Organization Behavior Leadership
Theworld is changing rapidly, and organizations are in constant scuffleto attain greater performance and exceptional competence. To remaincompletive and keep pace with various changes in external andinternal environment, organization have been coerced to makeadjustments in the way operation are carried out. In suchenvironments, every organizational is faced with different challengesand if they are not approached with circumspection they can lead toconfusion and chaos at the work place. To avert disorder the role ofevery leader in an organization becomes extremely important increating direction and vision for the subordinates towards achievingthe goals of the firm. Leadership is needed to see to it that we arecontinually reaching our potential and that we are relentlesslymoving towards the next new thing (Miner, 2011).
Thisessay is an effort to review leadership at the organizational level.This paper shall start by identifying a leader in an organization andanalyze her leadership style and conduct. This work will continue toexamine the particular pertinent aspects that make the identifiedperson an effective leader and evaluate the leadership style of theleader against the leadership models. The paper will seek to discusscertain relevant indications for an effective leader and analyze thebehavior of the corresponding leader against these indications.
Overviewof the organization
Sadadis an agency of the Government of Saudi Arabia rendering services tobanks to help execute automated money transfers through an integratedsystem that links all the banks. Our organization enables customersto make electronic payments to different service providers enlistedin the Sadad service. To make these payments possible every serviceprovider is provided with a special code and every transaction isaccorded a unique reference number that will be used when makingnormal payments or even advanced payments. The main duty of ourorganization is to aid and make more efficient bill payments tocustomers via all channels of the banks in Saudi Arabia. It bridgesthe gap between banks and the commercial sector, providing anopportunity for banks to collect payments through electronic meansfrom clients via the banking channels. These channels include,automated teller machines, branch, internet banking and call centre.
Thereare 150 employees working for this agency and 35% of these are men,the rest being females. The agency has been running for the last tenyears since its inception in 2004.SADAD is largely composed ofyouthful employees, the average age being 29. This makes this agencya very robust organization and the move by the human resource managerto hire talented and competent employees has been pivotal for thesuccess of the organization for the last one decade.
Lamais the manager of the client development division that brings deepinsight into the client care and that gathers solutions to differentproblems encountered by customers to improve their experience.Cultural limitations significantly limit the degree of interactionbetween Lama and male subordinates but over the years she has managedto grasp the most effective and relevant way of interacting withthose under her, whether male or female. Lama has always initiatedproficient and innovative solutions which guarantee quality customerservices to all SADAD customers. The most ingenious idea that Lamaintroduced in the department of client development was theperformance management system. This system enables the management toexecute accurate action plan, offer suitable and well-timed feedbackand evaluate the degree of customer satisfaction. The system alsohelps in training both new and old employee to make them moreresourceful in serving different people that form the customer baseof the organization.
Theenvironment in which we perform our daily duties requires the managerto have apt leadership skills. Leadership has been a fundamentalfactor behind the success of the department of client development.Lama has offered us with the necessary support and training to helpus perform our work as professionals and meet the needs of ourdifferent clients in the banking sector. Lama encourages everyone toshow initiative and promote utilize every opportunity to make SADAD aglobal emblem.
Mrs.Lama is our manager and for the few years that I have worked atSADAD, a government agency in the service industry. As the manager ofthe department of client development, she has portrayed qualities ofa good leader. Though leading a small group of individuals,consisting of two male and one female employee, her skills andaptitude to address various issues that shape our department areunmatched. First Mrs. Lama can configure an eminent problem thatrequires to be tackled long before the normal operation of thedepartment is derailed. She is able to see what other members of thegroup cannot sees and is ever ready to solve problems that allmembers are loath to tackle. This can be traced back to herunwavering focus in ensuring that our group remains united andmotivated to pursue the set goals.
