INFORMATION AND RESEARCH FOR OFFICE

PROFESSIONALS (OBM301)

BIBLIOGRAPHIC CITATION

LEADERSHIP IN BUSINESS MANAGEMENT

Prepared for:
MISS NURFAZLINA BINTI HARIS

Prepared by

Name of student Student ID Group

SITI KHADIJAH BINTI MUHAMMAD RIDUAN SHAH 2018220068 BA1185A
ZULAIKHA BINTI ZARIMAN 2018212604 BA1185A
ANIEZATUL AZMIRA BINTI RAMLAN 2018411936 BA1185A
ANNIE ARUN 2018439476 BA1185A
IFFAH NAZIHAH BINTI JOHARI 2018601208 BA1185A

UNIVERSITI TEKNOLOGI MARA (UiTM)

FACULTY OF BUSINESS MANAGEMENT

SUBMISSION DATE
8 JANUARI 2021
 TABLE OF CONTENTS

TOPIC PAGE
ACKNOWLEDGEMENT i
ABSTRACT ii
INTRODUCTION 1-3
LITERATURE REVIEW 4-25
CONCLUSION 26
ANNOTATED BIBLIOGRAPHY 27-33
APPENDICES 34
 ACKNOWLEDGEMENT

First, we would like to thank God as finally we were able to finish our assignment that
have been given by Miss Nur Fazlina binti Haris. I appreciate and thank Miss Nur Fazlina
for giving us the opportunity to do this project and for providing us with all the support and
encouragement to accomplish the work. We are grateful that Miss Nur Fazlina letting us
understands the and the ways to work on this assignment which is bibliographic citation.
Notes and examples were given to help us to understand this subject well. Fortunately, it
was possible to fix all the problems and we were able to adapt correctly and wisely.
Whatever we have done is only due to such a guidance and assistance and we
would not forget to thank them. We are grateful because we managed to complete this
assignment within the time given by Ms. Nur Fazlina. This assignment cannot be completed
without the effort and co-operation form our group members, Annie, Aniezatul, Khadijah,
Zulaikha and me, Iffah. Finally, we would like to express our gratitude to our friends and
respondents for support and willingness to spend some time with us

i
 ABSTRACT

Leadership is the practice of inspiring a group of people to work towards a common

purpose. In a work environment, this may mean by guiding employees and colleagues with a
plan to meet the needs of the organization. For over years, leadership researchers have
been working to identify elements of leadership that enhance organizational efficiency.
Numerous studies have been performed over the last half century to establish why certain
leaders are more successful than others but, the answer is unclear and leadership
researchers are still struggling to answer this issue.
Leading a team effectively and inspiring team leadership at the workplace in
important to build a perfect teamwork among employees in organization. There are
differences and similarities between leadership and management, and there is a need for
each of these. The manager be something of a “teller” or someone who only know how to
instructs the team what to do, how to react to shift, schedule and organize. But a leader can
be seen as “persuaders” that anyone who takes initiative, encourage discussion and
feedback, inspires employee and motivates the team, also encourages staff to build. This
also includes showing employee what to perform about one’s responsibilities effectively and
regularly manage every success throughout the activities. Therefore, different variables will
lead to the need of all these styles to be used. It offers direction to organization itself as well
as workers. What workers should know is which path an organization is likely to take and
where to follow for terms of quality management. In addition, management has always been
about taking responsibility enough for employee should imitate, feeling excited more about
work, getting motivated to develop skills, as well as contributing of doing what is needed
through both overall team tasks.

ii
 CHAPTER 1

INTRODUCTION

LEADERSHIP IN BUSINESS MANAGEMENT

The topic about leadership has been involve in people culture of life. This is not
unexpected, because there are few more basic perceptions, to the nature of humanity. Being
a part of social class, we are the survival and develop our development with every type of
group. The opportunity of becoming a leader either in small or large group are mostly
needed to ensure our culture follow the right path. Therefore, we have experienced the
impact of leadership from early childhood to adult life, we have all known how the leadership
influence our life. Leadership experienced that we had involve maybe could be something
good and inspiring but something it could turn into a bad thing. Leadership is general topic of
humanity that everyone has their own perspective and opinion.
History of Leadership
The history about leadership begin as early 6th century BC when the commentaries
about how to leading and leaders were written in the book such as Sun Tzu (The Art of
War), Confucius (Analects) and Lao Tzu (Tao Te Ching) but they have not been known in
western civilization until several centuries later. Readers loves to know how leadership
phase in this era and use this ancient text into modern management guidance. In 4 th century
the famous historian in western such as Plutarch, Herodotus and Thucydides were follies
and triumphs of Kings and Prince is chronicled. The philosopher Plato and Aristotle the
ancient historian state that the western people mostly feel the study of power and survival
and the struggle between emotion and emotion is primarily rationale. (Allio 2012)
Dimensions of leadership from theory.
Firstly, leadership is not a pure power exercise, we describe as the manipulation are
used to monitor the thinking or actions of followers. To increase the power of cooperation
among followers, power can exercise psychological fear or power, or subtly by incentives,
punishment, and propaganda. This method of power has been using by most scholars in
modern leadership like “despotism”, “tyranny”, or pure “thuggery” but however not as
leadership. In this theory, we cannot predict the goal of the group but when someone use
this method to force their follower still can consider as power even their even did not leading
their follower. The best example is during Civil War when the president United Stated of
America Abraham Lincoln use his presidential strength to denial the civil right of “habeas
corpus”. He believed only with Union, the Constitution will be protected and finally, slavery
would be ended in the United States. (G Donald Chandler and Chandler)

1
 Next, Do the leaders only gain its power from persuasion their followers to gain
attention from democratic political only? Democracy political as a widespread type, is a
comparatively modern historical phenomenon. According to the historian Francis Oakley in
his book Kingship (2006) most of the history of the president from all cultures are based on
their sacral role but the leader from civil, religious, military and other institutions were follow
hereditary aristocracy. For example, in the United State, the Enlightenment contributed to
the theory that authority stems, from the approval from the govern when the citizen needs a
long time to participate in the election process. Today we can see that mostly leader gain
their position legally by inheriting them or by selection by board of directors or any small elite
body in many sectors from business to sports education. This statement shows us that the
important key for legitimacy is the leader need to gain the position in a general recognized
process in which the followers confer the power enthusiastically. (G Donald Chandler and
Chandler)
Finally, we must know that gaining a position legitimate through institutional position
did not ensure that the position is not automatically holder the position as leader. Manager is
not necessarily leaders but they holder the position that is designed to develop the great
performance of efficient and effective operation with their subordinates. From here outwards,
manager need to persuade their subordinates in order to ensure their goal are acceptable
and follow the direction but if not fully compatible with that of their subordinates, the
subordinates may be allowed to cooperate in return for some kind of institutional benefit , a
great job for example spiritual satisfaction or in education. For sure the subordinates feel
happy if they are working in the good environment management. We had discovered when
these managers will become leaders who convert their subordinates as well into followers.
(G Donald Chandler and Chandler)
Theory of culture in global leadership
The capability of relating to other people are the main important in global leadership
because it is involved the social interaction and social connection with host people. The
quality that need to produce the good global leader was how the leader manage to deal with
other people emotion that come from different cultures and background. They know how to
cope with them easily. The key importance of cultural adjustment is depending on the
capacity of expatriates to develop interpersonal relation with host people. They need to
develop contact with other and understanding host people better. When they are connecting
the link through this method the relationship, partnership will strength the bond between two
individuals and it is easy to develop trust. This will be contributed to better consistent with
expectation and interacting well with each other. [ CITATION Sha17 \l 1033 ]

2
 According to (El-Meligi, 2012) from the comparison between leader and manager
title, we often know that this is the position that was given to the person who are involved in
to be a supervisor in organizational and country. The title such as chief, manager,
supervisor, head, and director; even the boss uses the leader as they official title. When
someone who had a power and authority to in charge with people with the command, fire
and discipline their followers they automatically become a leader. While leading are comes
are focusing how the leader overcome the unable situation to handle the resource that come
from material, informational and financial in the organization. Here is the list about task when
someone is dealing leading operation.
Managerial tasks
1. Design and structure the daily work
2. Design the different task for staff
3. Perform the work with authority
4. Coordinating between unit
5. Negation
6. Set objective to follow
7. Communicating
8. Create the produces and system
9. Resolving problem
10. Supervising the daily job routine
11. Know to dealing emergencies
12. Checking group work
13. Know any change
14. Monitor the work progressing
15. Rewards system
16. Subordinates performance
Personality influence leadership
We often know that leadership mostly common involved with extrovert personality
rather than introvert personality. People tend to feel that introvert personality having a
problem in leadership because of their quiet personality. The academics had approached a
research to categorize that character characteristic expected to achieve has been to
separate them into extroverts and introverts and a lot of study has shown that it is the
extroverts who do better.

