ordination is an integral element or ingredient of all the managerial
functions
• Co-ordination through Planning - Planning facilitates co-ordination by integrating the various
plans through mutual discussion, exchange of ideas. e.g. - co-ordination between finance budget
and purchases budget.
• Co-ordination through Organizing - Mooney considers co-ordination as the very essence of
organizing. In fact when a manager groups and assigns various activities to subordinates,
and when he creates department’s co-ordination uppermost in his mind.
• Co-ordination through Staffing - A manager should bear in mind that the right no. of personnel
in various positions with right type of education and skills are taken which will ensure right
men on the right job.
• Co-ordination through Directing - The purpose of giving orders, instructions & guidance to the
subordinates is served only when there is a harmony between superiors & subordinates.
• Co-ordination through Controlling - Manager ensures that there should be co-
ordination between actual performance & standard performance to achieve
organizational goals.
 Limitations of Coordination
in Management
• Lack of Administrative Talent – While hiring employees, it is possible
that some inefficient candidates get selected who do not understand
the administrative procedures properly. This can result in ineffective
coordination.
• Misunderstanding – In a large organization, hundreds of employees
work together and interact on a daily basis. Ideally, they must have
a mutual understanding and work as a team. However, in many cases,
misunderstandings creep in between employees which creates a
problem in coordination.
 Nature of Coordination
1.Group effort
Coordination integrates the efforts of individuals and departments to make them work
as a group. The group works to maximize group goals as well as organizational goals.
It ensures that individuals work as a group to promote their individual and
organizational goals.
2. Unity of action
Every individual and department has his own perspective or way of achieving the
organizational goals. Coordination ensures unity of action amongst individual and
departmental activities. It ensures that activities of each individual, group and
department are headed towards the common goal. All activities should be performed
within the framework of policies, procedures etc.
 3.Common goal - Each individual and department strives to maximize
its goal. Coordination maintains balance among individual,
departmental and organizational goals. It ensures that resources and
tasks are assigned to individuals and departments in a manner that
working of one department promotes the working of other departments.
4. Continuous process - Coordination is not a one-time attempt to
integrate the individual goals. It is a continuous process that keeps going
as long as the organization survives.
5. Managerial responsibility - Co-ordination is the responsibility of
every manager at every level for every operative function (production,
finance, personnel and sales). All managers continuously coordinate the
efforts of people of their respective departments.
6. Essence of management - Coordination is not a separate function of
management. It is required for every managerial function. Managers
coordinate human and non-human resources, internal and external
organizational environment, while carrying out the managerial
functions of planning, organizing, staffing, directing and controlling.
Coordination is, thus, the ‘essence of management.’
7. Synthesis of efforts - Coordination integrates and synthesizes the
efforts of people of all departments at all levels towards common
organizational goals. It also synthesizes the organizational
resources (physical, human and financial) to collectively contribute
to organizational goals.
8. Necessary obligation - Coordination is not something that managers
may or may not strive for. All managers (also non-managers) must
direct their efforts towards a common goal, considering this as their
necessary obligation. It is an inevitable area of management.
9. Deliberate effort - Coordination is not a spontaneous effort of
managers. Managers make deliberate efforts to coordinate the
departmental activities.
 Types of Coordination
1. Internal and External Coordination, and
2. Vertical and Horizontal Coordination.
• Internal Coordination is the activities of departments and people working
within the organization.
• External Coordination is the activities of the organization with units outside
the organization (Government, customers, suppliers, competitors etc.).
Vertical and Horizontal Coordination
• Vertical coordination is achieved among the activities of people working at
different levels. It coordinates the activities of top managers with those of
middle and lower level managers.
It is the linking of activities at the top of the organization with those at the
middle and lower levels in order to achieve organizational goals. Vertical
coordination can be achieved through span of management, centralization,
decentralization and delegation.
• Horizontal coordination is achieved amongst activities of
different departments working at the same level.
• It is the linking of activities across departments at similar levels. It
links the activities of four primary departments (production, finance,
personnel and sales).
 References
• https://online.lewisu.edu/maol/resources/top-5-organizational-leadership-skills-leaders-need
• https://www.businessmanagementideas.com/notes/management-notes/coordination/coordination-
meaning-need-and-principles-organisation/4999
• https://www.managementstudyguide.com/coordination.htm
• https://www.toppr.com/guides/business-management-and-entrepreneurship/direction-and-
coordination/importance-and-limitation-of-coordination/
• https://online.seu.edu/program-resources/what-is-organizational-leadership/