Businesses require effective leadership in order to facilitate transformation

Leadership, modelling successful Behaviours

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nOverview/Description

nBusinesses require effective leadership in order to facilitate transformation. More importantly, leadership is very important in establishing a culture that motivates employees to greater levels of safety and health. Organizations leaders act as a role model who sets the right things and inspires others to follow them. On the other hand, poor leadership behaviours will cost the company significant consequences (Bello, 2012). When the leaders model the right behaviour as opposed to just demanding it from their subordinates, they ascertain themselves to be real leaders and are highly likely to affect the working behaviour of the employees. One of the ways of being a right leader is guaranteeing that the team is ready to handle all matters pertaining to the businesses (Muenjohn & Armstrong, 2015). One of the most crucial roles of leaders is to train its workers in safe work technique and ensuring that they are appropriately supervised when conducting their duties. In this regard, it ensures that the employees are not confused or intimidated by new procedures or equipment. Great leaders in an organization motivate the workers to be innovative and formulate efficient ways to finish their job (Isaacson, 2012). Moreover, such leaders should embolden the employees to present their ideas to the leader prior to taking action.

nBackground and Rationale

nIn the contemporary business environment, leaders face a wide range of challenges. In their organization, they are required to motivate and lead a diversified team of employees, perform across the organizational limits, enhance efficiency and accomplish growth (Colquitt, Lepine, & Wesson, 2011). Externally, they experience a difficult and globalized business environment. Moreover, they have to supervise the demands of the government, sustain the changes effected by their competitors and meet the demands of other stakeholders. Furthermore, the leaders ace the challenge within the global environment, as they must take into considerations the cultural differences in the environment. Therefore, they must perform across cultural limits and very diverse cultural backgrounds. These are challenging experience, and many managers feel unprepared to handle them. Establishing leaders who can encounter these challenges is difficult in many organizations (Tsai, 2011). Therefore, some training should be derived from companys strategy and structured change initiatives.

nIn this regard, the main purpose of this paper is to determine the most effective leadership behaviours that assist in solving challenges in management. The paper seeks to clarify issues that leaders face in management (Tsai, 2011). The results will not only assist practicing managers to understand what are important models of successful leadership behaviours but also it will also help in informing the development and training initiatives to facilitate the progressive opportunities (Colquitt, Lepine, & Wesson, 2011).

nObjectives of Project and Research

nTo determine the kind of leadership behaviors that have the highest impact on the organization

nTo determine the behavioural challenges that leaders face in the management of organizations

nTo determine the steps that leaders should take to assess their own leadership behaviours

nMethods

nThe paper used the review approach to determine the models of leadership behaviours for successful management. In this regard, excellent and appropriate studies will be appraised, synthesized and analysed to gain understanding into the successful behaviours of corporate managers. The researcher will identify all literature using the systematic approach using keyword searches from books and articles on business management (Colquitt, Lepine, & Wesson, 2011). In order to produce a relevant literature review the researcher will be explicit and systematic to avoid incidences of subjectivity in the work. Predefined search terms and inclusion and exclusion criteria will be utilized in order to avoid bias and ensure rigor. The researcher will use different kinds of study design aiming to provide a descriptive research review instead of meta-analysis (Tsai, 2011). A review of all the relevant literature will enable the research to identify all the aspects of the questions in order to provide comprehensive answers to the questions.

nProject Results

nLeadership behaviours that have significant impact on the Organization

nStudies have pointed out that enhancing any leadership behaviour have a significant impact on employee commitment and satisfaction. Some of the behaviours that successful leaders in business possess include collaboration, trust, strategic perspective, courage, motivate and inspire others as well as building relationships (Bello, 2012). Leaders who are efficient at motivating and inspiring others have a great level of enthusiasm and energy. They empower their team to accomplish challenging goals and raise the performance level from everybody on the team. Most of the leaders concentrate on achieving tasks in their work description while overlooking to motivate, which is a mistake. According to Muenjohn & Armstrong, (2015), failure to inspire workers, they are unable to facilitate job satisfaction. On the other hand, when they focus on inspiration, leaders unravel a level of additional energy and effort that can make a significant difference between firms failure and success. Therefore, each leader must strive to find mechanisms to motivate their workers to greater performance (Muenjohn & Armstrong, 2015).