3
 LITERATURE REVIEW
LEADERSHIP STYLE

According to (Megheirkouni, 2017); Yahaya and Ebrahim (2016) leadership styles

have proved to be one of the most widely discussed researchers from regions around the
world. Jong and Hartog (2007) Defined leadership as a method of manipulating individuals
to produce the desired results. The style of leadership can be seen as a collection of
management attitudes, habits, attributes, and skills focused on individual and organizational
principles, leadership preferences, and employee reliability in various circumstances
(Mosadeghrad, 2003b). There are many leadership types, such as autocratic, authoritarian,
laissez-faire, charismatic, egalitarian, participatory, situational, transactional, and
transformative leadership (Mosadeghrad 2003b, 2004). Not everyone agrees that the most
productive type of organizational action would result in a specific style of leadership. For
various scenarios, different styles were expected, and each leader needed to know when to
demonstrate a specific approach. For any situation, no leadership style is ideal, because a
leader may have the experience and expertise to act effectively in one situation but may not
emerge as efficiently in another situation.
A leader can motivate subordinates to perform at their highest capacity. This
dimension captures the degree to which management respects workers, acts with fairness
and dignity, encourages effectiveness, and has clear lines of communication with employees
(Aronson et al., 2003). (Avolio et al., 2001b, p. 617), To a more suitable leadership style
called "E-leadership" or "virtual leadership" which is characterized as a process of social
influence mediated by advanced information and technology that produces changes in
individuals, groups, and/or organizations 'attitudes, feelings, opinions, actions and/or
performance. These virtual leaders face two types of challenges which are traditional teams
and those linked to the virtual form (Kayworth and Leidner, 2002). Indeed, this absence of
concrete face-to-face interaction in the virtual teams gives the leader a more decisive and
stronger role which exceeds the classical practices of traditional team management. It is
along those lines that Avolio et al. (2001) underlined that the development of a management
virtual system depends on transactional and transformational leadership styles.
Transformative leadership refers to the capacity of leaders to inspire subordinates by
modifying subordinates' attitudes, views, and principles rather than merely obtaining
conformity to achieve performance beyond expectations (Rafferty and Griffin, 2004). Bass
(1985) theorized that there are four dimensions of transformational leadership: intellectual

4
stimulation, which includes stimulating followers by challenging perceptions, questioning the
status quo, and facilitating reformulation of issues, creativity, intellectual curiosity, and novel
approaches. These styles can make the team more successful in conditions marked by
vulnerability and lack of confidence. The literature on these two styles of leadership
(transformative and transactional) highlights hypothetical interactions between the two styles
and the efficacy of a virtual team. (Bass et al., 2003).
Yousef (2000) proposed that dedication is more favorably correlated with
participative and inclusive leadership styles than task-oriented or structured styles. He
observed that as they live and work, workers are highly dedicated to their organizations,
happier with their employment, and generate greater job efficiency. (Lok and Crawford,1999)
Consideration of the style of leadership has a greater influence on participation than the
composition of the style of leadership. Furthermore, transformative leadership closely
correlates with organizational dedication. On the contrary, transactional leadership has no
meaningful association with organizational dedication. The oversight of leaders who follow
the actions of consultative or participatory leadership.
They noted that transformational leaders can encourage and increase followers'
excitement and organizational participation by helping them address problems creatively
and taking their needs into account as well. Burns (1978), further developed by Bass and
Avolio (1997), further supports this point through the theory of transformative leadership,
which states that all four components, charismatic role modeling, individualized concern,
inspirational motivation, and intellectual stimulation of transformative leadership influence
organisational participation. It is found that these styles of leadership associate favorably
with employees' perceptions of jobs, leadership, and organizational satisfaction. The
consistent absence of the leader-employee partnership has a great effect on the self-esteem
and work satisfaction of the employee.
The style of leadership is much more consensual and, when it is quite good, be 'soft.'
Leadership models need to ensure that they judge by performance rather than processes
and consciously foster a variety of styles of leadership. There are six types of leadership that
leaders use to inspire others and one that is visionary. When an organization wants a new
course, this style is most suitable. Its point is to move individuals into another arrangement
of famous dreams. Visionary pioneers articulate where a gathering is going, however not
how it will arrive – leaving it open to advance, try, face determined challenges for individuals.
Next is Coaching. The one-on-one way of instructing centers around creating people, telling
them the best way to change their presentation, and assisting with connecting their
objectives with the objectives of the organization. For staff who show effort and want more
professional development, coaching works better. But if it is viewed as "micromanaging" an
employee, and undermines his or her self-confidence, it may backfire.

5
 Other than that, there is an affiliate. It forms underlines the value of teamwork and
increases the amicability of the general public by associating individuals with one another.
At the point when this significant for you to help group attachment, boosting spirit, and re-
establish connection in an organization or re-establish lost confidence, it’s especially
valuable. But it has its disadvantages. An undue dependency on group praise would make it
possible to go uncorrected for poor results and persuade that average quality will be
endured. One of the leadership models for empowering others is also Democratic. This style
draws on the experience and expertise of individuals and generates a group dedicated to
the objectives that result. It works better when heading the association should follow is
eccentric, and the pioneer needs to use the basic intelligence of the gathering. In the midst
of emergency, notwithstanding, when basic occasions require quick choices, the agreement
building procedure can be disastrous.
In pacesetting style, for efficiency, the pioneer sets elevated standards. The
individual is fixated on improving it and simpler and asks others something very similar. But
Goleman warns this style should be used sparingly because it can undercut morale and
make people feel as if they are failing. "Our data shows that pacesetting poisons the
environment more often than not," he writes. Finally, the classic "military model” style
leadership is prevalent and perhaps the most commonly used, but the least frequently
successful. It can undercut productivity and work satisfaction because it rarely contains
praise and often employs criticism. Still, in crisis situations, it can be an effective solution
when an immediate turnaround is needed. As James MacGregor Burns argued in his path-
breaking 1978 book, Leadership: "Leadership over human beings is exercised when people
with certain motives and purposes mobilize institutional, political, psychological and other
resources in competition or conflict with others to stimulate, engage and fulfil the motives of
followers."
To start getting an idea of your leadership style, look at the pairs of statements
shown in the box below and place a cross on the line at the point that best reflects how you
relate to the two statements. These are not either/or statements; we can all behave in both
ways, however we appear, albeit slightly, to be drawn more to one than the other. A
statement you are more attracted to is likely to reflect a natural strength within you, while
something that comes less naturally to you is likely to reflect the other statement. Often the
things we do less well are our blind spots, and in leadership, blind spots are extremely
important. You have managers and examiners when you are a junior, who are just too
happy to point out the blind spots. Feedback immediately vanishes as you enter a senior
level, so self-awareness becomes a very significant ability for a leader to have.
Outside their department or company, extraverted leaders like to reflect on the
environment. They network, accumulate money and tend to understand what is happening

6
politically. The power of the extraverted leader is that it is impossible that their department
will lose out by not understanding what is going on around it. When money goes in, the
extravert is going to be there to pitch for it. If there are outside risks, the first one to know
would be the extravert. They tend to do things rather than think about them, so after their
conception, if not before, ideas and strategies are likely to spring into action very quickly.
Introverted leaders are more reflective and relaxed, and their emphasis within their
sphere is more likely to focus on the goings on. While they could well miss out on what is
happening externally, they are likely to have their own department in order and to be
observant of the people inside it. Before acting, and often instead of acting, they prefer to
think things over, more inclined to listen than talk. The consequence is that action can be
slow in coming, but it is likely that essential decisions will be sound. Judging by the amount
of leadership courses and books available, you would have thought that there was a single
correct way of handling and guiding. But, of course, not everyone is different, and just as we
all bring our strengths to the workplace, so we bring leadership to our style.
The leadership nugget comes from the principle that people tend to naturally give
love in the way that they prefer to receive love. As such, they should love in the way their
partner wants to be loved. Just as your style of love should be contingent, so should
your style of leadership. Chapman’s overarching point is incredible when applied to leading.
Following his hypothesis, instead of leading the way you want to be led, you should lead in
the way the other person needs to be led to the way the situation demands. To discover
what style is right, observe what people respond to and what they complain about most
often.
The leadership approach depends on the kind of environment that you are dealing
with. Different companies, different environments. And different times need different styles.
Moreover, Self-regulation guarantees that the motivations and principles motivating the
behavior of leadership are compatible with each other. The theory therefore explains why
there are variations in the energy levels produced when different types of leadership have
different motivations and values that drive their behaviors. Leaders whose leadership
motivations are guided by individuals and whose principles are defined as openness to
change, self-direction, optimism in difficult circumstances, and able to use problem-solving
strategies would subscribe to promotional emphasis.
The relationship between the leader and the follower, the capacity of the leader to
turn ideals into behavior and realities, reflects on these leadership styles and theories.
(Bottomley et al., 2014; Kouzes & Posner, 2002). In addition, because of a pre-disposition to
react to a leadership situation in a specific way, students of different leadership styles and
levels of adaptability apparently do not encounter conflict with the development of critical

7
thinking disposition. Thus, academic workers at universities would also find it impossible
soon to search for a new job as managers provide the best style of leadership.