Mrs.Lama Leadership has been very pivotal to the performance of our groupand the unity in the group. There are certain qualities that Lama hasportrayed over the years that have made her an exemplary leader. Thefirst and most important trait that has enabled her to be effectivein steering the group to success has been adaptability andflexibility. Mrs. Lama is an effective leader since she adapts veryswiftly to a new situation and new environments. Furthermore, she isexceptionally good at communicating and engaging with all the membersof the group regardless of the difference in interpretation andthinking that may be present, as the department encounters differentproblems in daily operations. A good leader listens to thesubordinate and is always willing to work to understand the needs ofthe entire group. Mrs. Lama asks many questions, counts all possiblealternatives and gives every member a chance to air their viewsbefore making any major decision. Additionally, Mrs. Lam respectseveryone’s way of reasoning and doing things and is very loath incriticism behavior unless it is eminent that it may lead todisastrous effects. This has made Mrs. Lama gain much respect fromall the members of the group.
Herenthusiasm is of unmatched standards, and she exhibits zeal inwhatever she does within and without the premise of the organization.Her enthusiasm and passion for making our department the best in theagency, has been very contagious to those below her. Lama has managedto pass this seal to all the subordinates in the department of clientdevelopment. Everyone is always eager to listen to Lama and followher directives and commands, not necessarily because she is themanager but because she is nice and cheerful woman.
Herleadership qualities have been very conspicuous, especially when thegroup encounters a crisis that threatens to cripple the unity andsmooth operations within the organization. Sometimes personaldifferences have threatened to tear the group apart. Some memberstake hard line positions and break up seems inevitable. Mrs. Lama hassuccessfully been able to dissipate feelings of hatred and resentmentamong members of the groups and at times she compromises to see to itthat the group remain intact and is heading in the right direction.
Theoriesand Models of Leadership
Mrs.Lama Leadership style falls under the brackets of contingency theoryof leadership. Contingency theory of leadership encompasses a classof behavioral theories that are of the view that there exist no onebest way of leading the organization. The actions of the leaders aredependent on the contingent to the external and internal factors.Contingent in this respect refers to the interest of consumers,technology, unions, distributors and suppliers, competitors,government and customers. Under the precepts of this theory, thedecision making process is pegged on a number of factors (Miner,2011). The relations and connection between the leader and thefollowers, the degree to which information is made available to allworkers and the amount of wrangles among the group members inreference to the most preferred option, determine the acceptabilityof the decision and the zeal to perform tasks (Adewale, 2010).
Asaforementioned Mrs. Lama Leadership style has been democratic, andevery member in the group is accorded an opportunity to participatein the decision making. Though at times situations have necessitatedautocratic decision to bring sanity back into the group, all membersare always free to air their grievances and wage their complaint atany time. Contingent leaders apply the different style of leadershipdepending on the right situation. Contingency theory states that theleadership style applied by an individual depends on a person’spersonality and is therefore fixed. This means that this is avariable that is not subject to change. Another major element of thistheory is the situational favorableness. This refers to the scale towhich a certain situation enables the leader to wield influence overthe subordinates. The situations as highlighted by Fiedler are taskstructure, leader-member and position power (Miner, 2011).
Task structure refers to the extent to which the group members tasks are described in detail
Leader- member refers to the relationship between the subordinates and the leader. This shape employees attitude and degree to which the leader will be accepted.
Position power which depicts the degree of power that a leader wields by being the holder a particular office in the hierarchy of the organization.
Theeffectiveness of a given leader is evaluated by the degree to whichthe manager is able to influence those below him or her so that theycan achieve the aspirations of the organization. Therefore, a leadershall command much respect and have a lot of influence if theysucceed in maintaining a good relationship with the subordinates, whorespect, like and trust them. Structure task enables the manger toexert considerable influence on the subordinates than unstructuredtasks (Miner, 2011). Additionally, leaders who have authority todiscipline reward fire and hire employees have more influence on theactivities of the subordinates.
