Institute of Business Management and Administrative Sciences

The Islamia University of Bahawalpur, Pakistan

Any Logo (if any)

Thesis Name

Submitted to:
Mr. Muhammad Nadeem Khan

Submitted by:
Sher Muhammad Bazeed Khan
Roll No: SP18M3BA063
Class: BBA 8th (M2)
Session: SPRING 2018-22

Institute of Business, Management, and Administrative Sciences

Baghdad-Ul-Jadeed Campus
The Islamia University of Bahawalpur

I
 Project Evaluation Report

Name, Roll No. & Session of Student:

Sher Muhammad Bazeed Khan, SP18M3BA063, BBA (Hons) 8th

Name of Supervisor: Muhammad Nadeem Khan

Name of External Examiner:

______________________________________________________

Name of Evaluator:
_____________________________________________________________

Date & Mode of Viva Voce Presentation:

____________________________________________

Title of the Project:

_____________________________________________________________

1. Originality of the Project (10 Marks)

Mention reason for marks (if needed)

2. Practicality of the Project (10 Marks)

Mention reason for marks (if needed)

3. Scientific and Academic Quality of the Project Report (10 Marks)

Mention reason for marks (if needed)

4. Reflection on Survey, Relevant Literature & Theories in the Completion of the

Project & Report (20 Marks)
Mention reason for marks (if needed)

5. Methodology Used for Completing the Project (10 Marks)

Mention reason for marks (if needed)

II
6. The Quality of Project’s Experiment/Analysis & Results (10 Marks)
Mention reason for marks (if needed)

7. Clarity of Project’s Conclusion, Discussion, Implications, and Future Directions (10

Marks)
Mention reason for marks (if needed)

8. Quality of Student’s Viva Voce Presentation of the Project (20 Marks)

Mention reason for marks (if needed)

9. Overall Marks Obtained by Student (Out of 100)

Note: The total marks of the project are 200. The supervisor and external examiner will be
evaluating the student on 100 marks each. Thus, the final score of the student will be
compiled by adding the marks given by both supervisor and external examiner.

Evaluator’s Signature

_________________________

In-charge Examination’s (Undergraduate BBA Program) Signature

_________________________

Examination Nominee’s (from Director for Undergraduate BBA Program) Signature

Copyright © 2022 by Sher Muhammad Bazeed Khan.

All rights reserved. No part of the material protected by this copyright notice may be
reproduced or utilized in any form or by any means, electronic or mechanical, including
photocopy, recording, or by any information storage and retrieval system without permission
from the author.

III
CERTIFICATION

IV
This project submitted by Sher Muhammad Bazeed Khan on the topic “Lead Nicely” is
accepted in this present form by the Institute of Business Management and Administrative
Sciences (IBMAS), The Islamia University Bahawalpur as satisfying the project requirements
for the degree of BBA (Hons).

Supervisor: ______________________________
Mr. Muhammad Nadeem Khan

External Examiner: ______________________________

Chairman / HOD: ______________________________

Prof. Dr. Jawad Iqbal

V
 Declaration
I declare that the project entitled “Lead Nicely by Tonika Bruce Final Project” written
submission represents my idea in my own words. I have adequately cited and referenced the
original resources (where required), under the supervision of Mr. Muhammad Nadeem Khan. I
also declare that this project has not been submitted for any degree elsewhere.

Sher Muhammad Bazeed Khan

BBA (Hons)
2018-2022

1
Contents
Introduction................................................................................................................................. 3
Objectives of the study..................................................................................................................6
Methodology of Analysis...............................................................................................................7
Research Flowchart...................................................................................................................... 8
Context........................................................................................................................................ 9
Scope......................................................................................................................................... 11
Literature Review....................................................................................................................... 12

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Table 1 (Liang et al., 2007; Shao et al., 2017)...........................................................................41

Introduction

3
The study of leadership has gotten a lot of attention lately, with theories ranging from traditional
leadership theories based on attributes and genetic qualities to more current social identity
approaches. Leadership is a vast topic with many related theories branching out from the primary
original theories, and there is still much dispute over which ones are still relevant today.

This will give an insight of its various types and frameworks of leadership, emphasizing the wide
range of abilities and traits that enable someone to become a leader. The study of leadership may
be traced back thousands of years, with theories on what makes successful leaders being used to
guiding leader selection and anticipate their behavior. Socrates identified a list of leadership
skills, highlighted the value of knowledge, and investigated the idea of situational leadership i.e.,
ancient Greek culture. Also, Xenophon, a contemporary and admirer of Socrates, highlighted the
value of leading by example and focused on strategic leadership and risk.

Top leadership with high visibility, middle-level leadership with leaders from many sectors, and
grassroots leadership with local community leaders and local organizations are the three levels of
leadership. Top leadership, for example, focuses on high-level politics and high-profile
negotiations in a conflict resolution process; middle leadership focuses on conflict resolution
training, peace commissions, and problem-solving workshops; and grassroots leadership focuses
on local peace committees and post-conflict trauma work. (Anastasia Filippidou, 2014,). Post-
convention committees and tasks Sociologists have labeled instrumental and social-emotional, or
expressive, leadership behavior as two primary behavioral characteristics that have arisen from
leadership study. These dimensions were established independently by psychologists who
examined leadership (Korman, 1966).

The terms starting structure and contemplation are frequently used to characterize these acts. The
term "leader starting structure" refers to the extent to which a leader establishes a psychological
structure for his or her subordinates by assigning specific duties, outlining processes to be
followed, explaining his or her expectations of subordinates, and scheduling work to be done.
Leaders who plan, organize, direct, and control are described in this dimension of leader conduct,
which is comparable to that dictated by classical management theorists.

The term "leader consideration" refers to the extent to which a leader creates a supportive
environment of psychological support, warmth, friendliness, and helpfulness by being friendly

4
and approachable, looking out for the group's personal welfare, doing small things for
subordinates, and providing advance notice of a change.

According to research, leaders who introduce a structure for subordinates are regarded higher by
superiors and have higher-performing work groups than leaders who do not initiate structure; and
leaders who are considerate of subordinates have happier employees (House, R. J., 2014).

Of all the cloudy and perplexing aspects of social psychology, leadership theory is without a
doubt the most perplexing. Ironically, more has been written about leadership and less is known
about it than any other issue in the behavioral sciences. The concept of leadership appears to
evade or surprise us on a regular basis. In a new form, taunting us with its slickness and intricacy
once more. As a result, we've come up with a never-ending list of terms. leadership, power,
status, authority, rank, and prestige are all factors to consider. Influence, manipulation,
dominance, and so forth, as well as Still, the concept isn't well-defined enough. As we look over
the route, we see the damage of "trait theory" now that leadership theory has taken hold.
Leadership, the "great leaderless leadership. Not to mention bureaucratic leadership and
charismatic leadership. Democratic dictatorial leadership, group-centric leadership, reality-
centric leadership, goal-setting leadership, etc. Dialectics and accent reversals in this area are
very close Compete with the twists and turns of parenting practices, in other words, Gertrude
Stein, "Leaders are followers. He is a leader. " With a lack of consensus throughout this area of
leadership Authority cannot be reduced to the restraint of social scientists. In fact, the problem
isn't so proof, the pile of evidence available seems to be Contradiction, and some heuristics
have radically fixed them Their own views in the process of their writing Problem: Problems in
fostering coherent leadership The theory is certainly not new. Study problems Leadership has
plagued people since the dawn of intellectuals’ Discourse. Leadership research raises
fundamental issues What every group, organization, country, and group of countries has to solve
or at least fight. (Bennis, W. G., 1959,). It’s difficult, but it's important to have a clear definition
of leadership. It's one of Army, economics, politics, religion, sports, etc. There are dozens of
books and thousands of articles on leadership. Published annually. Millions of dollars have been
invested by organizations trying to develop them. Future leader. But if anyone doesn't know
exactly what leadership is, all these efforts are meaningless. (Alberto Silva, 2016,). People with
leadership qualities are in high demand among employers.