LEADERSHIP IN ORGANIZATION PERFORMANCE AND EMPLOYEE

SATISFACTION

According to (Mikkelsen & Olsen, 2015), the practical implication of the study is to
demonstrate how leaders of change-oriented actions can affect work efficiency and job
satisfaction by reducing training objectives and increasing employment participation in
organization performance. It also shows the various ways in which work performance and
job satisfaction are affected by change-oriented leadership. It is important to use the
potential of reducing learning requirements and increasing employment participation, to
enhance work performance and job satisfaction. However, learning demands (Mikkelson &
Olsen, 2015) become a day-to-day experience where the frequency of organizational
change is high. It may have a negative impact on employee satisfaction and efficiency due
to the higher level of pressure.
Leadership in organization performance and employee satisfaction frequently strive
to include insight through real or relevant organizational culture actions in various contexts,
information that are useful for leadership development. The task manager or a leader is to
identify a satisfactory compromise between the numerous different patterns of activities as
well as to determine that element of the action is most appropriate to a specific case. Also,
the major objective for undertaking actions is the valuable skill completion of a job given. It
also conducts a mainly concerned with increasing mutual trust, teamwork, employee
performance among the team or organization. To make a good leadership in organization
performance, (Mikkelson & Olsen, 2015) behaviour that must in include in order to have a
good leadership style is to always observing the environment, and also supporting and
discovering new ways to adapt the environment to increase a good organization
performance. It also involves exploring the exciting into new organizational opportunities,
explain the need for change, introducing significant improvements in policies, goods or
procedures, experimenting with new approaches to achieving goals, and encouraging
implementation process.
Leadership behaviour in organization performance can be seen as a justification for
organizational change. Strategic thinking in organization performance refers to an
interpretive method in which people attribute meaning to their experience and construct a
conceptual framework of situations. This (Mikkelson & Olsen, 2015) perspective highlights
the role of the leader in understanding external pressures and incidents, and also places
organizational activities and actions within a wider political and cultural structure. When

8
employees feel the encouragement, confidence and fairness that are the causal factors for
optimistic thoughts, they will experience positive vibes and peaceful emotions that contribute
to productive perceptions against progress and become satisfaction to all the employee in
organization.
The way workers experience perceive sustaining change becomes critical to their feelings,
such as employee satisfaction and actions, and job performance.
Employee performance often caught considerable interest of researchers on the
premise which that would have an influential effect on the performance of work, and it has
been shown that management practices on employee performance appear to contribute to
either the performance of the company, whereas lack of motivation can benefit the
organization. Understanding organizational performance is essential because it often has an
impact on key aspects of organizational behaviour. It confirms that satisfied employees trust
in the success of the organization delivered by the company itself and implies that the
organization is the great place to work, that it can even strip away its own self-preferences
for the objectives of the organization and perform well.
Other than that, this (Al-Sada, Al-Esmael and Faisal, 2017) framework can be
characterised as a situation under which employees may connect mostly with firm as well as
the goals or choose to be member of company. The outcomes for the person, including such
performance, occur on the correspondence “between the” characteristics of a person as well
as the culture of a company. This is to ensure that workers are better able to adapt to that
same work setting if a company’s characteristics are compatible with their individual
orientation It is also mentioned that a friendly environment is positively correlated with the
quality of work life. Within that form in community, workers feel committed towards the
employers and they are comfortable with their own positions. Leadership is a key variable
which leaders can use to point the way and can have a significant impact on morale,
performance, practicality, and commitment.
Pursuing this further, leader needs characteristics that can give rise to different levels
of motivation, which motivation is affected by the quality of the leader and the perception of
work in every situation. Many career that rulers can affect and, thus, rulers must now allow a
stressful war to arise that use of powerful psychological incentives are important to
managers in today’s competitive global economy. Several studies agree on how
transformational leader has a significant positive effect on employee as well as managers
need to take acceptable leadership measures to improve the degree of satisfaction of their
employees. Considerate yet inspiring rulers motivate the workers much as prejudiced
people, and the studies however do not explicitly associate organizational effectiveness with
a specific form of management. Instead, several suggest that a leader should be adapted to
something like the environment in attempt to minimise worker discomfort. Nevertheless,

9
employees’ dedication in the organization are significantly influenced either by action of the
manager and leadership attitude strongly associated linked to both the supervisor support
engagement of workers, while they are critically related to continued commitment.
In other words, leadership and employee gratitude to staff members feeling the
pleasing thoughts and emotions arising from work jobs. In real sense, a comprehensive
assessment with formal education points to the belief which workers cherish their job, while
a pessimistic assessment includes despising the other’s job, looking to work on a variety of
jobs generates happiness, even as opposition to a given profession causes frustration and
discontentment. According to (Hassi, 2019), the nature and style of leader-follower
relationship has a tremendous effect on the job satisfaction of employees. The sources of
employee discontent contribute, in part to differing employment expectations arising from
leadership behaviour. Similarly, recognition has been found to be positively associated with
employee satisfaction as individuals whose work-related accomplishments are appreciated
experience improved job satisfaction. Also, charismatic leadership has been found to have a
powerful impact on job satisfaction.
According to (Amanda, 2019) there are empirical patterns emerging about a good
leader and they also share common strengths for example, the standard of one’s immediate
superiors is a key determinant of job satisfaction, employee engagement and individual
productivity. Leaders who are technically knowledgeable and have a deep understanding of
the core business of their organization, not just administrative knowledge and correlated with
enhance organizational efficiency. The study shows that the consistent with previous
studies, duration of working hours and whether they are employed in a limited and more
personal setting are the key factors on employee job satisfaction. Employees have higher
levels of job satisfaction and lower intention to quit when they think their leader is a business
expert and could do their job if necessary. Although qualities such as emotional intelligence
and charisma may be significant, this kind of “expert leader also makes employees happier
and satisfied with the performance of an organization that being led by a good leader. This
would be something for organizations to consider about when they hire leaders, they need to
sector’s experience and knowledge, counts far more than has been understood in the past.
In the same way, according to (Khandelwal, 2015) some include leadership,
organizational innovation, image and reputation, high employee satisfaction, for
organizations to move forward as successful organization. Besides, easy or intangible
factors will mean developing an effective culture of service and reaction, encouraging
breakthrough thinking, rigour in leadership growth. Also, using technology to increase
bottom line and enhance customer satisfaction for a good feedback, and creating a modern
of system of performance control and excellence in external relations management. It will
rely very much on how employees are organized, how they work, how the government

10
manages many significant changes that these candidates can initiate, and how the
government itself is able to revisit some of its obstructive and obsolete guidelines. As a
result, employers will need to be smart, innovation, value-driven, with a certain scope of
vision and ready to work on new ideas and the same old categories for choosing the new
position of incumbents will perform.
This is a technological evolution of business leaders. Developing economies, cultural
and social constraints ultimately lead to better ways to match up concept of leadership,
basic or day-to-day activities to attain the requirement outcomes throughout all sectors of life
and not just employment. Not just that, authenticity emerges whenever the manager act
behaves in a manner which is compatible through morals and beliefs. Managers need to
establish to communicate a strategy which respects their employees flexible learning or
habits. Their regular acts must be in keeping with their own principal and core values of
business. In order to keep a good organization performance, a leader must guide their
employee well such as they must define, preserve as well as protect the boundary lines that
allow value to be created at task or other elements about the life. To support this, they must
develop communication and collaboration skills.
Additionally, people develop their leadership skills instead of initiating difficult
emphasis on the importance of evaluation and training. Participants in the overall
organizational system establishing innovations on what, how and where problems are
solved together with evaluation but also encourage from the coaching network. Simply
learning through innovative and exciting ways, also acquire new skills to demonstrate that
they can improve performance at work, at home and environment for themselves.
It shows that (Mint, 2015) most organizations concentrate on cultivating individual
leaders, ignoring the mutual efficacy for example, how leaders can come together to lead
the organization of the leadership system, and all leaders and managers in formal
leadership roles. Collective effective leadership drives organizational performance, and
performance leaders as a team are the product of how they communicate with each other,
for instance, the consistency of their interactions, the level of alignment of vision or direction,
the level of understanding on key goals, the level of confidence and fairness, and how well
they work together. The consistency of the leadership discourse is primarily determined by
the degree of mutual leadership effectiveness. It is important for providing leadership to the
entire organization. Also, leadership is like a communication. Leaders spend most of their
days in conversation such as meetings, emails, phone calls and strategic communications.
The way that turn up in these discussions defines any level of effectiveness. The way it turns
up together in these discussions is driving out mutual ability. The nature of a collective
discourse ultimately defines the efficacy of its collaborative leadership and organizational
success.

