‫المملكة العربية السعودية‬

Kingdom of Saudi Arabia ‫وزارة التعليم‬

Ministry of Education ‫الجامعة السعودية اإللكترونية‬
Saudi Electronic University

College of Administrative and Financial Sciences

Assignment 2
Public Management (MGT 324)
Due Date: End of week 11, 18/02/2023 @ 23:59

Course Name: Public Management Student’s Name:

Course Code: MGT 324 Student’s ID Number:
Semester: Second CRN:
Academic Year:2022-23; SECOND SEMESTER

For Instructor’s Use only

Instructor’s Name:
Students’ Grade: / 15 Level of Marks: High/Middle/Low

Learning Outcomes:
Demonstrate different management and leadership styles for different situations (LO 3.1)

GUIDELINES FOR DOING ASSIGNMENTS

The assignment with be evaluated in terms of your planning, organization, and the way you
present your assignment. All three sections carry equal weightage.
Kindly read the instructions carefully and prepare your assignment and submit it to your teacher.
1) Planning: Read the assignments carefully, and go through the Units on which they are based.
Make some points regarding each question and then rearrange them in a logical order.
2) Organization: Be a little selective and analytical before drawing up a rough outline of your
answer. Give adequate attention to the question’s introduction and conclusion.
Make sure that:
a) The answer is logical and coherent
b) It has clear connections between sentences and paragraphs
c) The presentation is correct in your own expression and style.
3) Presentation: Once you are satisfied with your answer, you can write down the final version
for submission. If you so desire, you may underline the points you wish to emphasize.
Wishing you all the best,

Leadership

Q1. “Leaders are born, not made.” In light of this statement, briefly explain the concept of
leadership and its role in organizational development. (5 Marks)

It is implied by the proverb "Leaders are born, not made" that one's capacity for leadership is
natural and cannot be learned through formal education or practical experience. However,
research in the area of leadership studies has extensively refuted this viewpoint. Instead, the
general consensus is that leadership is a blend of both intrinsic qualities and learned skills
(Zaccaro, 2007).

The act of influencing and directing people or organizations toward the accomplishment of a
shared objective is referred to as leadership (Northouse, 2013). Ability to encourage and inspire
others, make wise choices, and efficiently manage and allocate resources are all necessary
components of good leadership (Avolio & Bass, 2004).

Leadership is essential to organizational development because it establishes the tone and

direction for the whole organization (Kotter, 1996). A vision and sense of purpose that are in line
with the objectives and tenets of the business can be developed by effective leaders (Bass, 1990).
They also promote a culture of invention and creativity, which is essential for the expansion and
competitiveness of organizations (Cameron & Quinn, 2006).

Strong leaders are also capable of handling change and navigating through unpredictable times
(Kotter, 1996). They are able to foresee and react to dangers and opportunities from the outside,
and they may change the organization's strategy as necessary (Heifetz & Linsky, 2002).

Along with these strategic responsibilities, leaders are also essential to the day-to-day running of
the company. They serve as examples, establishing the bar for conduct and output (Northouse,
2013). Additionally, they offer assistance and support to workers, assisting them in honing their
abilities and achieving their maximum potential (Avolio & Bass, 2004).
Leadership can happen at all levels of the company, despite the fact that it is frequently
associated with top-level management (Northouse, 2013). Front-line supervisors, team captains,
and even individual contributors are all examples of effective leaders (Zaccaro, 2007).

Finally, it should be noted that leadership is a complicated and diverse notion that includes both
innate traits and learned skills. In order to effectively manage change, cultivate an environment
of innovation and creativity, and define the direction and tone for the organization, effective
leaders must be present. The success of an organization depends on effective leadership, which
can happen at many organizational levels.

References:

Avolio, B. J., & Bass, B. M. (2004). Multifactor leadership questionnaire (3rd ed.). Redwood
City, CA: Mind Garden.

Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the

vision. Organizational Dynamics, 18(3), 19-31.

Cameron, K. S., & Quinn, R. E. (2006). Diagnosing and changing organizational culture: Based
on the competing values framework. John Wiley & Sons.

Heifetz, R. A., & Linsky, M. (2002). Leadership on the line: Staying alive through the dangers of
leading. Harvard Business Press.

Kotter, J. P. (1996). Leading change. Harvard Business Press.

Northouse, P. G. (2013). Leadership: Theory and practice. Sage publications.

Zaccaro, S. J. (2007). Trait-based perspectives of leadership. American Psychologist, 62(1), 6-

16.

Q2. How does transformational leadership differ from the path-goal theory of leadership?
Critically evaluate these two leadership styles with suitable example and their role in
organizational sustainability. (5 Marks)

Both transformational leadership and the path-goal theory of leadership have received much
attention in the field of leadership. Although each style has its own traits, there are some
significant differences between the two.
James Bass initially described transformational leadership in 1985. It is a leadership style in
which the leader inspires and motivates followers to attain both their own personal objectives
and the goals of the group or organization. A vision and feeling of purpose that is in line with the
objectives and tenets of the business can be developed by transformational leaders. They also
promote a culture of creativity and invention, both of which are essential for an organization to
thrive and remain competitive. To assist followers in honing their abilities and realizing their full
potential, transformational leaders also offer tailored support and coaching. They can also
motivate followers to put the needs of the group or organization ahead of their own self-interest.