5
In the United States, organizations have difficulty filling leadership positions Lack of Trained
Leaders – Leadership Blank (Figure, 1999; Fritz & Brown, 1998; Hemp, 2008; Kisel, 2012;
Rothkopf, 2009; US Division Work, 1999). Besides, the university seems to be graduating
overall Ineffective leaders suggesting that leadership is the most likely cause of voids. Lack of
formal leadership training (Fritz & Brown, 1998; Ricketts & Rudd, 2002). Agricultural
university graduates have also expected Leadership skills (Crawford, Lang, Fink, Dalton, and
Fielitz, 2011). (Rick Rudd, Eric Kaufman, 2013,). Despite a long time of tremendous
management studies, the relation of chief conduct to subordinate productiveness and pleasure
with the chief continues to be now no longer very dear. The obvious absence of steady
relationships withinside the studies literature (Sales, 1966; Norman, 1966; Lowin,1968) can be
due in component to numerous associated problems. Leadership and management include a
distinct set of tasks or responsibilities. While leaders and managers have certain parallels in that
they both use specialized powers to influence others in order to achieve specific goals, they also
have some significant variances (Northouse, 2007). While managers keep the workplace running
smoothly, leaders put the current position to the test and stimulate new functions, therefore they
are looking for long-term objectives (Yukl, 1989). For optimal performance in today's fast-paced
workplace, organizations require both efficient management and effective leadership
(Kotterman, 2006).

The basic definitions of leadership and management, as well as the specific sorts of skills
required of managers and leaders, will be discussed in this review article, as well as the parallels
and contrasts between management and leadership.

Objectives of the study

6
The purpose of this in-depth literature is to study and identify the impact strategies and styles
theories regarding leadership and its actual influence on it. To study fundamental definitions of
leadership and management, as well as the specific sorts of talents required of managers and
leaders, will be discussed in this review article, as well as the similarities and distinctions
between the two.

i. To determine the impact of leadership in the organization

ii. To study the relationship that exists between leadership, and organization performance.

iii. To examine both leadership and management and know whether they are the same or
different.

iv. To understand how leadership plays a great role in the different aspects of life, and how it
helps to organize different levels easily.

From this in-depth literature review, I see the huge impact of leadership affecting controlling the
industry, lower level to upper level how it plays a huge role in settling things. From educational
institutes including schools, colleges & universities, Public & private health sectors in
organizations as well.

Methodology of Analysis

The following electronic databases were used to conduct a comprehensive literature search:
J store Science direct, Emerald insight, Talor & Francis & Google scholar. The goal of the search
was to find and uncover all prior papers on leadership style, leadership theories, and
Management vs Leadership. There was no time constraint oldest paper was published was from
in 1996 and the latest Paper was published in 2022., but the study was limited to English-
language papers exclusively. The title ought to have “leadership idea”, “management style”,

7
‘effect of management on personnel overall performance, “management within it. The keywords
and terms used inside the research consist of (style) and (management), or (variations), or
(similarities). original and peer-reviewed articles were taken into consideration for this
evaluation. For this review, original and peer-reviewed articles were considered. The search
identified 5,110,000 results in 0.05 sec focusing on leadership style, theories, and management.
After removing duplicates from Google Scholar and the four databases, a total of 42,9500
articles remained.

The eligibility and relevancy of the identified articles' titles and abstracts are examined. Only 200
articles were chosen from the 42,9500 that met the search criterion by including both
"management" and "leadership" and leadership style& theory terms in the headline. Finally, 41
articles were chosen for this evaluation since they were unique and peer-reviewed. This approach
is attainable since it moves forward with transparency and replicability (Denyer and Tanfield
2009). The date of distribution was unlimited Although such confinement of the investigation
may fail to give measurable representativeness (which was not our objective; monographs or
chapters in edited volumes, for case, were intended omitted), it in any case empowers an
intensive and systematic review and is comparative to past approaches (e.g., Bakker 2010;
Provan et al. 2007). It offers an adequate understanding of the foremost imperative viewpoints of
the scholastic talk on inter-organizational systems (Denyer and Tanfield 2009). Be that as it may,
after checking the titles and, when suitable, the abstracts, we contracted the scope of the
examination to produce fair 233 pertinent articles. All these articles were looked into to decide
whether they met the predefined criteria. In arrange to extend the consistency and strength of the
discoveries, we too surveyed previous surveys.

8
Research Flowchart

Jstor , Emerlad ,& Google Scolar

Excluded the duplicate articles

429500 Articles

Excluded the articles which did not meet

the inclusion creiteria

9
Context

The reason for this chapter is to talk about the setting of or for authority and leadership effectiveness.
Dating to the 1970s there have been calls for authority analysts to consider context as a potential
calculation that my change authority and authority viability (Day, 2000; Fiedler, 1967, 1978; Graen,
Alvares, Oris, & Martella, 1970; Hannah, Uhl-Bien, Avolio, & Cavarretta, 2009; House, 1971; Osborn,
Chase, & Jauch; 2002; Osborn & Marion, 2009; Doorman & McLaughlin, 2006; Purvanova & Bono,
2009). Looking at the field of administration, it is comparatively simple to separate three very diverse
suspicions on the entwining of setting and administration. One, setting could be a possibly vital calculate,
but one that can be circumvented by adroit authority (e.g., “leader-centric” approaches, Avolio &
Gardner, 2005; Bass & Avolio,1994). Two, setting modifies the affect of authority on different criteria,
frequently communicated as a unexpected relationship including authority, setting and criteria.

Three, setting may be a dominant factor that builds up boundary conditions on the sort of authority shown
as well as the effectiveness of authority (e.g., “contextual approaches,” Osborn et al., 2002 and
“embedded” approaches, Fairhurst, 2009; Uhl-Bien, 2006). In excessively shortsighted terms, able to

10
recognize administration in these approaches concurring to three fundamental sees: (1) administration as
settled in pecking order, (2) administration as inescapable in social systems (e.g., organizations), and (3)
administration as a combination of (1) and (2), or hybrid approaches. Within the settled sees,
administration is ordinarily imagined as (a) a genuine, measurable, commonly watched property or
behavior design of people involving a formal managerial position or part (e.g., characteristic, LPC,
transformational and charismatic approaches), or (b) a measurable result of progressive interaction with
others (e.g., LMX, Graen & Uhl-Bien,1995; and LBDQ, Yunker & Chase, 1976). Within the inescapable
sees authority is typically envisioned as a socially built recognizable design of impact and arrange (e.g.,
sentiment of leadership, verifiable administration speculations, social authority, and discursive authority).
Here, leadership isn't tied to formal positions or progressive interaction. Within the cross breed view,
approaches from both settled and pervasive sees are incorporated that recognize the importance of
authority both within the progression and because it is more broadly built. Crossover approaches begin
with setting in intellect.Leadership has always been thought of as a personal quality. Transformational
leadership theory, which suggests that transformational leaders engage in actions connected to Charisma,
Intellectual Stimulation, and Individualized Consideration, is a good illustration of this (Bass, 1985).

The relevant research and theory-testing technique implies an individualistic understanding of leadership,
with a clear separation formed between leaders and followers (e.g., followers evaluate their "leader" using
a variety of behavioural items). Individual, mostly intrapersonal, talents and abilities are assumed to be
developed primarily through training (Barling, Weber, & Kelloway, 1996; Neck & Manz, 1996; Skarlicki
& Latham, 1997; Stewart, Carson, & Cardy, 1996). These types of training methods,, but, ignore nearly
50 years of research displaying leadership to be a complex interaction among the distinct leader and the
social and organizational surroundings (Fiedler, 1996).