11
 Moreover, according to (Elizabeth, William, Daniel, Lori and Mingwei, 2017)
researchers suggest how an additional skill, which emphasizes upon inner positive attitude
achievement of commitment to function, be uniquely suited to the promotion of increasingly
productive practices which allow workers to succeed. Organizational commitment can
accomplish whenever a person figures out its time about being himself as well as her own
better version during workplace and to support organizations are doing the same. More
specifically, people argue that when authentic leadership penetrates the procedures of an
organization, that strengths of the latter’s participants could be used to support higher
commitment, success, as well as emotional health. Upon the basis of the whole assumption,
this bibliography extensively examines the consequences of actual support towards greater
processes, only with aim for explaining by which such management may facilitate the
involvement to employees at work, and also many advantages which can accrue to the
companies over which these apply.
In addition, the strong organizational environment promotes the growth of
participants to keep developing on their personal strengths while at the same time
encouraging moral behaviour. In a strong organizational environment, ongoing learning and
open sharing of information are encouraged, in instance, participants know what is best for
each other so that the strengths of both parties can be able to utilised. Practices intended to
maintain all workers get the required acceptable amount of skills-enhancing practices
regarding certain positions in company. Since job duties change throughout company
through sector, another task is to maintain a balance between the abilities of employees and
their roles within the organization. Furthermore, different sectors or environment may put
concentrate of technical roles, such as group work, concern capabilities and communication
skills. Just like stated earlier, a person is somewhat more willing for being encounter
pleasant emotional structures due to its raised degree of personality or emotional integrity.
This also seems to be display greater amount of strength for example, personality,
motivation or tolerance, optimum self-esteem and emotional intelligence. Such positive
characteristics, emotional conditions act as an actual output which leads to the ability of
people for respond to organizational success and good performance to bring employee
satisfaction.
According to (Michelle, 2016), managers are in the best position to have the
leadership required to ensure good work in organization. The context is essential to the
research and practices of leadership. Although many consider that either directly and
intentionally, a role in meaning of creation or implementation of many theory of motivation,
further research to be undertaken to clarify where, why and on what circumstances the
meaning was very relevant. Whereas practitioners and researchers have so far called for an
inclusive context in leadership research, as it is likely to influence the leadership behaviours

12
are successful, it policy brief intentionally overturns its concept, instead of motivating
publishers to evaluate what existing methods blend into non-standard settings, everything
just examines how leader learning could be learned from convincing situations. Leaders in
an organization are required to promote autonomy while retaining power, foster individual
duality and reward cooperation, and ensure versatility and performance.
In this context, individuals become depended upon to combine innovation with
consistency or to encourage leaders that meet and sometimes exceed the expectations,
also demonstrating personal accountability or ensuring the very well of employees. An
organizations face its diverse collection the activities, variety among stakeholders, as well as
continuing uncertainty but ambiguity which make multiple management more difficult. Many
challenges faced by leaders to provide the required or appropriate information to make a
choice needing them to organize its information or the abilities that have been found within a
company on the basis of its organizational setting. In this wider sense, it can be stated
because depending on the context, any analysis or training regarding leading is increasingly
challenging across sectors. Organizations need leaders and followers with expertise,
cognitive abilities, beliefs, commitment and inspiration that guide throughout constantly
uncertain also evolving situations.
Next, analyse a leadership development viewpoint that can help executives and
managers better adapt to the stress of the current leadership climate, which in turn it can
help to develop healthier behaviours among employees at large. In particular, we draw on
the premise that knowing intrapersonal skills is a key aspect of becoming a leader. This
differs from more of a leadership development approach, which focuses primarily on the
learning of skills and behaviour. The subjective well-being research explores how people
choices emotional responses, moods, feelings and judgements about events in their lives
influence their overall life satisfaction. Not to forget, research has also shown that positive
emotional expressions of leaders can affect the moods of their followers, and it can influence
the rating of leadership behaviour in an organization performance. In a study of (Cathleen
and Marian, 2016) report, positive leadership was associated with employee engagement
and efficiency, and manager optimism predicted project performance. Therefore, this
indicates that for leaders, not only positive emotion has an impression on their own well-
being and success, but also on those of their peers. They agree that leaders must be more
mindful of how their cognitive processes communicate with the environment and must
continue to self-regulate and alter their internal processes in order to be effective in today’s
world of rapid change and increasing distraction.

THE EFFECTIVENESS OF LEADERSHIP TRAINING IN ORGANIZATION

Training

13
Training has been defined as “a systematic approach to learning and development to
improve individual, team, and organizational effectiveness” by Aguinis and Kraiger (2009).
According to them too, training is the crucial things that we need to have before involving in
the organization. This is due to that training can upgrading the employees’ skills.
There are three phases of training that we have where the first phase is “pre-
training”, where explicit individual attributes of learners and primary qualities of the
association have been demonstrated to be significant forerunners for great preparing and its
subsequent results. Second phase is “real training” which take numerous structures
including customary teacher drove preparing, e-learning, tutoring, multisource input, and
evaluation focuses as stated by Salas and Cannon-Bowers (2001). The third phase of
training is “post-training or transfer of training” where it is the last phases of accentuation
movements to moving the information picked up during preparing to the work. For more
point-by-point data on the preparation program’s time will be appeared in Table 1.
Why leadership training is important?
Leadership training is perhaps the most famous parts of administrative preparing
because of the conviction that such preparing adds advantages to a scope of significant
business-related results. This is because as studied by Waldman et al. (2013), it may
reinforce one’s chief personality since preparing assists with explaining job desires and
prompts people to consider their character. Besides that, according to Day et al., (2014)
leaders may become more successful through preparation. Personality of a leader can
categorize as an individual’s personal perception as a leader linked to a specific social
position as indicated by Stryker and Burke (2000). They often include the filtering of identity
expectations into self-relevant beliefs, the presence of such perceptions is one persuasive
explanation why identity and identity salience cannot necessarily be derived from social
locations. Moreover, as stated by Hasson et al. (2016), leadership can be said to be the key
driver to impact learning where it could help improve efforts at the individual and community
levels, and so on.
The training particularly expected to grow profound acting abilities. Participants were
interested in improving acting skills that they have been taught to control their feelings. As
studied by Mayer and Salovey (1997), they planned a three-hour preparing for participants
where there are a few experienced trainers will guide them. This training actually will come
out with the efficacy of becoming a leader through enthusiastic articulations to impact
employees. But, of course, if pioneers need to create enthusiastic guideline abilities, they
need to rehearse by in many ways. Utilizing it during the preparing is not sufficient.
Members should continue rehearsing in their own organization.
Key factors of leadership effectiveness

14
 Day et al. (2009) mentioned that theorists propose that measurable, interpersonal
levels of leadership ability or efficacy are reinforced by broader mental constructs, such as
the personality of a leader. This is because we can see how a leader can handle their
subordinates if they are in critical situation.
As eloquently stated by Hasson et al. (2016), maybe the key factor is to fuse
assorted preparing philosophies to guarantee that the entirety of the learning measurements
is tended to. Territories of center may incorporate experiential learning, initiative practices,
and criticism on 360-degree authority assessment, among others.
In addition, Burch et al. (2013) suggest that utilizing profound acting to direct feelings
is more compelling on the grounds that profound acted enthusiastic articulations are more
real and, in this manner, more infectious and more educational, than surface acted
articulations. Leaders who utilize profound acting in their emotional articulations
consequently will have more effect on the contemplations, sentiments, and eventually
activities of representatives.
Much exploration on the impacts of pioneer passionate articulations depends on the
idea that demonstrating positive influence is persuading. Presentations of good influence
inspire good emotions in representatives. It very well might be significant for workers to feel
good affect, since connections have been found between sure feelings and hierarchical
results like inspiration by Erez and Isen (2002), inventiveness as stated by Spector and Fox
(2002), task execution as mentioned by Ashby et al. (1999), work fulfillment according to
Fisher (2000), group coordination by Sy et al. (2005), and group execution as stated by
Gaddis et al. (2004).
Challenge in leadership training
As mentioned by Barling et al. (1996) and Yeow and Martin (2013), a vital factor in
deciding causality is the randomization of pioneers into preparing versus non-preparing
conditions. Given adequate example size, randomization controls for some known and
obscure elements that may shift among conditions and clarify discoveries. We further note
that it is so hard to accomplish such randomization in field concentrates however ask
specialists to attempt to accomplish this whenever the situation allows.
But according to Mason (2014), change in certain influence was the measure most
dependably connected with change in conduct. This is steady with the widen and-construct
hypothesis, which recommends that positive feelings advance change, urging the person to
investigate new methodologies and create social connections. This is because the
purposeful change hypothesis additionally features the job of positive effect as a driver of
progress in conduct since it urges individuals to consider their qualities and yearnings. Also,
having an individual vision and adjusting conduct and qualities are a lot of a piece of the
groundbreaking initiative methodology.

