Leadership and Leadership Theories

Leadership is a procedure of social influence which boot the efforts of people in an

organization to get to the achievement of a goal. The Leadership theories are transactional,
transformational, situational and charismatic. A leadership style called transactional leadership,
which is often referred to as managerial leadership, uses rewards and penalties to ensure that
employees perform to their full potential. Transformational leadership is a management
philosophy to get better performance for the company’s future success by inspiring and
encouraging subordinates to innovate and improve new methods. Contingency leadership states
that there is no best method of leadership. A range of styles according to the characteristics of
circumstances and followers will be used by successful leader. Charismatic leadership is that
unite persuasiveness, communication skills and charm to motivate others.

Transformational Leadership

Transformational leadership is a style of leadership in which leaders inspire and urge followers
to innovate and accept good change in order to develop and mold the future success of the
business. People and societal systems are significantly changed by this style of leadership
strategy. A high level of coordination, communication, and cooperation are crucial for this
leadership style, which focuses on motivating others to follow.

Management and Management Theories

Management is the process used by organizations to plan and direct operations, workflow, and
employees to achieve organizational objectives. Management theory are classical, behavioural
and contingency theory. Classical theory, also known as traditional theory, deems the
organization as a machine and its subordinates as component of the machine. The behavioural
theory of management is concerned with how people behave and how they interact with others. It
specifically includes the study of human behaviour as it relates to sociology, and psychology.
Contingency theory also known as the situational theory is based upon the principle that all
management is basically situational in nature.

Contingency management theory

The contingency hypothesis explains that it is difficult to choose a management strategy that is
effective in every circumstance. According to the contingency theory, organizational theory
should offer insights into the situational and contextual aspects that affect management decisions
rather than try to recommend a single ideal approach to construct or manage organizations

Applying Leadership theory in Ama-Ni

In the Ama-ni organization, the leaders don’t share some information. And although creative and
innovative work behaviours are promoted by rewarding employees with monetary and non-
monetary rewards, employees who don’t get their expectations are asked to leave from the
organization. That’s why employees felt stress, decrease motivation and they are not happy in the
workplace. Due to these situations, the organization should use transformational leadership
theory. As the employees feel stress and pressure in daily activities, the transformational
leadership must be used to motivate, inspire and don’t scare to take risks and unexpected
problems. And the organization must do collaboration and share experience with the
subordinates to get high achieve results that the organization expect. Moreover, when the
employees who don’t get high achieve results, the organization must provide feedback to the
employees so they may identify their own requirements for professional and personal
development. By doing these factors, employees will be active to perform in their own tasks.
And they may have commitment to the organization in the long runs. And even if they do
mistakes in their jobs, they are able to learn this as an experience because of providing feedback
by their managers. That’s why Ama-Ni can provide customers with the best products and
services because of employees’ effort and using transformational leadership theory in the
organization.

Management in Ama-Ni

The managers in Ama-Ni withholds the decision-making authority. And there is a high staff
turnover as the staff faced negative political behaviour. Moreover, the subordinates feel dejected
about the managers’ “glass half-empty” conversation style. Because of these facts, the
organization should use contingency management theory. As the organization directly controls
employees’ work behaviour, the employees may feel high pressure to do something. That’s why
the organization should give some decision-making authority according to the situations to be
able to figure out some problems by theirselves and to attain some ideas from them. And the
manager must not consider bad things rather than good ones in one situation not to feel
employees pressure when they take their responsibilities. The managers must share key
information and do not spread rumors to know the employees what should do or need to do for
their own tasks. By doing these things, the organization can decrease staff turnover as the
employees feel high involvement in the business. And as the staff know what should need to do
for the business’s performance, they are able to seek information from their customers to fulfil
customers’ needs and wants. By knowing customers’ needs and wants, the organization can
create a brand that people like to revive their bodies and spirits. Moreover, the Ama-Ni can
create a good performance system not to lack objective standards and clear outcomes in the
evaluation performance.