Further to building individual leaders by way of education a hard and fast of abilities or competencies and
assuming that leadership will end result, a complementary angle methods management as a social
procedure that engages each person in the community (Barker,1997; Drath & Palus, 1994; Wenger &
Snyder, 2000). on this way, absolutely everyone is considered a leader, and leadership is conceptualized
as an impact in preference to a motive (Drath, 1998). management is therefore an emergent property of
effective systems layout (Salancik, Calder, Rowland, Leblebici, & Conway, 1975). Management
improvement from this attitude consists of the usage of social (i.e., relational) systems to help build
commitments amongst contributors of a community of practice (Wenger, 1998). it's far proposed that
each person and relational lenses are vital issues.

11
Scope
Since the talk of the setting of leadership and leadership adequacy quickly engulfs the analyst
within the complexity, irregularity, and breadth of tremendous writing, it is necessary to kill all
but a division of the writing. We concentrate on a comparatively few ranges where the setting of
leadership has gotten the foremost consideration. We moreover utilize a test of publications as an
agents of entirety investigation programs and schools of thought. Correspondingly, numerous
regions including relevant examinations of authority are not covered because they are partitioned
ranges of request, a few of which are tended to in isolated We have also eliminated work that
centers on identity, decision-making, old civilizations, linguistics, gender, socioeconomics,
political pioneers, social developments and counterfeit circumstances. Moreover, we make light
of the potential significance of practice-based identifications of fruitful leadership from review
accounts, and heighten the potential significance of authority in and of organizations (Chase,
1991.

12
Literature Review

Leadership

Leaders pick out their techniques based totally on both personal and organizational desires and aims.
circumstances,

organizational structure, and records are most of the

factors that decide the degree and type of leadership wished. ok. Grint provides a 4-fold typology

of management definition: position (wherein leaders operate that makes them leaders), man or woman
(who leaders are that makes them leaders), the end result (what leaders obtain that makes them leaders),
and proceed how leaders get matters carried out that makes them leaders).

Kroeger identifies 4 key elements of leadership that

are common to many definitions and theories: First,

leadership is set the usage of power, and powerful leaders are able to get admission to their man or
woman electricity at the right time to get the preferred end result, the means by means of which leaders
determine to use their electricity includes judgment; third, leadership involves using energy intentionally
towards a specified goal; and fourth, management includes interactions among people.

In view of the truth that leadership is a humans targeted hobby, it follows that the personalities of the
people have an effect on how they get right of entry to their strength, make judgments, and perform
management

From ancient Greek philosophers like Plato and Socrates to the profusion of management and leadership
gurus whose books fill airport bookshops, the idea of leadership has piqued curiosity for hundreds of
years.

However, the necessity for good leadership has never been more urgent than it is now. It is stated that in
today's changing global environment, leadership is the key to not only individual and organisational
success, but also the success of sectors, regions, and nations.

13
"As a country, we are already slipping behind our North American and European competitors in terms of
production. We will unlock the doors to higher productivity, maximise the benefits of innovation, take
advantage of technological progress, and create the circumstances for a profound reform of public
services if we attack our management and leadership deficiency with zeal." (Department for Education
and Skills, 2002). (Bolen, 2004, )

Leadership has been considered a personality trait since the

beginning. According to a Chinese Scholar the purpose of a
great leader is to serve humanity (Confucius, circa 475
BC/1998). The founder of philosophy Plato said that the
leader should be an intellectual person (Takala,
1998).Machiavelli said that a leader with good virtues and
intelligence get the support of people (Machiavelli,
1513/1992). In the era of 19th century Carlyle stated in one
of his books that Leaders were remarkable people or heroes
who were able to wield power and influence over others
with their charisma intellect wisdom and political
skill.Spencer noted that great men were products of their
cultures or environment foreshadowing todays argument on
about leadership (Spencer, 1873/2013) (Alberto Silva,,
2016).

Ming li summarised the 19th century Leadership, as a distinctive

feature of exceptional human leaders, dominated leadership
study until the early 1950s, when behavioral theories of
leadership began to emerge. To get a bird's-eye view of
leadership fundamentals, participate in leadership activities. The
14
theory of a leader is important. It has a significant impact on his
or her long-term leadership success. Consider your own
leadership style, which could include things like situational
leadership or transformational leadership. These previous
perspectives on leadership were primarily created by
psychologists (Ming li, 2012, 1).

According to Bruce Li, "Leadership is an enormously

complicated and diversified issue, including everything
from interpersonal relationships to corporate strategy," as
mentioned in one of his articles. (Bruce, 2020, 2).

Despite the reality that every action a leader does carries some
risk, no analysis of leadership and risk has appeared in high-
ranking management publications in the last 20 years. In
contrast, the science of psychology, particularly in the subject of
heroism study, places a premium on leadership and risk.(Fourie,
2022, 3).

There are some analysis showing that leadership behaviors may

be vital Associate in Nursingtecedents to learning, however data
is scarce on the impact of which leadership designs support
exploitive and preliminary learning, (pasamar, 2019, )

15
Leadership is an asymmetrical influence relationship within
which one actor guides or directs the conduct of others toward a
particular objective over a amount of time. l whereas leadership
clearly entails the utilization of influence and presumably
power, just some interactions having influence or power qualify
as samples of leadership. (Zartiman, 1994, ).

Major Contributor
John Kotter
John Paul Kotter is the Konosuke Matsushita Professor of
leadership, Emeritus, at the Harvard enterprise faculty, an writer,
and the founding father of Kotter worldwide, a management
consulting company based in Seattle and Boston. he is a notion
chief in commercial enterprise, management, and alternate.
Citations are one indicator of what has had the biggest impact in
this industry, yet impact does not always imply quality. The
following were the most referenced publications pertaining to
change/transformation and leadership between January 1, 1978,
and December 31, 2014 (Hughes, 215)

6,638 Citations- Leading Change (Kotter, 1996)

4,340 citations- Why Do Transformation Efforts Fail? - John Kotter
on Leading Change: Why Do Transformation Efforts Fail? (Kotter,
1995)
3,539 Citations - Leadership that transforms (Bass & Riggio, 2006)
According to sources, John Kotter's writings on leading change
and Bernard Bass's works on transformational leadership have
16
framed the argument in recent decades. The appreciation of
Burns (1978) and his distinction between transformational and
transactional leadership (see Bass, 1998) is shared by both
authors.
If we turn our attention to John Kotter, he has been by far the most
quoted author in the field of organisational transformation, and
he has made a significant and important contribution to
leadership studies in general. Kotter's (1996) eight steps for
critically taking stock appear to have become the norm for
change leadership. In 2012, a redesigned edition of Leading
Change was released, containing much the same content as the
original but with fresh Penguin graphics and a new preface.
Taking Charge of Change, 'The material in this book is not only
still important now, sixteen years after it was released, but I
believe it is more relevant, and for one reason the speed of
change continues to grow,' stated Kotter (2012, p. vii). The title
may be Leading Change, but this book does not change, making
change leadership an oxymoron once again.
In 1987 John Kotter, professor of the Harvard business school
states that leadership is going past recurring duties to address
alternate, whereas control is a normal formal responsibility to
deal with routine complexity(Kotter, 1987). Kotter argues that
leadership is a technique that ambitions to expand a imaginative
and prescient for the corporation;
align human beings with that imaginative and prescient; and
encourage humans to action via the basic need
achievement(Kotter, 1990).
17
Leadership is one amongst the foremost complicated and varied
phenomena to that structure and psychological analysis has been
applied. Associate in Nursing biological process organic process
perspective is employed to make an evolutionary tree of
leadership theory and reveal the path along which it has evolved.
(David A., 1990, ).”
Leadership is one among the foremost vital topics within the
human sciences and traditionally one of the a lot of poorly
understood; it's important for 2 reasons. First, leadership solves
the matter of a way to organize collective effort; consequently, it
is the key to structure effectiveness. With smart leadership,
organizations (governments, corporations, universities,
hospitals, armies) thrive and prosper. once organizations
succeed, the money and psychological we tend toll-being of the
incumbents is enhanced. (Robert Hogan, 2005, ).
The leadership literature is immense, it may be effectively sorted
into two classes that we decision the poet-singer tradition and
also the tutorial tradition. The troubadour tradition is far and
away the larger and a lot of standar literature. It consists of such
works as Leadership Secrets of Scourge of God the Hun
(Roberts, 1990) and also the self-seeking and account-settling
memoirs of former CEOs and politicians.