15
Table 1 shows the diagram of preparing plan by Edelman (2017).

Program of the preparation Time spent (min)

Presentation and hypothesis clarifying of feelings and the board 20
Outline practice 45
Assessment Blueprint 15
Presentation feeling the board and the clarification of the Yes/No 10
activity
Indeed/No activity 10
Round one
The clarifying of the hypothesis behind surface and profound acting 15
The members were approached to build up a profound acting 5
technique
Indeed/No activity
Round two
Execution goal dependent in the Blueprint circumstance 30

Public sector participating

Their investigation zeroed in on center and senior-level workers in a year-long
authority advancement program. So, all things being equal, investigator set out to
investigate leaders’ mental responses to preparing. They examined how people’s mental
responses differed after a preparation mediation and if this was identified with changes in
their administration conduct as stated by Mason (2014).
As the feature of this program, every individual partook in a workshop about
groundbreaking administration, trailed by six fortnightly meetings of leader instructing. From
that point forward, each was given financing for preparing uniquely custom fitted to their own
requirements. During the underlying and last meetings, members surveyed their own
administration abilities as well as gotten 360-degree feedback the perspectives on their
managers, colleagues, and friends.
Responses to preparing differed broadly where a few chiefs indicated significant
upgrades after some time, yet others exhibited either a steady profile or a huge reduction.
Solomon (1986) found that in the public area, as opposed to the private area,
rewards were not circulated based on execution, and less strategies existed that advanced
effectiveness. She additionally noticed that in numerous administrative associations, “the
pluralism in strategy usage organizations, and the deficiently evolved execution measures,
render the errand of diverting endorsed objective coordinated exercises more troublesome”.

16
Vocation level pioneers in the public area do not have power over remunerations, and
objectives are dictated by political pioneers, rules and guidelines.
Private sector
According to Bartram Peter (2010), organizations may have to get more from less if
they need to put resources into the aptitudes of their labor forces since the learning business
is a hard lesson.
During the previous year, learning to learn and advancement spending plans have
falling in 52 percent of organizations, as per a new study from the Chartered Institute of
Personnel and Development. More terrible still, just 11 percent of organization anticipate
that financial plans should ascend over the coming year. Numbers signing up MBAs fell a
year ago and it is reputed that private area preparing suppliers have seen business fall by
anything from 25 to 40 percent since the credit crunch began, albeit most will not admit to it.
Padsakoff (1996) exhibited an effect of substituting authorities in the investigation
1,539 directors are wide example of associations with the private area. They found that
while groundbreaking administration practices represent more fluctuation than initiative
substitutes in supporter trust and kindness, substitutes for authority “account for substantially
more variance than transformational leadership behaviors in the case of follower
satisfaction, commitment, role clarity, role conflict, civic virtue, conscientiousness, and
sportsmanship”.

17
 Table 2 shows the methods for the positions of authority and adequacy measures.
General society and private are supervisors have comparable methods, and few
methods from one another at a factually huge stage.

Table 3 shows the influential positions with viability file to each of the gatherings.
According to Nunnally (1987), with just a single exemption, every one of it surpass
the suggested.

Reasonable implications
Going to rehearse, a lot is on the line in administration instruction and preparing. For
example, in 2012, there are 25 percent of all Dutch associations which is the public setting of
the current study, had an administration improvement strategy and the normal association in
the Netherlands spent USD 3990 per head on administration preparing and instruction as
mentioned by Van Dam et al. (2013).
Moreover, according to Antonakis et al. (2011), even though the ventures are high, proof-
based standards are not being utilized to the degree that they should be in administration
schooling.

LEADERSHIP CHALLENGE AND COMMON MISTAKE IN ORGANIZATION

Leadership Challenges in Organizations

Companies complain these days that they cannot retain quality employees easily
enough. Ten years ago, in the 'downsizing' era, companies were unable to dump staff
quickly enough. To gain competitive advantage, many companies are devoting significant

18
resources to building their leadership ability. This initiative, however, is a challenge for
many. Part of the explanation is that existing leadership capacity building methods are
struggling to hit the mark, and many senior leaders have little faith in the leadership
development initiatives of their organizations. Emerging research ties the willingness of a
company to improve its leadership capacity to its competitive advantage (Watson Wyatt,
2003; Wellins and Weaver, 2003). A recent international analysis, for example, found that
the more rigorous the approach of an organization to building internal leadership capability,
the greater the financial return of critical financial measures such as shareholder returns, net
growth, market share growth and sales return.
Differences, the attraction of talent and successful business models are important for
leaders' progress in the face of the many obstacles facing leaders and boards today. You
seldom talk with the global chairman and CEO together for an interview, but “TOI” has
engaged in a comprehensive discussion on a range of topics, such as leadership,
development, board membership and diversity since they were in Mumbai to honor
Vasudeva's appointment as CEO. Yet they remained closely bound by their mandate for the
Infosys succession strategy. An approach to leadership that seems particularly appropriate
to collaborative networks is that presented in Avery (2004) who describes four leadership
paradigms: classical, transactional, visionary, and organic.
The organic paradigm appeared from the year 2000, and involves mutual sense-
making, emergent leadership, shared values, self-determination, and emergent vision. Avery
argues that new forms of leadership are needed to respond to the growing fragmentation of
workers and the complex linkages between employees in new organizational structures.
Previously, visionary leadership was the most effective. Within the visionary paradigm, a
unified vision that was provided by a single leader or group dominated an organization.
Avery (2004) argues that an organic leadership paradigm is more effective in the new
networked or organic organizations.
A variety of challenges for organizational leaders are generated by this assessment
among the behaviors believed essential to construct individual control and the collaborative
abilities wanted through team-primarily based totally systems This paper explores the
conceptual foundations for crew-primarily based totally systems, examines the related
management issues from each a theory-primarily based totally and a practitioner factor of
view, evaluates the effects for organizational management and man or woman crew
members, and provides pointers for organizational achievement in a crew-primarily based
totally structure ruled workplace. But leadership will continue to exist within the organic
model by visions and ideals that permeate the whole organization's community, and organic
models of leadership will need to function in a networked organization at several levels.

19
 In trying to lead in team-ruled structures, company executives in any respect degrees
of the hierarchy face plenty of challenges the title of this article embodies the first of these
difficulties. “, ancient leadership coaching and experiences, the realities of internal political
systems and established structure cultures are combined to push leadership designs
supported a ‘Machiavellian’ foundation of command and control.” For many politicians, the
perception of sharing energy and decision-making obligations is heretical as it is going in
opposition to the grain of inflexible hierarchical exercise of explicitly mounted transparency
and authority. There are some of the other challenges that all leaders must face on.
1. Empowerment
The complete implementation of an "empowerment" ideology of management is one
of the principals demanding situations for organizational managers in trying to obtain most
overall performance with collaborative paintings structures. In the past due 1980s,
empowerment got here to complete prominence as an crucial control precept and has been
broadly written approximately because then in scholarly journals and within side the
mainstream press (Forrester, 2000).As said via way of means of Forrester (2000, p. 67),
empowerment way that the workforce of people and groups have the “freedom and capacity
to make selections and commitments, now no longer simply to signify them or be part of
making them”.
Empowerment gives decision-making authority to a staff for a whole activity or
venture and to keep in mind how that activity or venture works into the organizational goal
and task (Ford and Fottler, 1995). Kirkman and Rosen (1999) located that crew
empowerment become strongly connected to such critical effects as performance,
proactivity, patron support, paintings pride and organizational engagement of their observe
of empowerment studies and of their personal empirical studies. Other empirical research
has proven that employee performance and high-satisfactory boom through the years on the
idea of labor crew implementation (Banker et al., 1996). At its heart, empowerment approach
that organizational leaders ought to have full confidence of their subordinates to paintings
collaboratively, to be task‐orientated in pleasant their mission, and to make selections which
can be proper and well suited with the path of the organization.Researchers have
established confidence within organizations that rely on teams to organize work as an
invaluable component (Williams, 2001). However, in a Machiavellian setting in which critical
authority is seen as the primary coordination tool, the ability to implicitly trust lower-level
workers is difficult. Leader need to be sufficient faith to be able to offer “real" empowerment
to teams, or access to the knowledge required to achieve efficiently, the ability To control
operating relationships, get right of entry to target achievement opportunities, and the ability
to manage incentives (Forrester, 2000).
2. Overcome the Fear of Irrelevance

20
 In team-based systems, another big leadership obstacle is for corporate superior to
conquer the concern of irrelevance. Classic articles such as "Substitutes for Leadership" by
Kerr and Jermier (1978) and "Managing without Managers" by Semler (1989) make a case
for circumstances where a leader's active presence can be insignificant at best and
detrimental at worst to group success. It means that leaders are not only insignificant but
also expendable by implying that active involvement by formal leaders in many contexts may
now no longer count in phrases of a success venture accomplishment. Unless leaders are
capable of adapt to the collaborative work systems’ climate and undertake other valuable
positions such as mentor, counsellor, and team success facilitator, they are able to try and
obstruct any attempts to share responsibility and control. The irony that emerges is that it
inevitably decreases in the long term when power is accrued due to the negative
performance implications of Machiavellian management methods.
The management challenge, mainly at the best tiers of organizations, is to construct
an ecosystem that now no longer most effective allows executives in any respect tiers to
enforce techniques for empowerment and high-involvement management, however
additionally to perform a important evaluate of the on-going organizational techniques to
make sure alignment with those management techniques (Ford and Fottler, 1995). Many
companies were always grasp to bureaucratic laws, regulations that and all instructions that
preclude superior from truly developing collaborative and boundless systems, particularly in
the current climate of intense global competition. Indeed, the efforts to be sure that current
roles and coalition togetherness in control are retained on the face of instability and
upheaval generated through elevated are ‘bureaucratic’ entanglements and built-in
organizational 'catch 22s'. Excessive bureaucratic constraints may also produce passive in
example of attitudes and behaviors in lower tiers collaborators which manifestly paintings
towards the specified objectives of employee engagement and collaboration (Spreitzer,
1996).
3. Trust and Leadership
Leadership is therefore important for building trust in the public and private sectors,
in businesses and politics. It is not simply the essential duty of leadership to handle risk, but
to ensure that the performance of lower-ranking organization members is not compromised.
Consequently, leadership is about risk absorption. Managers constantly bear risk and allow
business to thrive in highly trusted organizations. Risks are minimized and excluded from
administrators by trust-inhibited organizations, because staff bear the burden of mistakes
that can be caused by risky circumstances. The direct product of low-confidence work
environments 'blame culture' is.
Therefore, relatively stable companies have great trust where workers were able to
take chances in the awareness that they are shielded from the detrimental effects of