Mrs.Lama is the manager in our organization but the role she plays in thedaily operation of the firm is more of a leader than a manager. Shepossessesall the attributes of a transformational leader she is consistent,has high levels of ethics and integrity and is always willing to takea risk. As aforementioned Mrs. Lama includes everyone in solving theorganizational problems, and inspires and supports subordinates to beinnovative and creative when gathering solutions to the problems.Mrs. Lama achieves this by encouraging us to reframe problems,challenge assumptions and approach difficulties in a new way. No ideaor suggestion is considered useless or stupid. Transformationalleaders provide a conducive environment which inspires theirfollowers and offers meaning and a sense of challenge to their work.Leaders are able to achieve this through three different ways:
Taking subordinates on board in formulation of the vision of the department and in laying down the framework for service delivery
Demonstrating a clear commitment to the shared vision and goals
Communicating expectation of the team
Individualizedconsideration to each member in the group supports the development ofemployee professionally. The leader acts a mentor and shepherdsmembers of the group until they get to the standards that theorganization considers apt for its employees (Miner, 2011). This isan important element in that customized learning opportunities areformulated based on the specific desires and needs of the employee.The leader shares problems with all the members of the group andcollectively they generate and assess the applicability of everyavailable option in an endeavor to arrive at consensus on the wayout. The role of Mrs. Lama in the organization is like that of thechairman of the department, coordination all discussions, keeping thegroup focused on the existing problem and making sure that only issuethat are important to the organization are discussed. She providesthe team with ideas and information she has gathered and is veryloath to coerce the team to adopt her solution. She has always beenwilling to accept and execute the solution that gets support of thewhole team.
Contingencytheory explains the manner in which the behaviors of a leaderinfluence the performance and satisfaction of the followers.Fundamentally, the theory states that a leader can stimulate higherlevel of performance by illustrating to their subordinates how toachieve set objectives and goals and by rewarding their followersonce they achieve these goals (Lussier & Achua, 2012). At SADAD,the employee remuneration is the hands of the government and as suchthe manager has little influence on the reward system. Nonetheless,by clarifying to subordinates how to achieve set goals, Lama hasincreased the job satisfaction of the employee in the department ofclient development. This behavior plays a huge role in motivating thesubordinates to achieve the desired outcome. At SADAD, theinteraction of Lama and subordinates in the department of clientdevelopment is significantly curtailed by the prevalent culture.Being a woman in a largely Muslim nation limits her control andinteraction with male employees. To internalize the needs of everyoneshe is forced by circumstance to compromise in order to ensure shedoes not violate the existing norms and rules and at the same timemaintain a functional unit within the SADAD.
Elementsthat make Lama an Effective Leader
Mrs.Lama Leadership can be described as effective because shesuccessfully managed to hold the group together to pursue the goalsof the company. Being the manager of a small group of employees shehas proactively managed different personalities through discussionsand constant communication. When I joined this SADAD, I immediatelyrealized that Mrs. Lama is an effective leader. She set a positivefoundation for each member to conduct their daily activities,promoted a relaxed environment regardless of the weight of the matterat hand and encouraged everyone to share their ideas, skills andexpertise to make our team as successful as possible. Mrs. Lama haddeveloped a team charter that comprehensively defined the teamobjectives and goals and described how the team will work to achievethe aforementioned goals. The most important aspect that gave moraleto each member in our group was the fact that, everyone participatedin the development of the team charter and thus it was generallyaccepted as our blueprint. Active involvement of all members indecision making increased the commitment of the team.
Themanager always spared time to recognize excellent performance andprovide support in terms of uncertainty and difficulty. Our team ofthough small in size was very motivated and displayed immense zeal inall activities. Mrs. Lama had empowered everyone in the group, andthis served as a key motivator. Empowering subordinate was a signalthat she trusted us to execute our mandate. If the activities of theleaders make the subordinates feel that they are valued and trusted,they may be motivated to take on more responsibility for the outcome,since all of them shall share in the spotlight when results areachieved. Leaders who accord power to subordinate are very effectiveand influential, especially in motivating employee (Lussier &Achua, 2012). Mrs. Lama used her power and authority to assist othersto accomplish great things, everyone always gave their all for her.