18
 Despite its popularity, the poet-singer tradition may be a large
assortment of opinions with little or no supporting evidence; it's
diverting however unreliable. Leadership is sometimes outlined
in terms of the people that are accountable of organizations and
their units; by definition, such individuals are leaders. however
mirror for an instant on the talents required to with success hash
out the standing hierarchy of an oversized bureaucratic
organization. trust the people that are accountable of the
organization wherever you're employed and check out to seek
out samples of real leadership. The people who rise to the super
of enormous organizations are distinguished by onerous work,
intelligence, ambition, political skill, and luck however not
essentially by talent for leadership (Robert Hogan, 2005, ).
management happens in lots of forms, however ultimately
culminates in competences: choosing the nice
choice amongst alternative guides of action, as well
as bringing and retaining followers on board. What
is greater, typology matters greater for folks that, for
whatever purpose, need and want to observe the specific kinds
of leadership rather than for the fans. extra frequently than not,
the emphasis is on rational factors of management and on
whether or not leaders acquire their promises, even as not
enough emphasis is laid on
the emotional aspects of leading. in this experience, even
even though it might appear irrational for a few to comply with a
particular leader, others interpret and receive phrases and
nonverbal verbal exchange differently and end up followers.
19
 ● Deja Vu vs Vu Jade
Historically leadership is outlined by its alleged opposite
Management cares with its death penalty routines and managing
structure stability__ it's essentially concerned with management
whereas leadership is concerned with direction setting,with
novelty and is basically coupled to vary and persuasion.Another
thanks to place it is often that management is reminder (seen this
before).. Whereas Leadership is vu jade (never seen this before).
(Grint, 2005, ) we will say that a managers apprehend what to
try and do during a situation that he has seen before and he can
arrange execute things consequently with efficiency however a
pacesetter a leader has achieve goals. the method and attributes
needed to effectively influence others ne'er seen this before but
he must produce a method and novel strategy to cope the
situation.
Leadership is that the accomplishment of a goal through the
direction of human assistants. the person who with success
marshals his human collaborators to realize explicit ends may be
a leader. an excellent leader is one who will do therefore day
when day, and year when year, during a wide selection of
circumstances. He might not possess or show power; force or
the threat of hurt might ne'er enter into his dealings. He may not
be popular; his followers may never do what he desires out of
affection or admiration for him. He may not ever be a colourful
20
person; he may never use unforgettable devices to dramatize the
needs of his cluster or to focus attention on his leadership. As
for the vital matter of setting goals, he may very well be a
person of very little influence, or perhaps of little skill; as a
leader he might simply perform the plans of others. (W.C.H.
Prentice, 2004, )
in step with Keith Davis, “Leadership is that the ability to
influence others to hunt outlined objectives enthusiastically. it's
the human issue that binds a gaggle along and encourages it
towards goals.Leadership is the potential to influence behavior
of others. it's conjointly defined because the capability to
influence a group towards the belief of a goal. Leaders are
needed to develop future visions, and to motivate the structure
members to require to realize the visions. (Prachi juneja, n.d).
● Leadership in Public health sector
Leadership features a vary of definitions, however at its
simplest it's involved with the flexibility to influence others to
are central to associate degree understanding of leadership and
its currency within the context of developing public health
nutrition as a discipline and its place in our daily practice.
Leadership is that the accomplishment of a goal through the
direction of human assistants. the person who with success
marshals his human collaborators to attain specific ends may be
a leader. an excellent leader is one who will do therefore day
once day, and year after year, in an exceedingly wide selection
of circumstances. He might not possess or show power; force or
the threat of damage could ne'er enter into his dealings. He may
21
not be popular; his followers may never do what he needs out of
affection or admiration for him. He may not ever be a colourful
person; he may never use unforgettable devices to dramatize the
needs of his group or to focus attention on his leadership.
As for the vital matter of setting goals, he may very well be a
person of very little influence, {or even|or couldbe|or perhaps}
of little skill; as a frontrunner he may simply perform the plans
of others. (W.C.H. Prentice, 2004, )
➢ By Keith Devis
In keeping with Keith Davis, “Leadership is that the ability to
steer others to hunt outlined objectives enthusiastically. it's the
human issue that binds a gaggle along and motivates it towards
goals.Leadership is the potential to influence behavior of others.
it's additionally defined as the capability to influence a gaggle
towards the belief of a goal. Leaders are needed to develop
future visions, and to inspire the structure members to require to
attain the visions. (Prachi juneja, n.d., ).
Leadership contains a vary of definitions, however at its
simplest it's involved with the flexibility to influence others to
are central to an understanding of leadership and its currency
within the context of there's a longtime literature that describes
the private attributes of leaders, as well as having a giant image
vision that's effectively shared and higher cognitive process that
is clear and decisive supported assessment of obtainable
information. Leaders have a commitment to capability building
and empowering others, are respectful and informative but
willing to form robust choices once required. At the core of

22
leadership is that the attribute of credibility, usually attained by
incontestable moral and clear approaches to follow. Leaders take
calculated risks once needed, speak out against the established
order and discovery to require responsibility and show initiative
when needed. this sort of behaviour in practice needs smart
strategic thinking, social communication skills and emotional
intelligence.Leadership isn't confined to the highest of the
decision-making tree, however instead is commonly required at
lower-down levels to ‘shake the branches’. (Western J, 2002,).
Leadership may be a complex, three-d phenomena (DePree,
1989). it's been outlined as: a behavior; a style; a skill; a process;
a responsibility; an experience; a perform of management; a
foothold of authority; AN influencing relationship; a
characteristic; and a capability (Northouse, 2007). John Maxwell
outlined leadership by influence (Maxwell, 1998).
Kotter (1990) explicit that “Leadership is that the capability for
collective action to vitalize”. Robert Greenleaf defined effective
leadership as folks that serve others, whereas they follow them
(Bennis and Nanus, 1997). Moreover, Peter Drucker defined a
frontrunner is somebody who has followers (Drucker, 1999). A
behaviour, a style, a skill, a process, a responsibility, an
experience, a managerial role, a position of authority, an
influential relationship, a characteristic, and an ability have all
been defined (Northouse, 2007). Influence is how John Maxwell
defined leadership (Maxwell, 1998). "Leadership is the potential
for collective action to vitalize," according to Kotter (1990).