nAdditionally, the drive for outcome is a crucial behaviour for successful leadership in a firm. Nonetheless, some businesses are all push (results-oriented) and no pull (motivation), which subsequently reduces inspiration. On the contrary, no push and all pull does not promote good job at workplace (Bello, 2012). Therefore, a well-balanced action between both behaviours is important. Leaders who are successful at achieving results are skilled at getting individuals to remain focused on and pursue for utmost priority objectives. They develop high standards of quality for the team in their firms (Kouzes & Posner, 2017). Leaders who engage in this kind of activity are not fearful to enquire from their workers for a higher level of work quality and constantly remind them of their advancement as compared to the goals (Isaacson, 2012).

nSimilarly, behaviours such as strategic perspective are very important for organizational leadership as it concentrates on the direction of business activity. Leaders who offer their team with a positive sense of purpose and direction tend to have more committed and satisfied employees (Kouzes & Posner, 2017). Such leaders formulate an explicit perspective between the general picture and the particulars of day-to-day activities. The most successful model of behaviours among corporate leaders is continually supporting where the organization is heading to and the main steps that promote success (Isaacson, 2012). Employees need to identify how their determination and hard work is a source of difference and the way it assist get the firm nearer to accomplishing success. In addition, collaboration leadership helps in modelling successful behaviours. A study by Bello, (2012) noted that in the contemporary business environment, there is poor collaboration between different teams with a firm. In most cases, one group is normally competing for recognition or resources against other groups (Bello, 2012).

nConsequently, customers do not receive appropriate services while data is not shared with the teams as required; hence, the work constantly is stalled. In this regard, this type of conflict and absence of synergy discourages and frustrates workers (Tsai, 2011). Leaders who enhance a high rate of cooperation between different teams with the business establish a productive and positive atmosphere in the firm (Muenjohn & Armstrong, 2015). When leaders display that there can accomplish objectives that need a high rate of inter-team cooperation, collaboration is formulated and every worker appreciates the work experience.

nSuccessful behaviours models among the corporate leadership demand that they must walk the talk. According to Voon, et al, (2011), the main behaviour in establishing a committed and satisfied workforce is the very fundamental and basic skill of being truthful and working with integrity (Voon, et al, 2011). Corporate leaders are supposed to be role model and hence become a good model for their work teams. On the contrary, leaders establish cynicism, lose faith from their employees, in case they say one thing, and do a different thing. For instance, they may ask their employees that the budget is tight and to reduce all expenditures, but then continue to visit 5-star hotels ad spend money in expensive restaurants (Austin, 2013). Therefore, for successful businesses all leaders should review their behaviours in order to walk the talk.

nMoreover, it is crucial for organizations leaders to cultivate trustful behaviour models in their daily operations. Trust is an important leadership trait within successful businesses (Isaacson, 2012). In addition, trust can be destroyed or created over time and is formed in various ways. Leaders can stimulate trust by becoming conscious of the circumstance, aspirations and concerns of others. Manzoor, (2012) suggested that people tend to trust their acquaintances more as compared to their enemies. Trust can also be developed via expertise and knowledge. Individuals trust leaders with high level of knowledge and expertise because they create confidence and hope in their capacity to formulate informed decisions. Corporate leaders can create trust within their teams via consistency (Manzoor, 2012). When they are predictable and consistent, other acquires trust and confidence in them. Ultimately, trust can be established from rock-solid integrity and honesty leaders (Bello, 2012). When straightforward reports indicate that they would never be communicated anything that is not 100 per cent factual and accurate, they trust that leader. Therefore, consistency is the main foundation of building this type of trust (Muenjohn & Armstrong, 2015).