Effectiveleaders are flexible, open-minded and embrace changes instead ofresisting it. Regulation and policies can cause resented and greatresistance among the subordinates if used inappropriately (Shawn etal, 2006). Mrs. Lama was able to use deal with changingcircumstances with no compromise on her leadership role. Rigidstructures have been identified as the major source of interpersonalwrangles at the workplace and cause of employee resistance (Miner,2011). Lama is also very industrious in helping the team adjusts andmoves in the right direction as dictated by circumstance. She wasopen to change and as such the team was more willing to accept changeand embrace it.
Asa manager in the service industry maintaining a motivated personnelresources through offering an enabling environment is paramount. Anenabling environment is made through the way in which the manager orleader promotes the core ethics and standards of the organization,the manner in which work is designed and the way in which teams areorganized. Norms and values that promote team members to exploit ontheir diversity of resources that are present in the team can help inbuilding an enabling environment. Effective leaders search forpertinent cues in the work setting and integrate this informationinto their already existing work structures which are used byemployees as a guide to solving problems (Miner, 2011). Designingwork such that every employee can identify with the task and see itas a meaningful experience, according employee autonomy and providinga platform where they can get a degree of feedback from work itself,can be very essential in creating an enabling environment.
Contingencytheory of leadership encompasses a class of behavioral theories thatare of the view that there exist no one best way of leading a servicedelivering organization. The actions of the leaders are dependent onthe contingent to the external and internal factors. Contingencytheory of leadership encompasses a class of behavioral theories thatare of the view that there exist no one best way of leading theorganization. The actions of the leaders are dependent on thecontingent to the external and internal factors. Contingent in thisrespect refers to the interest of consumers, technology, unions,distributors and suppliers, competitors, government and customers.Under the precepts of this theory, the decision making process ispegged on a number of factors. The relations and rapport between theleader and the followers, the degree to which information is madeavailable to all workers and the amount of wrangles among the groupmembers in reference to the most preferred option, determine theacceptability of the decision and the zeal to perform tasks. Theeffectiveness of the leader is measured by the degree to which he orshe is able to influence the other members in the groups to performtheir duties for the benefit of the organization (Shawn et al,2006). Therefore a leader shall command a lot of respect and havemuch influence if they succeed in maintaining a good relationshipwith the subordinates, who respect, like and trust them. Structuretask enables the manger to exert considerable influence on thesubordinates than unstructured tasks. Additionally, leaders who haveauthority to discipline reward fire and hire employees have moreinfluence on the activities of the subordinates.
Mrs.Lama is the manager in our organization but the role she plays in thedaily operation of the firm is more of a leader than a manager. Shepossess all the attributes of a transformational leader, she isconsistent, has high levels of ethics and integrity and is alwayswilling to take risk. As aforementioned Mrs. Lama includes everyonein solving the organizational problems, and inspires and supportssubordinates to be innovative and creative when gathering solutionsto the problems.
Effectiveleaders are flexible, open-minded and embrace changes instead ofresisting it. Regulation and policies can cause resented and greatresistance among the subordinates if used inappropriately. Mrs. Lamawas able to use deal with changing circumstances with no compromiseon her leadership role. Rigid structures have been identified as themajor source of interpersonal wrangles at the workplace and cause ofemployee resistance. She is also very conscious in helping the teamadjusts and moves in the right direction as dictated by circumstance.Lama is open to change and as such the team was more willing toaccept change and embrace it. It is these traits and attributes thatmake Lama an outstanding leader as the manager in the department ofclient development at SADAD. Effective leaders devise ways to ensurethe followers are constantly motivated and engaged so that they donot veer of the preferred direction.
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