23
 Effective leadership, according to Robert Greenleaf, is
described as people who serve others while following them
(Bennis and Nanus, 1997). Furthermore, according to Peter
Drucker, a leader is someone who has followers (Drucker,
1999). Some theorists, however, argue that leadership is a type
of social influence mechanism (House and Aditya, 1997).
Although there are numerous leadership definitions, the most of
them centred on two aspects: the act of persuading a group of
people to achieve a common goal, and the development of a
vision. 2014 (Dr. Ali Algahtani). In 1987, Harvard Business
School professor John Kotter stated that leadership extends
beyond everyday chores to deal with change, whereas
management is a regular formal responsibility to deal with
routine complexity (Kotter, 1987).
● Leadership vs Management
According to Kotter, leadership is a process that tries to build an
organization's goal, align employees with that vision, and drive
people to action by satisfying basic needs. "Leadership is
distinct from management, but not for the reasons most people
think," Kotter said. Leadership isn't magical or enigmatic. It has
nothing to do with charisma or other outlandish personality
characteristics. It is not limited to a select few. Leadership is
neither inherently superior to management or a substitute for it;
rather, leadership and management are two distinct but
complementary activities. In an increasingly complicated and
turbulent corporate environment, both are required (Kotter,
1990)."Management, on the other hand, is a process that seeks to
24
keep an organization's formal activities under control (Kotter,
2001,). People follow the leader voluntarily because the leader
maintains an eye on their benefits, and the leader directs the
follower using a transformational manner (Bass & B. M., 1990).
Integrity, vision, toughness, decisiveness, trust, commitment,
selflessness, inventiveness, risk taking, toughness,
communication ability, and visibility are all essential attributes
for leaders (Capowski,, 1994).
The principles of influence and dominion were used to explain
the term "leading" in the early nineteenth century. "Leadership"
was described as "the state or condition of a leader" in those
era's editions. Leadership was defined as "the ability to lead" in
the twentieth century, and it was later used as a synonym for
"manager." It's worth noting that the suffix "ship" might refer to
a state or condition, a group of people's characteristics, or a
position or office. The Oxford English Dictionary defines
"leadership" as "the dignity, office, or position of a leader,
especially of a political party; ability to lead; the position of a
group of individuals" after over a thousand years of people
leading or influencing others in a certain context; the group
itself; the action or influence required for the direction or
organisation of effort in a collective endeavour." Toor, Shamas-
ur-Rehman, and Ofori, George, 2008.

The term "leadership" has been employed in a variety of

contexts, including politics, business, academia, and social
work. Leadership has hitherto been viewed as a personal trait.

25
Individual leader qualities are influenced not only by personal
abilities and attributes, but also by the circumstance and
environment in which he finds himself. People may join an
organisation in order to achieve particular personal goals;
nevertheless, how convinced they are that their participation will
help them reach their goals may decide how active they are. The
leader will support an organisation if he believes that it will help
him achieve his personal ambitions and goals; else, he will lose
interest. In an organisation, the type of leader or leadership style
is one of the elements that influences whether or not people are
interested in and committed to the company. (2015, "Leadership
Vs Management").

Some people believe that leaders are those at the top of

organisations, thus they define leadership in terms of strategy
and vision. Others use the term "leadership" to refer to the more
transformative aspects of management at all levels, particularly
employee motivation and change management. As a result, the
concept of 'leadership' in English encompasses both the heroic
leader at the top (Wellington or Nelson) and the valiant foot
soldier - a rather perplexing mix. On the other hand,
management appears to be a more routine and formal
process.'Direct, control, and resources,' according to the
dictionary definition. (2015, "Leadership Vs Management").

In 1977, Abraham Zaleznik wrote the first scholarly

andlandmark article about the difference among leaders and
executives (Zaleznik, 1977). Zaleznik referred to that the
26
organizationneeds both powerful managers and effective leaders
on the way to reach its desires, however he argues that managers
and leaders have distinctive contributions (Zaleznik, 1977).
while leaders promoter trade, new methods, and paintings to
recognize people’s ideals to benefit their commitment, managers
promoter stability,exercising authority, and work to get matters
performed. consequently, control and leadership need one-of-a-
kind forms of people(Zaleznik, 1977).

"Leadership is the ability to make judgments, persuade others to

follow that vision, and enable others to do what they should do
rather than micromanaging everything, while still being able to
monitor what they are doing and make course adjustments along
the way." "Leadership is more about inspiration," another senior
executive commented about Leadership is about providing
direction, communicating, and fostering team trust.

"Leadership is about getting respect and being able to give

direction and get the task done to obtain the result," another
director explained. 2011 (Shamas ur Rehman Toor).

Drucker, Peter A leader is simply defined as someone who has

followers."

But this definition was rejected by other scholars in their support

they stated that , This tautology is so basic that it's potentially
deadly. The command of 200 men is given to a new Army
27
Captain. He never comes out of his room or speaks to the men
and women in his unit. Routine orders could be given by a
subordinate. His troops are required to "obey" commands by
default. Is the Captain a true commander? Yes, commander, but
no, leader. Of doubt, Drucker is a brilliant modern business
thinker, but his notion of leadership is just too simplistic.

"Leadership is the ability to bring vision into reality," says

Warren Bennis. You have a vision for a garden every spring,
and with a lot of hard work, carrots and tomatoes become a
reality. Do you consider yourself a leader? You're a gardener,
after all. "Others" appears to be missing from Bennis' definition.
Kevin Kruse (2013) says Leadership literature can be traced
back numerous centuries. The writings of early philosophers and
thinkers who put together their opinions on leaders, leadership,
and the need for leadership development make up ancient
approaches to leadership.
Such situational theories focus on how team and
organisational
leaders operate. It does not, however, refer to
organisational
culture, which is a major organisational component that
influences leadership effectiveness. Furthermore, neither
individual emotions nor company politics at the stakeholder
level are considered in situational leadership theories. As a
result, several leadership researchers have stated that their
Findings contradict situational leadership theories. (Pawel
Korzynski a, 2020, )
Leadership is a widely used and understood concept with a
28
variety of academic definitions. It can become a "magic
idea"
at times, perhaps mainly in public administration research,
that
is, an undiscovered and probably unexplorable reason for
why a
certain effort worked or failed. Broadness, normative
attractiveness, the implication of agreement, and worldwide
marketability are all characteristics of magic concepts ,
which seem to define most of the expanding literature on
leadership to a greater or lesser extent. (Barbara C, 2017, )
Leadership is a widely used and understood concept with a
variety of academic definitions. It can become a "magic
idea"
at times, perhaps mainly in public administration research,
that
is, an undiscovered and probably unexplorable reason for
why a
certain effort worked or failed. Broadness, normative
attractiveness, the implication of agreement, and worldwide
marketability are all characteristics of magic concepts (p.
643),
which seem to define most of the expanding literature on
leadership to a greater or lesser extent.
Leaders must be able to make sound decisions based on
their personal characteristics (personality), attitude, and
ability to generate accurate predictions utilising a predictive
analysis framework. When it comes to making judgments
about how to solve organizational/individual challenges,
the leader's mindset is critical. It is argued that a leader's
personality cannot be simply changed. According to
29
Simon's decision-making model, a leader's attitude
determines his capacity to recognise a problem, locate
different solutions, analyse these alternatives to select the
best option, and lastly apply the best option to practically
address the problem. (P. S. Aithal & & Shubhrajyotsna
Aithal, 2019). Traditional leadership techniques depend on
the behaviours and characteristics of individual leaders who
are established by the government as specialised
bureaucracy to administer these Weberian departmental
tactics that are meant to be distinct from politics. Both
researchers and practitioners in public sector leadership
have shifted their emphasis to the contemporary approach
to leading as a result of the advent of postmodern theories.
Entities are seen as a sophisticated subsystem. (Francis
Donkor, 2020).
Leadership is present in all human communities, and
situational leaders emerge fast in the lack of obvious
leadership. Despite the fact that leadership appears to be a
common human trait, no cohesive theory of leadership
exists. For more than a century, a broad corpus of literature
on leadership has been published by social scientists,
economists, biologists, corporate researchers, and political
scientists, each with their own unique perspective and
purpose. Scholars from a variety of fields have increasingly
embraced evolutionary theory to help harmonise results on
leadership. From an evolutionary standpoint, the
phenomena of leadership poses a number of challenges.
(Zachary H. Garfield, 2019).
The concept of leadership and the need for effective leaders
can be traced back to the philosophers of Ancient Greece
for hundreds of years, but it has reached a pinnacle in
30
today's world, when the success of individuals, companies,
and sectors is heavily reliant on the success of leaders.
Despite its importance, leadership is difficult to define. In
truth, there isn't a single definition of leadership or leader in
the literature. According to Kruse, leadership is "a social
influence process that maximises the efforts of others
toward the achievement of a goal." According to this
definition, "two functions are at the heart of most
definitions of leadership: offering direction and exercising
influence." (Sedat Gumus, 2016).
leadership is conceived as a method where one or more
people influence a group of man or woman to move
in a positive course. The phrase leadership has been utilized
in various components of human endeavour such
as politics, commercial enterprise, academics and social
works. Messick and Krammer (2004) argue that the degree
to which the person famous leadership trends depends no
longer most effective on his traits and personal
competencies, but additionally at the traits of the state of
affairs and environment wherein he unearths himself.
therefore, an person will guide the organisation if he
believes that via it his non-public
goal and dreams may be met, if no longer, the character’s
hobby will decline. management occurs when one
organization member modifies the incentive or competence
of others within the organization. Nongo (2009) states that
leadership involves an unequal distribution of energy
among leaders and group members. institution
participants have energy, but leaders typically have greater
powers. according to Rachin (2001) management is

