Research Findings Practice and Skills †Free Samples to Students

Question: Discuss about the Research Findings Practice and Skills. Answer: Introduction: The relationship here is described from two perspectives, one of which says that the relationship between the leader and the led is based on the framework of exchange relationship whereas the other perspective reveals that the relationship is essentially emotional. According to the first perspective the leader makes his people aware of the link between the efforts put into the organization and the reward they receive for their efforts (Goleman, 2017). This perspective according to Hollander has been described as transactional, because of clear identified transactions between the leader and the employees. In this case, the leader is considered to be a diagnostician who with due diligence acknowledges the needs and expectations of the subordinates and responds them accordingly (Heifetz Linsky, 2017). However, transactional leadership is flawed to certain extent, as it has ramifications for the employees who do not perform according to the standards of organization. This type of leader ship divides the organization into two halves, which is extremely bad culture set up. The second perspective can be related to charismatic and inspirational style of leadership, herein the leader drives emotions amongst its employees and motivates them to go and work beyond the framework of give and take relationship. Plethora of writers and experts have described characteristic of such leaders so powerful that they can drive emotions beyond any framework, so much so that the people are willing to sacrifice anything. This type of leadership is pivotal in taking organization to the Zenith of success, create disruption in the existing industry norms and introduce revolutionary product and services for the society, some examples of such leaders are Steve Jobs, Mahatma Gandhi, Martin Luther King Jack Welch(DuBrin, 2015). It has been pointed out that leaders have to be authoritative, however it is a negative word, and the leaders have to be inspirational and visionary for the sustainability of the organization and its employees. Transactional leadership which is based on the instrumental exchange relations and emotion-rousing leadership which is based on the attribute of transference, attribution and projection needs a thorough analysis to understand each one of them in the light of relevancy. It is known that in an organization employees are arranged in a hierarchy hence need motivation according to the level of hierarchy. Maslows hierarchy theory which is also the need theory motivates people according to their levels in hierarchy. A leader has to assess what is the need of the individual and what would motivate him to reach the goals set up for him (Priest Gass, 2017). Maslow theory clearly states, with a few exception that when one need of the person gets fulfilled he gradually moves to another level of needs. For example on satisfying the Psychological needs, one move towards the society needs and so on, the implication for the leaders is to assess the needs of the employee and motivate him accordingly (McCleskey, 2014). In certain organization, where employees feel secure and their psychological needs are satisfied, in such type of organizations transactional leadership is exercised. Vrooms expectancy theory goes down well with the above mentioned claim, the better is the ability of the leader to diagnose the expectation, the more effective his leadership style becomes. Unlike in other cases, where employees are threatened for their position and are not secure, in such instances, mechanism of projections, transference and attribution directs the leaders to be more emotional, understand the concerns of the employees and act accordingly. An important observation has been made between the leadership and the led according to the distance between them. It has been pointed that greater the distance between the leader and the led, they have less information, hence they are more active in competing through the schema of attributions and projection, while in the case where distance is less, it is other way a round(Gorman Messal, 2017). In order to conclude the above mentioned analysis, it can be said that the shorter the distance between the leader and the led, leader is seen more often, judged and evaluated critically on his behaviour, thinking and professionalism. Whereas, the greater the distance between the leader, the employees dont judge or evaluate him on his thinking and behaviour, but evaluates according to their projection, fantasy or schema. Thus, leadership is a very personal and emotional concept, people have different traits which makes them a leader, which differ from each other, in the end what clicks for the organization is the essence of leadership for that particular organization(Mittal Dhar, 2015). Transactional leadership is said to be highly responsive in its approach and it deals with the present situation at hand, it is a clear case of give and take scenario, the people who perform are rewarded, while the others who do not perform are treated badly. This however is not a good sign for a healthy organizational culture; it separates good employees from bad. Ideally, the people who are not performing should be motivated to perform; this can be done either through some form of training or by showing them the biggest picture or their career path in the organization (Muenjohn Armstrong, 2015). Charismatic leadership, which was portrayed by Steve jobs at Apple, is seen as a reflection of Projection, attribution and transference by the people who are following such leaders. The image of leaders is the true reflection of the employees about the leadership. This type of leaders is extremely organic in nature and cannot be at any cost adapted or acquired. Charismatic leadership arises out of the circumstances, in such type of leadership the distance between the leaders and led is much higher, this gives the leader a space to invent and work on his ideas, ideas which can shape the future of the present industry and cause disruption. Transformational leadership on the other hand uses the best of all the forms of leadership and is highly proactive in nature. Jeff Bezos, the present visionary and leader of Amazon practices transformational leadership. He exercises this leadership to empower its employees, sets higher expectation for the organization and the employees and sets aside a clear roadmap to reach the set goal. This is the contemporary form of leadership which is being used in the organization; leaders have realized the importance of employees and empower them to reach their goals which are in perfect alignment with those of the organization. To conclude, the literature here has explained leadership in the light of the distance between the leader and led, emotional connection with the employees and based on the attributes of transference, attribution and projection mechanism for the leader. However, Transformational leadership style fits all the above mentioned criteria and also uses the Maslow need theory to motivate the employees creating a highly successful and goal oriented organization. References Bolman, L.G. and Deal, T.E (2017).Reframing organizations: Artistry, choice, and leadership. John Wiley Sons. DuBrin, A.J (2015).Leadership: Research findings, practice, and skills. Nelson Education. Goleman, D (2017).Leadership That Gets Results (Harvard Business Review Classics). Harvard Business Press. Gorman, C.A. and Messal, C.A (2017). Inspiring the Helpful Self: How Transformational Leadership Motivates Organizational Citizenship Behavior. Heifetz, R. and Linsky, M (2017).Leadership on the Line, With a New Preface: Staying Alive Through the Dangers of Change. Harvard Business Press. McCleskey, J.A (2014). Situational, transformational, and transactional leadership and leadership development.Journal of Business Studies Quarterly,5(4), p.117. Mittal, S. and Dhar, R.L (2015). Transformational leadership and employee creativity: mediating role of creative self-efficacy and moderating role of knowledge sharing.Management Decision,53(5), pp.894-910. Muenjohn, N. and Armstrong, A (2015). Transformational leadership: The influence of culture on the leadership behaviours of expatriate managers.international Journal of Business and information,2(2). Northouse, P.G (2018).Leadership: Theory and practice. Sage publications. Priest, S. and Gass, M (2017).Effective Leadership in Adventure Programming, 3E. Human Kinetics.