nMore importantly, the behaviours of corporate leaders should improve and support their teams. In this regard, their traits should focus on improving and imparting new abilities and skills as well as creating higher levels of workers commitment and satisfaction. Workers who acquire new skills become better performers and promotable (Isaacson, 2012). Successful leaders are excited by the achievement of others. Leaders can enhance greater workers development by establishing a learning environment in which individuals are promoted to study from their past mistakes, use their time to examine their successes and learn what happened as expected (Kouzes & Posner, 2017).

nLeaders in management positions in an organization should model successful behaviours that establish healthy relationships. Therefore, leaders who remain in touch with concerns and issues of persons in the work team have workers with greater levels of commitment and satisfaction. According to a study by Bello, (2012) these leaders were believed as being capable of balancing the corporate results with a concern for peoples needs. Nonetheless, this does not imply that they are not concentrating on accomplishing results but instead, they help to balance the needs of individuals against the companies deadlines (Bello, 2012). In so doing, they exhibit that they value the employees. Moreover, they establish robust positive relationships with their work teams. Similarly, leaders in a firm demonstrate courageous behaviours. Voon, et al (2011) suggested that leaders with the greatest levels of workers commitment and satisfaction are courageous. They are willing and able to participate in actions that are geared towards solving the conflicts among the employees. Therefore, they are focused on dealing with the emerging issues. Leaders with courageous behaviours also address problems candidly and directly within the firm when they first see them. Some leaders presume that disagreement will disappear automatically after sometimes. However, with this kind of thinking, they only fool themselves. Courageous leaders take on these issues aiming to realize amicable solution and assert that everyone is accountable (Voon, et al 2011).

nLeaders in successful organizations exhibit high effective model of behaviours such as sound communication skills. An effective leader offers best level of communication to the work group concerning the organizational goals that must be accomplished, any goal that has not been achieved, how to realise these goals and where work group can go for reinforcement (Fullan, 2011). A good leader utilizes consultative strategy when communicating with their work group. In this regard, it encompasses actively heeding to the opinions and concerns of the team prior to making a decision on the right strategy. A sound consultative strategy also means that the corporate leader must offer feedback to their group regularly. Additionally, leaders should identify the growth and development needs of the employees (Bello, 2012). Ultimately, such as a leader will develop a mechanism that ensures that all peoples needs are attended to. Through such actions, the organization realizes a wide range of benefits for both the team and the individual, as it raises morale within the work group. In addition, it assists to ensure that the top talent is retained for each team member. Studies have pointed out that certain actions such as delegation help the employee or subordinates to realize its potential. It also offers them a chance for development (Fullan, 2011).

nThe models of successful behaviour among corporate leaders are composed of suitable role model. The leadership should exhibit both relevant skills and appropriate behaviour needed by the company to embark on their responsibilities within the enterprise (Tsai, 2011). Role modelling is a crucial factor in the growth and development of distinct team members as it help the team to identify a case on which they can base their own behavior and performance (Voon, et al 2011).

nBehavioural Challenges that leaders face in corporate management

nCorporate leaders across the world face a wide range of challenges related to their behaviours. Research by Muenjohn & Armstrong, (2015) argued that establishing managerial effectiveness is one of the main challenges of fostering successful behaviours in business. In this way, most of the leaders lack skills such as effective decision-making, strategic thinking, prioritization and time-management as well as behaviours that facilitate speedy implementation of more effective jobs (Muenjohn & Armstrong, 2015). Secondly, Kouzes, & Posner, (2017) argued that leaders experience the challenge of inspiring other. Most of them lack the ability to motivate or inspire others to ensure job satisfaction and working effectively. Similarly, the research noted that leaders experience the challenge of developing workers as they fail to coach or mentor their subordinates (Kouzes, & Posner, 2017).