31
 at once connected to the exercise to which human beings
are dedicated.

● Leadership Theories

Several leadership ideas have evolved throughout the

previous century. These ideas are attempting to explain
successful leadership attributes in individuals, groups,
organisations, and even as a leader in society. Great-man
theory, trait theory, contingency or situational theory, Style
and Behavior theory, Process Leadership theory,
Transactional Leadership theory, and other important
theories developed during the last century with generality
in their models include Great-man theory, Trait theory,
Contingency or situational theory, Style and Behavior
theory, Process Leadership theory, Transactional
Leadership theory, and so on. (P. S. Aithal & &
Shubhrajyotsna Aithal, 2019, )
32
According to the great man theory, leaders are born, not
made. The intrinsic qualities will emerge as a result of the
requirement. This theory was highly received by historians
and was dubbed "Great man theory" since in the past, only
men were allowed to hold positions of leadership. After a
lot of study and studies on leadership, this notion became
obsolete.
One of the first theories of leadership was the trait theory
method. This method focuses on the fundamental
characteristics of a leader, such as physical and personal
characteristics, as well as the abilities that a leader should
possess. It is based on the concept that basic characteristics
are the driving force behind leaders' consistent behaviour in
a variety of scenarios. This concept, like the Great Man
idea, asserts that leaders are born with certain attributes that
remain consistent across time.

Contingency theory focuses on aspects related to the

environment that may influence the most appropriate
leadership style for a given situation. The leadership style,
followers, and situation are all elements to consider.
According to situational theory, leaders would choose the
optimal leadership style based on the scenario and the
group to be affected. Leaders are produced, not born,
according to behavioural theory, which contradicts the
Great Man theory. It claims that leadership abilities may be
honed and improved.

33
 Participative theory describes a leader's collaborative
decision-making abilities or the subordinates' shared impact
in decision-making. This leadership style would assist in
encouraging team members by taking into account and
prioritising their opinion. (Kavitha Sethuraman, 2014).

Many theories are founded on a leader's attitude toward

recognising and understanding problems or situations in
order to make decisions, as well as his behaviour toward
individual, organisational, or social challenges. All
leadership theories are concerned with a leader's ability to
make decisions in the face of internal or external
environmental uncertainties. As a result, the published
work focuses mostly on a leader's behaviour in a specific
setting. (P. S. Aithal & & Shubhrajyotsna Aithal, 2019).

● Leadership Style

Since the early twentieth century, according to Buchanan

(2013), the globe has gone through many periods of leadership.
Specifically, there was the "command-and-control" approach in
the 1980s, which was followed by "empower-and-track" in the
mid-2000s, and ultimately, "connect-and-nurture," which is the
present strategy. While this era may not be universally
applicable, it does provide a high-level explanation for why
various leadership styles have emerged.
Furthermore, early leadership theories assumed that excellent
leadership was dependent on personality attributes (Shazia,
34
Anis-ul-Haq, & Niazi, 2014). As a result, the belief that leaders
are born rather than made arose. (Franco Gandolfi & Seth Stone,
2018, )
The term "leadership style" refers to a set of features, traits, and
behaviours that leaders employ when interacting with their
subordinates.Consider leadership to be a pattern of managerial
action that is designed to integrate organisational or personal
interests and impacts in order to achieve specific goals. has
proposed that a leader's style might be described as the type of
relationship he or she uses to get people to work together toward
a common purpose or objective.

● Types of Leadership

Leadership styles can be classified into the following

categories, according to modern leadership styles: Harris, et al
identified five types of leadership
(i) transformational leadership,
(ii) transactional leadership,
(iii) culture-based leadership,
(iv) charismatic leadership,
(v) visionary leadership.
(vi) Ethical leadership ,
(vii) Servant leadership .(Ebrahim Hasan Al Khajeh, 2018).

Ethical leadership is indeed a multi-dimensional phenomena

that lacks a clear description (Ahmad and Gao, 2018). However,
it can be defined as "the demonstration of normatively
appropriate conduct through personal actions and interpersonal

35
relationships, as well as the promotion of such conduct to
followers through two-way communication, reinforcement, and
decision-making," according to the dominant conceptualization.
(Halil Zaim, 2021).

The focus of managerial leadership is on "functions, tasks, and

behaviours." People's work might be facilitated when these are
carried out efficiently in an organisation. People's actions are
reasonable, and authority is distributed among employees via
official roles inside the bureaucratic system (Leithwood et al.,
1999). Instead than defining a vision beyond available practises,
this leadership paradigm focuses on managing existing practises
(Sedat Gumus, 2016)

Transformational leadership is characterized as leaders who

inspire their people to go beyond self-interests for the welfare of
the business by building and conveying a shared vision (Bass,
1985; Bass & Avolio, 2000). Five leadership elements are
included in the model of transformational leadership: idealised
attributes, idealised behaviours, inspiring motivation, intellectual
stimulation, and customised consideration. (Kevin S. Groves,
2016).
Transformational leadership, according to Bass (1996), is
defined as a leader who has the ability to influence his followers
in a specific way, as well as a leader who improves mutual
collaboration and team learning with his subordinates.
Meanwhile, transformational leadership, according to O'Leary
(2001), is the leadership style adopted by a manager if he wants
a group to increase its authority and operate outside of the status
36
quo or achieve an altogether new set of organisational goals.
(Agus Purwanto & Innocentius Bernarto, 2020).

Transactional leadership,Values such as sincerity,

responsibility, and reciprocity may be present in a transactional
leadership style, but they are only important to exchange
procedures. According to Bas et al. (1998), transactional leaders'
relationships with their subordinates are expressed in three
ways. , The leader understands what the subordinates want and
will explain what they will receive if the task meets
expectations. (Agus Purwanto & Innocentius Bernarto, 2020).

Visionary leadership , a style that recognises patterns, the style

of an apprentice who directs processes in which strategies and
visions can emerge spontaneously or be conceived deliberately.
As a result of their concentration in the domain, rapport with
their ideas, and emphasis on dedication, combined with their
experience and a certain touch of harmony, these leaders include
those who model the strategies. The challenge of visionary
leadership is to overcome the symbiotic relationship between
their ideas and their exclusive personal relationship (Oscar
Antonio Martinez Molina, 2018).

Servant leadership , "If one is a servant, either leader or

follower, one is always searching, listening, expecting that a
better wheel for these times is in the making," Greenleaf (1977,
37
p. 9) wrote. Servant leaders begin with the natural desire to
serve others first, ensuring that their "highest priority needs are
met first" (Jon Aarum Andersen, 2018).