21
misconduct. Far from promoting caution and careless attention to detail, trusting staff appear
to be less trustworthy than enforcing surveillance systems. A few years ago, this relatively
new way of doing this was born new way of doing things was born in America and now starts
in the United Kingdom and Europe. In these working environments, which rely having the
person’s capability and sometimes ambiguous variables, confidential work has become
crucial.
Thus, individual workers find that “trust-based” organizations, like a university, rely on
their best researchers to drive them to the bounds of traditional weight, allow considerable
Latitude to explore and experiment. This is the only way to deal wisely with the ambiguities
and inconsistencies of massive uncertainty in today's world today.
The 'loyalty effect' was the product of high confidence. Recent research estimates
that the 'loyalty effect' can add up to 40% to the productivity of an organization. Employees
are simply offering more, behaving more creatively and need less monitoring when they
have confidence.
Most of this is common sense but in lot of companies, it has been remarkably
elusive. High levels of control have continued to hinder the development of confidence-
based organizations due to the perceived need of senior management for high levels of
efficiency. In realities, which is without increased control and transparency, the unintended
effects of the employee empowerment campaign may have been to undermine the very
foundation of its loyalty and commitments. Companies have started over the past few years
to realize that loyalty constitutes a company's capacity-building quality that can be
maintained rather than expended on better results.

Common Mistakes in Leadership

A lot of people suppose that becoming a chief is either normal or not. Although
certain people have more charisma leadership, that does not mean that you cannot become
a productive leader. In fact, most people believe that it is commonly taught that becoming a
successful leader is important. In this sense, read about finding some typical errors, if you
want to be known as a good leader.
Regarding the importance of leadership education where leadership qualities can be
significantly learned after the initiation and do not mistake to disregard the value. Moreover,
with the supremacy you now have on Internet, you can conveniently take online training
such as a corporate management online degree, helping you to obtain a premium standard
certification on your own time. It does not have to deter you from doing your job. "either-or"
thought is the responsibility of non-strategic leaders. Very much, a group of safety experts
view accidents unrealistically.

22
 Jobs are either injured/disabled or are all right. The workers, though, may have the
best job possible when preferring areas of their body through constant discomfort or minor
injuries. This will be used by the wise security experts to encourage security rather than to
abolish it. These leaders develop systems which recognize their employees' real status,
empowering them and tracking performance on the basis of steps that go beyond OSHA log
changes.
Bad politicians reject the improvements they are trying to achieve. Ducking too hard
to adjust can lead to a retroactivity, including those initially demanded by the "resisters."
which also works better than to arbitrarily push for or try to resolve opposition. To back or to
use a different strategy. Uncompromising politicians are uncompromising in drawing up
strategies. Even months before, the priorities set might not be more valid as other problems
become more critical in a world of spinning transition. Strategic leaders continuously track
and adjust their plans and activities to optimize the success of important forces which impact
on results.
Weaker politicians lose touch with a whole continuum of people they represent. All
the security managers include many "clients" which are contractors, superiors, mid-
managers, senior management, union leaders and other departments' technical workers.
The concerns worry and desires of all people you represent ought to be kept in touch.
Few remodelers start a business because they want a large team to be formed. As a
result, on the job rather than in a classroom, most learn leadership skills. Here are a few
typical errors in management that I see sometimes with the best. Your chance of success
does not improve significantly by hitting home runs. Unfortunately, there is a general
shortage of leadership preparation; even all organizations providing this form of instruction
are vulnerable to certain common errors that may impede the growth and potential of
workers. Here, we will look at the seven most famous errors that have been made.

1. Failure to consider executive preparation as a continuing obligation

The preparation of workers must be a constant and continuous operation, not a few
weeks after a new employee joins your team. The same refers to leadership training. Bear in
mind, that most workers are unlikely to have undergone instruction unique to their job
positions, including new college graduates: for example, communication skills training,
provides and getting input, etc.
2. Setting up B or C Players to Easily Fill Open Place
It certainly pays off in time to find a solid performer. Think of it as a potential
investment, since it is precisely what it is. A close labor market can make some employers
willing to play an open role, but it can only exacerbate issues in the future when it comes to
performing that role for a less-than-steel candidate.

23
3. Refuse to assign challenging duties
Leaders who are always dedicated to difficult tasks are not taking advantage of their
teams' ability and are always going to manage the hardest tasks. What we do not realized is
that they often impede their own growth prospects by doing this. Many people are unwilling
to assign duties in leadership positions because they believe that no one else than
themselves will perform the essential jobs properly. This doesn't only mean you're going to
work too hard, but it means you don't trust your squad. This will conflict with the
accomplishment of market and mission priorities.
4. The value of centralized project management is underestimated
Person contributors may not have the history, expertise, or knowledge required to
work in a facilitation or supervision capacity before transitioning into management positions,
another field where preparation and advancement are important.
5. No planning and compensation for workforce growth
Bringing excellent people on board is just half the fight. They ought to be kept until
employed. In this regard, workforce growth and benefits are key. Market analyses, especially
for key roles and compensation and benefit agreements audited, should be performed on a
regular basis to ensure equity and competition, both internally and externally.
6. Failure to grow your person
Many of these errors have centered on the workers of the young boss, but another
mistake that many new managers make is not investing enough time concentrating on their
own development. By building self-development into the employee performance appraisal
cycle for all workers, the company will play a role here. Finally, a widespread misconception
of what motivates their staff is another mistake that leaders make today. It's tempting to
assume that the only reward is money. Yeah, it's one, but the squad will actually be more
interested than just pound signs. How about a healthier compromise between work and life?
What about increased conditions for preparation and progress? You will be able to use this
advantage to ensure success as you learn what motivates and drives your squad.
7. Expectation of work or life balance in the growth of professions
When leaders gain more roles, they will have to work harder, and as a result,
work/life balance will have to change. Leaders need to be versatile in their limits, especially
when it comes to having time for their workers and their families, of course.
Thus, there are many of the mistake that need to be overcome when you become a
leader besides the stated below where Weaker leaders have tunnel sights and do not realize
the interdependence and mutually essential value of protection, efficiency and morality for
organizational power. Proclaiming protection as “No. 1” will lead to a lack of reputation and
others are searching for ways to trap you in a mixed message.

24
 If you can see, many people make a variety of common errors with their leadership
skills today. Hopefully the information given will help you understand better what works and
doesn't operate as a boss, whether you are the head of a whole organization or a specific
team. Once you know what these typical errors are, it is easy to stop them and, instead, it is
more deliberate how you focus your management resources for better outcomes. Spending
your leadership capital. They handle jobs and works and people growth.
Leadership involves organizing where you can transform your mission into individual
targets and tasks, prioritizing which individual objectives are translated into team strategies
and managing the use of the role to give the team members a wider viewpoint to make them
see how their role works within the broader scope.
The execution includes keeping up where you follow the progress of the team
towards goals and goals, fixing what happens when you patch work not completed correctly
the first time and restoring where damage is corrected if errors are made. When your people
make mistakes, you must smooth over those relationships that get damaged.
Development involves preparation where you teach new skills and improve the skills
of your team members, coaching where you build your confidence and capacity by
encouraging them to realize how they need to evolve and supporting the careers of your
team members by preparing them for success. Depending on the squad, you may have a
different combination, but much of this involves what all the good leaders expect. Begin to
spend your leadership resources more strategically to do this with the right people with the
right number. Your people are going to be happy, do well, and you are going to have more
time for yourself. In my online training on guiding, read more about this strategy.

25
 CONCLUSION

Leadership is one of the most important aspects of achieving effectiveness in an

organization. Leaders ought to have certain qualities that must be present before they
regulate subordinates. This is because it will impact the organization’s performance such as
their productivity. Even then, of course, many obstacles and trials need to be met in order to
become a leader where they need to break the wall of their fear to be more powerful and
increase the confidence level. Therefore, leadership training offers a range of valuable
advantages for use when employed later so that the company that they manage or
participate in would be more successful because they already have basic needs in
leadership. Leadership success affects subordinates in the way they are led by leaders in
their jobs. Subordinates will do a good job if they have leaders who are responsible and
understanding and also it will straightforwardly goodly affect the organization.
This topic emphasizes the factors of success, the challenges faces, common
mistakes that leaders always do in an organization, the differences between the public and
private sectors in leadership, and many more. These things need to be taken seriously
because they are crucial to creating a dreaded organization as well as being able to produce
a skilled society. There are also some phases that they must go through to become a real
leader where they will experience strengths to be tested, a high level of patience, and so on.
From there we will be able to see that a good leader will produce a good and brilliant
organization so, keep the focus on doing something to make sure you will achieve your goal
soon.

