Leadership and

Performance in context
of Performance.
Essay 1

Maha Siddiqui 07023

In today’s volatile, uncertain, complex, and ambiguous world,

organizations are facing ever-growing challenges regarding

commitment, engagement, belief, recruitment and retention of their

employees. Managers know positive motivation leads to better

performance and higher productivity but may rely on the wrong

tools. Microsoft Business states the conundrum as "using monetary and other rewards to improve

motivation is a simple idea but doing it fairly and effectively can be challenging." In the recent

literature, it has been proved through extensive research that the leader can inspire and motivate

people and create an enthusiastic and competitive workforce with his right attitude. i This leads

to emphasize the importance of transformational leadership, introduced by James McGregor

Burns in his book ‘Leadership’ in 1978, and its positive influence on the performance at

individual as well as organizational level. ii Transformational leaders help their subordinates to

surpass their self-centric goals, resulting in increased degree of satisfaction and performance.

The four distinguishing aspects of transformational leadership are idealized influence (charisma),

inspirational motivation, intellectual stimulation, and individualized concentration. Enacted in its

real methodology, transformational leadership improves the performance and motivation of

human resource through application of collective strategies like connecting the follower's sense

of identity and self to the mission and the collective identity of the organization; being a role

model for followers that inspires them; challenging followers to take greater ownership for their

work, and understanding the strengths and weaknesses of followers, so the leader can align

followers with tasks that optimize their performance. iii As a result, the transformational leaders

boast higher level of employees’ performance and motivation with establishment of an inclusive

MAHA SIDDIQUI 07023 1

contextual environment, the internal environment and the process system. The few

transformational leadership in recent past are as follows :

Dr Abdul Bari Khan: The Indus Hospital, Pakistan

TIH is pioneering an exemplary model of free healthcare in Pakistan and Dr. Bari epitomizes the

spirit of unconditional service to humanity regardless of any accolades or honors as validation. In

2007 , a unique 150 bed philanthropic hospital was inaugurated with the mission of providing

“exceptional care without exception” at no cost has now evolved into a Health Network with

hospitals and public health outreach clinics spread all across Pakistan and abroad serving the

under-served population of Pakistan with free of charge, indiscriminate and quality treatment.

Ms Dhoni : The Indian Cricket Team

Dhoni has developed a reputation for being one of the greatest leaders that the game of cricket

has ever seen . With his immense trust on people and backing them to deliver., Team India has

performed like a champion in all forms of the game. Hailing from a humble background, Dhoni

never let this aspect hinder his style or behavior. In fact, he managed to channelize this raw rustic

energy to his brutal on-field performances.

Satya Nadella: Microsoft

In 2014, Satya Nadella took over as the new CEO and the most transformational leader at

Microsoft. He shifted the focus from traditional software products and toward a more fluid cloud

system solution for both personal and enterprise customers. Public perception was changed as

Microsoft went from an old school stagnant company to a forward-thinking one with cloud

solutions ready for business and today’s personal lifestyles. Stocks increased from $38 in early

2014 to $214 as of October 2020.

MAHA SIDDIQUI 07023 2

i
Baroš, Ž.:"Osnovi menadžmenta", Banja Luka, 2005.
ii
C. S. Burke, C. S. Kevin, K. Camern, F. G. Gerald, S. Eduardo, and M. H. Stanley, “What Type of Leadership Behaviors is
Functional in Teams?,” The Leadership Quarterly, vol. 17, pp. 288–307, 2006.
iii
https://www.langston.edu/sites/default/files/basic-content-files/TransformationalLeadership.pdf