In precis, the studies literature indicates that in maximum

situations, thoughtful leaders will have greater glad
subordinates. although none of the investigators covered
subordinate options of their analysis, the results are consistent,
with the discrepancy version if we are able to make the
incredibly safe assumption that most subordinates opt for
considerate leaders.

Leadership variables
The literature evaluate confirms that the leadership idea has
been evolving in time, and after an extended period of thinking
about it as a personal best, it's miles now understood, at the least
by a few pupils, that leadership is much more than an character
trait seeing that it's far a complicated phenomenon
in which the followers and the context have a completely critical
function.
The leadership used in this is Defined as an influential
behavioral process ,The effectiveness of an individual or group
and leadership towards a set goal is defined by how well it
works These goals will be achieved. Identify many variables
related to leadership situations, classify variables using factor
analysis techniques, and Structure the resulting elements into a
framework that contains both the elements and those elements
38
 Possible connections. This is phase Project to integrate research
Empirical relationships seen between variables
In a leadership situation. Leadership assumptions and empirical
studies can be grouped in four main directions: leadership
behavioral research, situations.
Mutual causal research, leadership effect theory, and normative
leadership approaches. These four categories are not exhaustive
for all possible classifications scheme. Also, the orientations are
not independent of each other. Hundreds of studies were used,
so some studies could be properly categorized.
Different behavioral dimensions of leaders to determine which
behaviors are different effective from ineffective leadership.
Most have we sought to identify actual management behavior
and behaviors that correlate with criteria such as performance
and subordinate satisfaction. Significant leadership impacts have
been discovered, but most conclusion on expiration date and
causality relationship. Difficult to demonstrate how to correlate
whether management behavior causes different levels of
performance Whether effectiveness, or workgroup effectiveness,
is the result of various other interacting forces. In two or more
orientations. Classification it's just a discussion.
The key issue in developing a leadership framework is to draw
factors for each set of key variables. As hard work can be epic
since three specific sets of variables that theoretically explain
everything that can affect leadership effective. Identification
procedure for established data minimization factors and
techniques to develop independent variables form a frame. The
39
original quest was generate as many items as possible that are
independently related to one of three key sets of variables:
leader behavior, leader characteristics variables and
environmental variables. It was is completed by studying
previously assessed literature on leadership related to key
variables and compile the list of other variables
1,000 articles related to each. The leader's actual behaviors are
mentioned or studied in surveys of leader behavior that have
been compiled into a list of "leader behaviors". Characteristic
Theoretical research and personality survey
was consulted to derive a list of "leader-characteristic
variables". List of "environments"
variables" were compiled from mutual causality studies, case
studies, leadership effectiveness theories, and normative
leadership propositions. There was no underlying structure
prioritizing items in each list framework for effective leadership,
relatively independent factors need to be specified
represent a multitude of influencing variables that can
determine leadership effectiveness. (Jeffrey C. Barrow, 1976,)

i) Interaction effect of strategic leadership behaviors and organizational

culture on IS-Business strategic alignment and Enterprise Systems
assimilation by Zhen shao.
This research develops a theoretical model to investigate the impact of
strategic leadership behaviours (idealised influence vs. inspirational
motivation) and organisational cultures (flexibility-oriented culture vs.
control-oriented culture) on IS-Business strategic alignment and
Enterprise Systems assimilation.In addition, as proposed in the prior

40
literature, the research model includes organisational industry type,
organisational size, and Enterprise Systems use time as control factors of
ES assimilation (Liang et al., 2007; Shao et al., 2017).
In this research paper

Table 1 (Liang et al., 2007; Shao et al., 2017).

Variables Relationship Information

Idealized IV Significant
Influence
Inspirational IV Significant
Motivation
flexibility- IV Significant
oriented culture
control-oriented IV significant
culture
IS-Business M Full Mediation
strategic
alignment
Enterprise DV Significant
systems
assimilation

41
Methodology ;
The survey questionnaire was designed utilising a seven-point
Likert scale, anchored from 1 (strongly disagree) to 7 (strongly
agree), based on a detailed examination of the current literature
(strongly agree). A few changes have been made to
accommodate the use of Enterprise Systems.
The Multifactor Leadership Questionnaire is used to assess
strategic leadership behaviours (MLQ). Six items are used to
assess idealised influence behaviour, while four are used to
assess inspiring motivation behaviour (Bass & Avolio, 1995).
Preston and Karahanna (2009) developed a scale to quantify IS-
business strategic alignment, and four questions were created to
measure the construct. Quinn and Spreitzer (1991) studied
organisational culture and operationalized it.

42
Framework of research model

Flexibility-Oriented
Culture

Industry Type
Idealized
Influence

H5
IS-Business Strategic Enterprise Systems Organization
Alignment Assimilation Size

Inspirational
Motivation ES Use Time

Control-Oriented
Culture
Figure 1 Framework

This research adds to the existing body of knowledge in at least three

ways.
To begin, this research looks at how two specific strategic leadership
characteristics affect IS-business strategy alignment and Enterprise
Systems assimilation. Previous research has largely looked at strategic
leadership as a whole to see how it affects organisational effectiveness.
In the post-implementation phase, when system functionalities have
been diffused in normal processes, there is a theoretical vacuum
understanding how different aspects of leadership behaviours could
influence the alignment between business and IS strategies. This study
finds that idealised influence and inspirational motivating leadership
behaviours are useful in facilitating the alignment of business and IT
strategy by conducting an empirical investigation in China. The findings

43
of this empirical study can add to the existing literature on IS-business
strategy alignment. In this study we can see that how leadership is acting
as an independent variables and the factors effecting to bring the positive
outcome of the respected study.The purpose of this research is to
construct a theoretical model to investigate the effects of IS executives'
strategic leadership behaviours on IS-business strategic alignment and
Enterprise Systems assimilation. The research model considers
organisational culture as an important contingency element that
moderates the link between strategic leadership behaviours and IS-
business strategic alignment.

ii) Effect of Transformational And Transactional Leaership Style

On Public Health Center Performance by Agus Purwanto

This study pursuits to analyze the impact of transformational and

transactional leadership styles at the performance of sanatorium or
Puskesmas in Pati, principal Java at Public health centre. in step with
Wahyuniardi et al (2015) the type of transformational management has a
substantial effect on job delight, the sort of transformational
management has no considerable effect on employee
performance,organizational lifestyle has no sizable effect on employee
overall performance, and job delight isn't always giant. affect employee
overall performance. to enhance employee performance may be
completed by means of growing process pride if task pleasure will
increase, employee performance may even boom. according to Birasnav
et al. (2012) have additionally tested management and research effects
show that transformational leadership fashion and transactional patterns
have a strong and fantastic effect on organizational overall performance
after controlling the effect of

44
transactional management. a number of research performed through Shih
et al (2012), Tsai et al (2015), Qijun et al (2016) concludes that
transactional and transformational management affect overall
performance.fitness services furnished for sufferers and the community
includes health offerings in Puskesmas and in hospitals. carrier fitness
on the Puskesmas consists of first-stage outpatient care, inpatient care
first stage, ordinary transport at the Puskesmas and its network, services
emergency department, and transport offerings for referral for sufferers.
even as sanatorium services include superior outpatient, inpatient care
advanced stage, medication and
consumable offerings, medical aid offerings, and action and operations
offerings.
Methodology:
In this study, the data to be processed are primary data from
respondents. A questionnaire with a Likert scale and a random system is
used as the primary data collection method. Each sentence had five
possible responses, with each answer receiving a weighted score a). 1 b).
Never score: Score 2, c). Uncommon. A score of 3 is occasionally given,
d). Frequently a 4 and an e). Always number five.