26
 ANNOTATED BIBLIOGRAPY
APA STYLE
Allen, K. S. (2016). Leadership style and growth: A qualitative case study of leadership style
at a high-growth megachurch (PhD). ProQuest LLC.

Allio, R. J. (2012). Leaders and leadership – many theories, but what advice is
reliable? Strategy & Leadership, 41(1), 6.
https://doi.org/10.1108/10878571311290016

Al-Sada, M., Al-Esmael, B., & Faisal, Mohd. N. (2017). Influence of organizational culture
and leadership style on employee satisfaction, commitment, and motivation in the
educational sector in Qatar. EuroMed Journal of Business, 12(2), 163–188.
https://doi.org/10.1108/emjb-02-2016-0003

Amah, O. E. (2018). Leadership styles and relational energy: Do all leaderships styles
generate and transmit equal relational energy? South African Journal of Business
Management, 49(1). https://doi.org/10.4102/sajbm.v49i1.231

Baker, E., Kan, M., & Stephen T.T. Teo. (2011). Developing a collaborative network
organization: Leadership challenges at multiple levels. Journal of Organizational
Change Management, 24(6), 853-875.
Bartram, P. (2010, 10). Learning the hard way. Director, 64, 75-77.

Ben Sedrine, S., Bouderbala, A., & Nasraoui, H. (2020). Leadership style effect on virtual
team efficiency: trust, operational cohesion, and media richness roles. Journal of
Management Development. https://doi.org/10.1108/jmd-10-2018-0289

Bligh, M. C. (2016). Introduction: Exploring Compelling Contexts Through Paradox,

Tension, and New Approaches to Leadership. Monographs in Leadership and
Management, 8, 1–27. https://doi.org/10.1108/s1479-357120160000008001

Callanan, G. A. (2004). What would Machiavelli think? An overview of the leadership

challenges in team‐based structures. Team Performance Management: An
International Journal, 10(3/4), 77-83.
Clerkin, C., & Ruderman, M. N. (2016). Holistic Leader Development: A Tool for Enhancing
Leader Well-Being. Research in Occupational Stress and Well-Being, 14, 161–186.
https://doi.org/10.1108/s1479-355520160000014007

Darja, K., & Hannes, G. (2018). Why and when leadership training predicts effectiveness.
Leadership & Organizational Development Journal, 39(3), pp. 406-418.

Edelman, P. J., & van Knippenberg, D. (2017). Training leader emotion regulation and
leadership effectiveness. Journal of Business and Psychology, 32(6), pp. 747-757.

El-Meligi, M. (2012). LEADING AND MANAGING. Work, Management, and the Business
of Living, 91–118. https://doi.org/10.1142/9789812790699_0004

27
Fairholm, M. R. (2013). Putting Your Values to Work: Becoming the Leader Others Want to
Follow: Becoming the Leader Others Want to Follow. Praeger.

G Donald Chandler, & Chandler, J. W. (2013). On effective leadership Across domains,

cultures, and eras (pp. 4–5). Basingstoke, Palgrave Macmillan.

Goodall, Amanda. (2019, December 9). Are bad bosses as commonplace as we imagine.
Financial Times, p. 18.
Hassi, A. (2019). “You get what you appreciate”: Effects of leadership on job satisfaction,
affective commitment, and organizational citizenship behaviour. International
Journal of Organizational Analysis, 27(3), pp. 786-811. Retrieve November 25,
2017, from https://www.emerald.com/insight/content/doi/10.1108/IJOA-08-2018-
1506/full/html
Hooijberg, R., & Choi, J. (2001). The impact of organizational characteristics on leadership
effectiveness models: An examination of leadership in a private and a public sector
organization. Administration & Society, 33(4), pp. 403-431.
Houghton, A. (2007, March 15). What is your leadership style? Hospital Doctor.

IntelligentHQ. (2018). Common leadership mistakes to avoid. London: Newstex. Retrieved

from http://search.proquest.com.ezaccess.library.uitm.edu.my/blogs,-podcasts,-
websites/common-leadership-mistakes-avoid/docview/2253463860/se 2?
accountid=42518
Karam, E. P., Gardner, W. L., Gullifor, D. P., Tribble, L. L., & Li, M. (2017). Authentic
Leadership and High-Performance Human Resource Practices: Implications for Work
Engagement. Research in Personnel and Human Resources Management, 35, 103–
153. https://doi.org/10.1108/s0742-730120170000035004

Khandelwal, Anil. K. (2015, March 17). How to solve the problem of PBS leadership.
Businessline.

Leadership is not just for the extroverts. (2010, Nov 30). Financial Times Retrieved from
http://search.proquest.com.ezaccess.library.uitm.edu.my/newspapers/leadership-is-
not-just-extroverts/docview/814879072/se-2?accountid=42518
Leadership style with Dr Prathap C. Reddy: Executive Chairman, Apollo Hospitals
Enterprise, Dr Prathap C. Reddy talks about his leadership style. (2011, May
15). Business Today. Retrieved from ProQuest.

Leadership techniques for introverts. (2018, Nov 06). The Financial Express Retrieved from
http://search.proquest.com.ezaccess.library.uitm.edu.my/newspapers/leadership-
techniques-introverts/docview/2129978056/se-2?accountid=42518

Lin Grensing-Pophal. (2018). 7 common mistakes in leadership development training.

Brentwood: Newstex. http://search.proquest.com.ezaccess.library.uitm.edu.my/blogs,-
podcasts,-websites/7-common-mistakes-leadership-development-
training/docview/2252916843/se-2?accountid=42518

Longenecker, C. O., & Mallin, M. L. (2019). Key leadership skills of great sales leaders.
Development and Learning in Organizations: An International Journal, ahead-of-
print(ahead-of-print). https://doi.org/10.1108/dlo-02-2019-0053
28
Luker, B.,Jr. (1997, Jul). The public sector and sunbelt development. Challenge, 40, 58-82.

Martin, M. (2001). Overcome the 10 top leadership mistakes. Occupational Hazards, 63(8),
29-30. http://search.proquest.com.ezaccess.library.uitm.edu.my/trade-
journals/overcome-10-top-leadership-mistakes/docview/213682407/se-2?
accountid=42518

Martin, R., Epitropaki, O., & O’Broin, L. (2017). Methodological challenges and Advances
in Managerial and Organizational Cognition. Emerald Publishing Limited

Mikkelse, A. & Olsen, E. (2019). The influence of change-oriented leadership on work

performance and job satisfaction in hospitals – the mediating roles of learning
demands and job involvement. Leadership in Health Services, 32(1), pp. 37-53.
Retrieve December 12, 2016, from
https://www.emerald.com/insight/content/doi/10.1108/LHS-12-2016-0063/full/html

Mint. (2015, October 15). You are necessary, and insufficient. HT Digital Streams Limited.

Mukherjee, S., & Singh, N. (2014, Apr 20). The challenge for a new CEO is value-based
leadership to build an organization: Rajeev Vasudeva [interviews]. The Economic
Times http://search.proquest.com.ezaccess.library.uitm.edu.my/newspapers/challenge-
new-ceo-is-value-based-leadership-build/docview/1517640625/se-2?accountid=42518

Murray, A. (2010, February 4). Which of these six leadership styles works best? Wall Street
Journal (Online). Retrieved from
http://search.proquest.com.ezaccess.library.uitm.edu.my/newspapers/which-these-six-
leadership-styles-works-best/docview/237957552/se-2?accountid=42518

M Ronald Buckley, Karam, E. P., Gardner, W. L., Gullifor, D. P., Tribble, L. L., & Mingwei
Li. (2017). Research in Personnel and Human Resources Management. Emerald
Publishing Limited.

Mwesigwa, R., Tusiime, I., & Ssekiziyivu, B. (2020). Leadership styles, job satisfaction and
organizational commitment among academic staff in public universities. Journal of
Management Development, 39(2). https://doi.org/10.1108/jmd-02-2018-0055

Need for entrepreneurial leadership training. (2012, Jul 29). The Financial Express Retrieved.

Park, D. (1996). Gender role, decision style and leadership style. Women in Management
Review, 11(8), 13–17. https://doi.org/10.1108/09649429610148737

Robertson, D. (2000). Trust, loyalty, risk, and revenge: Leadership challenges in healthy
organizations. Training Journal, 12.

Shakir, F. Y., & Lee, Y. (2017). Connecting Across Cultures: An Empirical Examination of
Multicultural Individuals as Global Leaders. Advances in Global Leadership, 89–116.
https://doi.org/10.1108/s1535-120320170000010003

29
Stettinius, W., Wood, D. R., Doyle, J. L., & Colley, J. L. (2005). How to plan and execute
strategy: 24 steps to implement any corporate strategy successfully. New York: The
McGraw-Hill Companies, Inc., The Professional Book Group.