The path-goal theory of leadership, on the other hand, which was initially put forth by Robert
House in 1971, contends that the leader's job is to make clear the path to the goal, eliminate
roadblocks, and offer support and encouragement to help followers achieve their objectives. The
foundation of the path-goal theory is the notion that the behavior of the leader may be altered to
suit the requirements of the followers and the circumstance. Depending on the situation, the
leader may be directive, encouraging, participatory, or goal-oriented. According to the theory,
the behavior of the leader should be suited to the followers' competency and commitment levels
as well as the requirements of the task.

Nelson Mandela is a perfect example of a transformational leader. He was the leader of the South
African anti-apartheid movement and was instrumental in ending the apartheid regime. Despite
the various challenges they encountered, he was able to inspire and motivate his followers to
work toward a shared objective. To assist his disciples in honing their abilities and realizing their
full potential, he also offered specialized coaching and support.

A manager in a factory is an illustration of a leader who applies the path-goal philosophy. This
manager oversees a group of workers with varying degrees of expertise and dedication, as well
as a variety of tasks. The manager must modify their style of management to suit the
requirements of everyone as well as the current project. For instance, the manager might be more
directive with less experienced staff members, clearly outlining how to do the assignment. The
management may be more participative with more qualified workers, empowering them to take
the initiative and make decisions.

Organizational sustainability can be influenced by both path-goal theory and transformational

leadership. Followers of transformational leaders may be inspired and motivated to pursue both
their own personal goals and the objectives of the team or company. It can assist firms in
adapting and thriving in a constantly changing environment by promoting a culture of innovation
and creativity. The path-goal theory of leadership, on the other hand, can assist leaders in
tailoring their behavior to the demands of the followers and the circumstance, which can increase
performance and work satisfaction. Both types of leadership can assist firms in achieving their
objectives and long-term competitiveness.
In conclusion, the two major leadership philosophies that have received the most attention in the
field of leadership research are transformational leadership and the path-goal theory of
leadership. A culture of invention and creativity is promoted by transformational leaders who
inspire and motivate followers to work toward a common objective. On the other hand, leaders
who adhere to the path-goal theory modify their behavior to fit the circumstances and the
requirements of their followers. By assisting companies in adapting to and thriving in a
constantly changing environment, both styles can contribute to organizational sustainability.

References:

Bass, B. M. (1985). Leadership and performance beyond expectations. The Free Press.

Q3. “Leadership strategy is essential for the growth and success of an organization”. In
light of this statement, discuss the different leadership approaches to leading an
organization and analyze work and their relevance in the present-day context. (5 Marks)

Effective leadership is crucial for an organization's growth and success, as stated in the quote
"Leadership strategy is necessary for the growth and success of a company." The many
approaches that leaders employ to inspire and guide their followers are referred to as leadership
styles.

Transformational leadership is one of the leadership philosophies that has received the most
research. Followers of transformational leaders are inspired and motivated to attain both their
own personal goals and the objectives of the group or organization. They promote a culture of
innovation and creativity and develop a vision and sense of purpose that are in line with the
objectives and values of the organization. To assist followers in honing their abilities and
realizing their full potential, transformational leaders also offer tailored support and coaching.
This strategy is especially pertinent in the current economy when businesses must contend with a
dynamic and intensely competitive environment. By inspiring and motivating followers to work
toward a common objective, transformational leaders can aid organizations in adapting to and
thriving in this climate.

Transactional leadership is another kind of leadership that has received extensive study.
Transactional leaders concentrate on attaining goals and objectives by following a defined set of
guidelines. They keep a clear chain of command and encourage followers by using prizes and
punishments. In businesses that demand consistency and clarity, transactional leadership is
especially crucial.
Another strategy that is appropriate in the current environment is contingency leadership. It is a
leadership strategy that emphasizes how important it is for leaders to modify their actions and
approaches depending on the demands and conditions of their followers as well as the situation.
The contingency method is based on the notion that there isn't one leadership style that works for
everyone and that the most successful leaders are able to modify their strategy depending on the
requirements of their followers and the circumstances.

Another strategy that has gained popularity recently is authentic leadership. Genuine leaders are
open-minded, moral, and self-aware. They provide an exemplary example by living out their
views and principles via their deeds. In the current environment, trust and a healthy work
environment are essential for organizational success. Authentic leaders can foster these
conditions.

In conclusion, an organization's growth and success depend on its leadership approach. To direct
and sway followers, leaders can employ a variety of leadership styles, including transformational
leadership, transactional leadership, contingency leadership, and authentic leadership. Each of
these strategies has distinctive qualities of its own and can be useful in various situations. In
today's fiercely competitive and constantly changing environment, effective leaders are able to
modify their approach to the unique requirements and conditions of their followers as well as the
situation.

References:

Avolio, B. J., & Bass, B. M. (2004). Multifactor leadership questionnaire (3rd ed.). Redwood
City, CA: Mind Garden.

Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the

vision. Organizational Dynamics, 18(3), 19-31.

Cameron, K. S., & Quinn, R. E. (2006). Diagnosing and changing organizational culture: Based
on the competing values framework. John Wiley & Sons.

Heifetz, R. A., & Linsky, M. (2002). Leadership on the line: Staying alive through the dangers of
leading. Harvard Business Press.

Kotter, J. P. (1996). Leading change. Harvard Business Press.

Northouse, P. G. (2013). Leadership: Theory and practice. Sage publications.

Zaccaro, S. J. (2007). Trait-based perspectives of leadership. American Psychologist, 62(1), 6-

16.