There exist different leadership theories, and all are relevant depending on how they are applied. In our organization, for example, there exist different departments performing varying duties which are dependent with a motive of meeting organizational goals. Based on experience, the contingency leadership theory is the most appropriate as it suits the operations and governance of our company. The theory asserts that there is no specific leadership style that can be used to lead as they should be based on the firms situation (Lorsch, 2010). The idea is that there are some leadership strategies that best applies during the peak seasons and an alternative that fits the low season. Also, when the firm is financially threatened and focused on revenue maximization, different style may be appropriate. For example, in our company, there are periods where the manager applies democratic style and others where he is authoritative, but the result is efficiency in production and profit maximization.
Notably, even though the contingency theory seems to be outstanding in its applicability, the transformational leadership theory may work better for the benefit of the institution and employees. It asserts that leaders should be able to create a strong bond with workers and which ultimately results in a high degree of trust. Furthermore, it breeds intrinsic and extrinsic motivational aspect to both leaders and employees, a situation that is best reflected in organizational performance (George et al., 2007). It is a theory that believes in democratic style as rules and regulations shift depending on organizational norms. This approach is more useful as it focuses on organizational integrity, ethics, and social responsibility. Furthermore, it emphasizes on cooperation and human values as a principal tool of achieving long and short-term objectives as opposed to competition.
Conceivably, the leadership theories are the advancement of one another and have specific common aspects which are relevant to all institutions. From the contingency theory, trait, transactional, transformational and other theories greater links and differences exist (Ulrich, Smallwood, & Sweetman, 2009). Among them, the most preferred, modern and relevant to not only to the organizations but the norms of the human resource management sector is transformational leadership theory hence critical to the performance of an institution.
The major aspects that make transformational leadership theory more suitable are the fact that; it emphasizes on the good working relationship that breeds teamwork among the employees and leaders. Leaders are inspirational hence instill both intrinsic and extrinsic motivation to employees which are of greater significance in production efficiency and goal attainment (Drucker, 2005). Furthermore, its operations are embedded in ethics, cooperation, and human values as opposed to unfair competition among the institutions.
Regarding my organization analysis, the best leadership issue, of concern and that has raised global debates found in Lorsch, 2010, pages 5 and 6. The aspect of consideration is leadership behavior a component of contingency and transactional theories, with a particular reference to executive compensation. It holds that particular variables such as monetary rewards, promotions, job satisfaction, organization values and culture impact the behavior of leaders to perform the duty. It questions whether there is an interaction of the highlighted variables with compensation scheme and the general impact on the leadership role, particularly the executives. The variables are important as they examine leaders attributes and how they respond to particular metrics related to duty.
In conclusion, the conception of leadership theories is critical to the operations of the organization as it provides a clear roadmap for leaders to follow regarding the circumstances in which it is operating. The core ideas captured is the motivation aspect, and the role played by the leadership style in ensuring that the organizational goals are achieved. Notably, the highlighted ideas are essential aspects of organizational leadership, and with proper human values and adherence to ethics, the company is bound to succeed greatly.
Drucker, P. F. (2005). Managing oneself. Harvard Business Review, 83(1), 100-109.
George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic leadership. Harvard business review, 85(2), 129.
Lorsch, J. (2010). A contingency theory of leadership. Handbook of leadership theory and practice, 411-429.
Ulrich, D., Smallwood, N., & Sweetman, K. (2009). The leadership code: five rules to lead by. Harvard Business Press.
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