nOn the other hand, according to Voon, et al, (2011), the majority of corporate managers experience the challenge of effectively leading a work group. Precisely, they have a problem of team management, team development and team building. Some of the problems include inability to inspire pride in a work group or reinforce the team (Voon, et al, 2011). They also suffer from challenges that can help to lead a big work group and what they can do when assuming a new work group. Manzoor, (2012) argued that leaders in many organizations lack appropriate behaviours that can assist them guide transformation in an organization. Therefore, they have problems in leading, understanding, mobilizing and managing change. Guiding change encompasses understanding the manner of mitigating thee effects, dealing with fight against change (Manzoor, 2012). Finally, leaders experience challenges related to leading internal politics and stakeholders, which affects the corporate image, politics and relationship. The challenge entails acquiring behaviours that sustain managerial work (Voon, et al, 2011).

nSteps to Assess leadership Behaviours

nVarious scholars have noted that leaders in an organization who exhibit respect are more likely to promote engagement and commitment from employees. A research by Fullan, (2011) suggested that workers who are treated with respect from their leaders felt more important as compared to appreciation, recognition, offering crucial feedback, delivering an inspiring vision or chances for development, growth or learning. Nonetheless, although most of the leaders knew that demonstrating respect is precious in a firm, many have challenges to demonstrate it (Fullan, 2011).

nOne of the most important ways to promote respectful behaviours among the leaders in a firm is by asking for explicit feedback on their best behaviours (Voon, et al, 2011). In this case, leaders should gather feedback from their subordinates such as friends, co-workers and families via email. They should enquire each for positive models of their best behaviours. In addition, they should enquire on how and when they have observed you treat other persons well. After assembling the feedback, they should attempt to consolidate the data by categorizing and summarizing it into themes (Bello, 2012). Finally, they should utilize their insights to support what they are doing well. Furthermore, they should be aware of extra opportunities to be their best public self (Austin, 2013).

nFurthermore, the leader should realize his/her shortcoming. In this regard, candid feedback should be gathered from friends and colleagues on what he/she has been doing that delivers respect and how improvement can be enhanced (Manzoor, 2012). In so doing, the leader should identify his/her deficiency. In the process also involves asking for opinions and insights concerning how the leader manages other people and what he/she performs well as what he/she do better (Muenjohn & Armstrong, 2015). The leader can request direct report to collect feedback about whether they consistently display civility and what circumstances may cause uncivil behaviours among corporate leaders.

nLeaders need to have mentors who can advise on potential weaknesses. In addition, it may assist in revealing some of the fundamental individual qualities, experiences and assumptions that make someone liable to to uncivil behaviour. A team should be developed to help keep the leaders traits accountable (Muenjohn & Armstrong, 2015). They should use the team to assist them in making improvements in facilitating successful behaviours.

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nReferences

nAustin, R. D. (2013). Measuring and managing performance in organizations. Addison-Wesley.

nBello, S. M. (2012). Impact of ethical leadership on employee job performance. International Journal of Business and Social Science, 3(11).

nColquitt, J., Lepine, J. A., & Wesson, M. J. (2011). Organizational behavior: Improving performance and commitment in the workplace. McGraw-Hill Irwin.

nFullan, M. (2011). The six secrets of change: What the best leaders do to help their organizations survive and thrive. John Wiley & Sons.

nIsaacson, W. (2012). The real leadership lessons of Steve Jobs. Harvard business review, 90(4), 92-102.

nKouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. John Wiley & Sons.

nManzoor, Q. A. (2012). Impact of employees motivation on organizational effectiveness. Business management and strategy, 3(1), 1.

nMuenjohn, N., & Armstrong, A. (2015). Transformational leadership: The influence of culture on the leadership behaviours of expatriate managers. international Journal of Business and information, 2(2).

nTsai, Y. (2011). Relationship between organizational culture, leadership behavior and job satisfaction. BMC health services research, 11(1), 98.

nVoon, M. L., Lo, M. C., Ngui, K. S., & Ayob, N. B. (2011). The influence of leadership styles on employees job satisfaction in public sector organizations in Malaysia. International Journal of Business, Management and Social Sciences, 2(1), 24-32.