Toxic Leadership: Part Deux: EBSCOhost. (2015). Retrieved January 7, 2021

Weir, T. (2018, January 22). Leadership styles need to fit the environment. Gulf News.
Retrieved from
http://search.proquest.com.ezaccess.library.uitm.edu.my/newspapers/leadership-
styles-need-fit-environment/docview/1989502468/se-2?accountid=42518

Weiss, D. and Molinaro, V. (2006), "Integrated leadership development", Industrial and

Commercial Training, Vol. 38 No. 1, pp. 3-11.

Young, S. B. (2012, Apr 25). Commentary: The leadership vacuum: It's worse than you
think. Saint Paul Legal Ledger Retrieved from
http://search.proquest.com.ezaccess.library.uitm.edu.my/newspapers/commentary-
leadership-vacuum-worse-than-you-think/docview/1477847182/se-2?
accountid=42518

MLA STYLE
Allen, Karen S. Leadership Style, and Growth: A Qualitative Case Study of Leadership Style
at a High-Growth Megachurch. Nov. 2016.

30
Allio, Robert J. “Leaders and Leadership – Many Theories, but What Advice Is
Reliable?” Strategy & Leadership, vol. 41, no. 1, 28 Dec. 2012, p. 6,
10.1108/10878571311290016.

Al-Sada, Maryam, et al. “Influence of Organizational Culture and Leadership Style on

Employee Satisfaction, Commitment and Motivation in the Educational Sector in
Qatar.” EuroMed Journal of Business, vol. 12, no. 2, 3 July 2017, pp. 163–188,
10.1108/emjb-02-2016-0003. Accessed 19 Dec. 2019.

Amah, Okechukwu E. “Leadership Styles and Relational Energy: Do All Leaderships Styles
Generate and Transmit Equal Relational Energy?” South African Journal of Business
Management, vol. 49, no. 1, 16 Aug. 2018, 10.4102/sajbm. v49i1.231. Accessed 29
July 2019.

Baker, E and M Kan. " Organization: Leadership challenges at multiple levels." Change
Management 24. (2011): 853-875.

Bartram, Peter. “Learning the Hard Way.” Direct 10 2010: 75-7. ProQuest

Ben Sedrine, Sinda, et al. “Leadership Style Effect on Virtual Team Efficiency: Trust,
Operational Cohesion and Media Richness Roles.” Journal of Management
Development, 6 Apr. 2020, 10.1108/jmd-10-2018-0289.

Bligh, Michelle C. “Introduction: Exploring Compelling Contexts Through Paradox, Tension,

and New Approaches to Leadership.” Monographs in Leadership and Management,
vol. 8, 3 Mar. 2016, pp. 1–27, 10.1108/s1479-357120160000008001.

Callanan, G A. "challenges in team‐based structures." International Journal 10. (2004): 77-83.

Clerkin, Cathleen, and Marian N. Ruderman. “Holistic Leader Development: A Tool for
Enhancing Leader Well-Being.” Research in Occupational Stress and Well-Being,
vol. 14, 17 Oct. 2016, pp. 161–186. Emerald Group Publishing Limited,
10.1108/s1479-355520160000014007. Accessed 7 Jan. 2021.

Darja, Kragt, and Guenter Hannes. “Why and when Leadership Training Predicts
Effectiveness.” Leadership & Organization Development Journal”, 39.3 (2018):
406-18. ProQuest.

Edelman, Peter J., and Daan van Knippenberg. “Training Leader Emotion Regulation and
Leadership Effectiveness.” Journal of Business and Psychology, 32.6 (2017): 747-57.
ProQuest.

El-Meligi, Moneim. “LEADING AND MANAGING.” Work, Management, and the Business
of Living, May 2012, pp. 91–118, 10.1142/9789812790699_0004. Accessed 7 Jan.
2021.

Fairholm, Matthew R. “Putting Your Values to Work: Becoming the Leader Others Want to
Follow: Becoming the Leader Others Want to Follow.” Praeger, 2013.

31
G Donald Chandler, and John W Chandler. “On Effective Leadership Across Domains,
Cultures, and Eras”. Basingstoke, Palgrave Macmillan, 2013, pp. 4–5.

Hooijberg, Robert, and Jaepil Choi. “The Impact of Organizational Characteristics on

Leadership Effectiveness Models: An Examination of Leadership in a Private and a
Public Sector Organization.” Administration & Society, 33.4 (2001): 403-30.
ProQuest.
Houghton, Anita. “What Is Your Leadership Style?” Hospital Doctor, 15 Mar. 2007.

IntelligentHQ, "Common leadership mistakes to avoid." London: Newstex

Karam, Elizabeth P., et al. “Authentic Leadership and High-Performance Human Resource
Practices: Implications for Work Engagement.” Research in Personnel and Human
Resources Management, vol. 35, 20 July 2017, pp. 103–153. Emerald Publishing
Limited, 10.1108/s0742-730120170000035004. Accessed 10 July 2020.

"Leadership is Not just for the Extroverts." Financial Times, Nov 30, 2010, pp. 18. ProQuest,
http://search.proquest.com.ezaccess.library.uitm.edu.my/newspapers/leadership-is-
not-just-extroverts/docview/814879072/se-2?accountid=42518.

“Leadership Style with Dr Prathap C. Reddy: Executive Chairman, Apollo Hospitals

Enterprise, Dr Prathap C. Reddy Talks about His Leadership Style.” Business Today,
15 May 2011. ProQuest.

"Leadership Techniques for Introverts." The Financial Express, Nov 06, 2018. ProQuest,
http://search.proquest.com.ezaccess.library.uitm.edu.my/newspapers/leadership-
techniques-introverts/docview/2129978056/se-2?accountid=42518.

Lin Grensing-Pophal, 7 common mistakes in leadership development training, 2018

Longenecker, Clinton Oliver, and Michael L. Mallin. “Key Leadership Skills of Great Sales
Leaders.” Development and Learning in Organizations: An International Journal, vol.
ahead-of-print, no. ahead-of-print, 26 Oct. 2019, 10.1108/dlo-02-2019-0053.
Accessed 29 Oct. 2019.

Luker, Bill, Jr. “The Public Sector and Sunbelt Development.” Challenge Jul 1997: 58-82.
ProQuest.

Martin, M. "Overcome the 10 top leadership mistakes." Occupational Hazards 63. (2001): 29-
30.

Martin, Robin, et al. “Methodological Challenges and Advances in Managerial and

Organizational Cognition.” Emerald Publishing Limited, 2017, pp. 73-94.

Molinaro, V. "Commercial Training, Vol." 38 No. 1: 3-11

M Ronald Buckley, et al. “Research in Personnel and Human Resources Management.”

Emerald Publishing Limited, 2017, pp. 103-53.

32
Mukherjee, S and N Singh. The challenge for a new CEO is value-based leadership to build
an organization "(2014, Apr 20)."

Murray, Alan. “Which of These Six Leadership Styles Works Best?” Wall Street Journal
(Online), 4 Feb. 2010. ProQuest,
search.proquest.com.ezaccess.library.uitm.edu.my/newspapers/which-these-six-
leadership-styles-works-best/docview/237957552/se-2?accountid=42518.

Mwesigwa, Rogers, et al. “Leadership Styles, Job Satisfaction and Organizational

Commitment among Academic Staff in Public Universities.” Journal of Management
Development, vol. 39, no. 2, 20 Feb. 2020, 10.1108/jmd-02-2018-0055.

“Need for Entrepreneurial Leadership Training.” The Financial Express, 29 Jul 2012,
ProQuest.

Robertson, D. Organizations Training Journal (2000)

Shakir, Farah Y., and Yih-teen Lee. “Connecting Across Cultures: An Empirical Examination
of Multicultural Individuals as Global Leaders.” Advances in Global Leadership, 21
July 2017, pp. 89–116, 10.1108/s1535-120320170000010003. Accessed 7 Jan. 2021.

Stettinius, W, D R. Wood, J L. Doyle and J L. Colley. Strategy: 24 steps to implement any

corporate strategy successfully. New York,2005

“Toxic Leadership: Part Deux: EBSCOhost.” Uitm.Edu. My, 2015,

Park, Daewoo. “Gender Role, Decision Style and Leadership Style.” Women in Management
Review, vol. 11, no. 8, Dec. 1996, pp. 13–17, 10.1108/09649429610148737. Accessed
1 June 2019.

Weir, Tommy. “Leadership Styles Need to Fit the Environment.” Gulf News, 22 Jan.
2018. ProQuest,
search.proquest.com.ezaccess.library.uitm.edu.my/newspapers/leadership-styles-
need-fit-environment/docview/1989502468/se-2?accountid=42518.

Young, Stephen B. "Commentary: The Leadership Vacuum: It's Worse than You Think."
Saint Paul Legal Ledger, Apr 25, 2012. ProQuest,
http://search.proquest.com.ezaccess.library.uitm.edu.my/newspapers/commentary-
leadership-vacuum-worse-than-you-think/docview/1477847182/se-2?
accountid=42518.

‌APPENDICES

33
34