The variables acting i this research are as follows

Variables Relation Information

Transformational IV Valid
leadership
Transactional IV valid
leadership
Work performance DV valid

45
Masa'deh (2016) locate that both transactional and transformational
leadership patterns have fine and great impact on job performance and
transactional leadership impacted expertise sharing, transformational
management did not impacted information sharing. Crawford et al.
(2005) transformational management predicted understanding control
behaviors considerably for 19.five percentage of the variance.
Organizational function changed into a sizeable expect of understanding
management with transformational management for 21.1 percent of the
variance of know-how control.

Framework

Transformational
leadership

Work performance

Transactional
leadership

Rao et al (2005) recommend that transformational leadership has good

sized wonderful effect on crew performance and transactional leadership
has good sized
negative impact on crew overall performance. Erkutlu (2008), There are
huge members of the family between management behaviors and each
leadership and organizational effectiveness. Transformational
management behaviors stimulate organizational commitment and task
delight within the hospitality industry. Hu et al. (2010) locate there is
effective and full-size courting between managers transformational
46
management and job pride. Taylor (2014) visionary leadership have
massive and effective correlation to perceived organizational
effectiveness and massive correlations between excessive management
behaviors and perceived organizational effectiveness. Purwanto et al.
(2019) state that transactional leadership affected work overall
performance high quality and significant. Asbari et al. (2019) country
that transactional management affected work overall performance high
quality and vast. (Agus Purwanto & Innocentius Bernarto, 2020, )

iii)Impact of leadership on organisational performance by Abbas Umar

Ibrahim.
This have a look at surveyed the impact of management at the organisational
overall performance of Coca Cola organisation in Abuja, the Federal Capital city,
Nigeria. The examine located that management on the organizational overall
performance of any given business enterprise. The fashion of management a
manager adopted has a right away effect at the organizational overall performance
of the worker. The examine amongst others things determined is that participatory
of leadership and delegation of responsibilities complements the worker overall
performance and attainment of company desires and targets. dealing with humans
in corporations is parts and parcel of the management manner. consequently,
managers ought to realise that human beings are the essential elements in
organisations and that they must be diagnosed as being synonymous with the
employer. but the hassle is to what volume do managers understand this truth that
employees are synonymous with corporations and that they must be effectively
stimulated so they can give their fine to make sure excessive overall performance?
again the management behaviour/style in most organisations which believe that
employees could be dealt with anyhow as a end result of unemployment state of
affairs inside the united states which makes process transfer hard has resulted
within the trouble employees face in their places of work in Nigeria. It generally
ends in low productivity. horrific leadership is
luxurious, underneath the watch of poor leaders and bosses, group of workers
morale declines and workers experience much less dedicated to the organisation
and its venture that tends to result in work of lesser high-quality and things

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getting finished greater slowly. terrible management style can prevent control from
generating new thoughts and strategy to issues.

Variables

Variables Relationship
Leadership IV
Work performance DV

This research work has shown that for any organization to survive, appropriate
impact of leadership on the employee must be followed. It is hoped that the
presentation of leadership in this project will contribute to the better understanding
of the need for adopting of Democratic, participative leadership in an organization,
which will enhance organizational effectiveness. It was inferred that democratic or
participative types of leadership is the best of all the leadership styles because of
the benefits that will be derived from it by the employees amid the overall result to
the organisation as a whole.

Framework

Effective leadership
Work performance

Uneffective leadership

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The study also shows that it is necessary to effect changes in impact of leadership
when the need arises in an organisation in order to enhance performance.
Organisations are established for specific purpose and objectives, people also join
organisations to satisfy their needs, and in so doing they contribute to
organizational performance to achieve the objectives of the organization.
Therefore, it is the responsibility of every leader to build an organization that will
function effectively because the extent to which he/she succeeds will depend
considerably ion subordinates willingness to corporate with him/her among other
things will depend on the degree of congruency between the leadership style
adopted by the leader and the expectations and desires of the subordinates.The
survey consequences verify that an individual who demonstrates management
skills might be promoted extra effortlessly. for this reason, employees need this
trait in an effort to reap their profession goals. but, quality management is vital no
longer only for individual’s profession interests, however is likewise great as it
influences the entire assignment process. moreover, leadership is developing in
importance, particularly in light of the booming production marketplace and the
shift closer to global tasks and international venture teams. due to the fact the
world is converting and due to the fact troubles and projects are getting even
greater complicated, you possibly can now not anticipate that a sole executive or
manager can remedy all problems via himself or herself. no person individual can
address all of these days’s rapid adjustments, competitive threats, and escalating
purchaser needs. alternatively, powerful leadership must permeate the corporation.
(Abbas Umar Ibrahim, 2019)

Chapter iv : Analysis
As our brief review of the large literature on leadership reveals, leadership
academics frequently see what they want to see as essential. They frequently refuse
to delve into the context's complexities or acknowledge various causal
mechanisms, units of analysis, or criteria. However, suggesting that future
researchers should incorporate all relevant units of analysis, all preceding causal
mechanisms, and/or criteria at the same time would be just as bad an error as
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ignoring all of this possible complexity. What is clear is that the context and causal
mechanisms, as well as the criteria and unit of analysis chosen, have a significant
impact on the definition of leadership and leadership effectiveness.However, as the
review demonstrates, researchers have spent very little time discussing effect or
impact mechanisms. One would hope that leadership scholars would not simply
rehash the past by claiming to have discovered new leadership aspects that are
unrelated to context. The field is ripe for synthesis, with unresolved questions
arising from previous work being explored in the new contexts of the twenty-first
century. This synthesis could result from several types of leadership that take into
account context and a variety of causal efficiencies.
From my perspective, I believe that some people are capable of performing both
leadership and management functions. Leaders, in my experience, used to initiate
new changes, while managers applied them. However, because implementing new
changes is difficult, managers may be hesitant to do so. Furthermore, I completely
agree with those who advocate for a balance of managerial and leadership
responsibilities, as this is critical to achieving the best results. Furthermore, I feel
that leadership is becoming increasingly important in every organisation,
particularly in the business world, in order to deal with the quick changes and
diverse needs of the twenty-first century.

Chapter v : Conclusion
Managers and leaders are required in every organisation, and their jobs should be
considered as complementary. An organization's maximum efficacy can only be
achieved if the organisation has excellent leadership and management. Leaders are
needed in today's changing workplace to deal with new issues and alter firms in
order to gain a competitive advantage in the marketplace. Organizations also
require managers to keep the workplace running smoothly and to make optimal use
of resources. Finally, in order to flourish, a well-balanced organisation should
contain a mix of leaders and managers (Kotterman, 2006).To increase employees'
readiness to show more dedication and work performance, a leader can
demonstrate all of the attributes of a transformative leader. If employees fail to
reach performance targets, the transactional leader's corrective actions (i.e.
punishment) may still be used (Avolio & Bass, 2004). As a result, businesses are
not compelled to choose between two sorts of leaders, each with a specific goal.
They should, however, promote transformational leaders since they have a broader
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set of leadership skills and are thus more effective at improving employees'
information security performance. Organizations can help their leaders acquire
transformational skill sets by providing leadership training,
for example, and by assisting them in developing a common vision and goals
through specialised information security awareness campaigns.
By focusing on different variables and factors effecting leadership and leader
behaviour on different areas of life . we can say that people think," Kotter said.
Leadership isn't magical or enigmatic. It has nothing to do with charisma or other
outlandish personality characteristics. It isn't limited to a select few. Leadership is
neither inherently superior to management or a substitute for it; rather, leadership
and management are two distinct but complementary activities. In an increasingly
complicated and turbulent corporate environment, both are required (Kotter,
1990)." Management, on the other hand, is a process that seeks to keep an
organization's formal activities under control (Kotter, 2001).

Limitation & Future Directions

There was no time limit to conduct this research but we focused on few aspects of
leadership.for further future direction i believe we can focus on leaders various
variables like behaviour, attitude and intentions to lead any organization and what
are the factors affecting or controlling leader behaviour while working in an
organization and how one can differ from a m

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