Leadership, Behavior, and Lessons
Abstract
The nature of an organizational leadership is influenced by the type the leader whose influence and impact are part of the long-term commitment to the set goals and objectives. An organization’s leadership is responsible for its corporate culture and the ability of the organizational behavior to advance the expected standards and deliberate outcomes. Moreover, a psychological assessment of the leadership within the corporate context is a major concern on how the behavioral perspectives can advance the expected goals and objectives. In this regard, an organization and its leadership style has the frameworks for influencing the employees and other stakeholders to achieve the necessary outcomes. the psychology literature formulates the necessary frameworks for assessing the competitiveness of an organization. An ideal understanding of the organizational leadership, behavior, and culture is dependent or the organizational culture, which influence the long-term engagement practices and frameworks. An organizational behavior and culture makes it possible to advance the specific outcomes through the structured metrics and frameworks. Leadership theories define the context and understanding of the organizational practices, culture, and behavior through the impact of the leadership styles.
Introduction
A leader’s behavior is paramount in shaping the organizational behavior and culture, which emphasizes the nature and elements of corporate management. Various organizational theories influence the attributes of the leaders and how they are transmitted to other people through effective communication (Offermann & Coats, 2018). The study explores the relevance of organizational leadership in defining many aspects of the corporate behavior, through the essence of various theoretical frameworks. The concept of leadership within the perspective of organizational behavior relates to wide range of traits that define the purposes for which individuals and people lead others. Thus, the leader’s behaviors can influence the subordinates in the right or wrong direction. The leadership anchored on the influence of the leadership behavior to define organizational culture is central to the thematic assessment of the relevant elements. Thus, leadership is influenced by the presence of non-routine aspects within the organization and its discourse of operation (Bakari et al., 2017). For instance, various leaders have the methods for advancing their influence on the subordinate towards achieving their set leadership goals and objectives. However, such frameworks have to be coined within the sustainable organizational goals and objectives to achieve the anticipated outcomes.
Leadership influence is grounded on the leader’s culture, behavior, and values that are transmissible to the subordinates within the necessary frameworks and models. An ideal leader is one that understands their impacts on institutionalizing the corporate culture and influences the subordinates to embrace the organizational culture (Shao, 2019). Such a leader uses the theoretical framework that shapes the notion of behavioral relationship to the subordinates and how such metrics are transmitted to the required standards and frameworks. Community of leadership scholars define the concept within the purpose, behavior, and values that correlate to the corporate culture. Consequently, the management practices define the theoretical frameworks and models that make people more relevant to the achievable outcomes. For example, an ideal leader should understand how their socio-political and cognitive processes are influential in shaping the beliefs and values of others.
These processes are defined within the necessary elements and ideologies, thus influencing the performances, dynamics, communication, and other related leadership impacts. There are systems of characteristics that define an ideal leader that is relevant for a specific profession or industry (Khalili, 2017). For instance, some leadership characteristics and dynamics are more contextualized to military operations, government agencies, private sector organizations, and community institutions. Thus, these processes are best defined within the notion of how an individual leader can shape the framework of organizational goals and objectives, which set the longevity of arguments and perspectives about the impacts and influences.
Leadership Theories at Glance and their Relevance to Organizations
Leadership is a crucial modifier across different levels, including teams, groups, agencies, and organizations. Moreover, various forms of governments, political associations, and industries require specific attributes of leadership traits, characteristics, values, and behaviors to achieve the consistent goals and objectives identified (Offermann & Coats, 2018). Consequently, agencies, teams, and organizations without leaders have no direction and responsibility attached to their operations and management practices. Thus, an ideal organization is built on specific leadership traits. A typical case is an orchestra without the leadership of a conductor, where the individual skills and talents might not count as they lack the conductor’s leadership, influence, and behavioral elements that shape their actions, decisions, and behaviors. This example underline the relevance of organizational leadership through the theoretical framework and analysis on how leaders shape the argument on the perspectives and influences of the organizations, countries, and teams (Foti et al., 2017). The key concern is on what makes leaders crucial part of the management practices and frameworks for defining their influence on their teams and agencies.
The Great Man Leadership Model and Theory
It is crucial to ask relevant questions on what constitutes leadership. For instance, what makes some people leaders, managers, presidents, and CEOs while other remains followers for the rest of their lives? Is leadership inherent, learned, or imposed? Can two people have similar leadership traits at the same time in an organization? How competitive is it to be a leader? These questions are pertinent to the discussion herein (Wu & Lee, 2017). In many instances, interviews with prominent and renowned leaders identify that most of them were inherently born leaders. Such people exist as they cite their stories across childhood, schools, and teams they have been part of in their engagements. Such individuals believe that they were generally born to lead others and shape the destiny of their organizations. They also believe that they have the necessary traits that make others follow them, despite their age, education, experience, and other forms of socio-cultural and economic stratifications (Yang & Wei, 2018). These measures cumulatively highlight the essence of Great Man theory, which enhance the understanding that people were born with the leading abilities such as charisma, social skills, effective communication abilities and intellectual intelligence.
However, questions emerge on how the inherent leadership traits can withstand the changing dynamics of corporate and organizational leadership. For instance, the charismatic and intelligent mechanisms of certain leaders make them more suitable to advance their commitment to the corporate agencies and frameworks (Wu & Lee, 2017). Great Man theory posits that leaders are flexible to the changes that might influence their abilities to lead and shape other people’s wellbeing and wellness. From this perspective, a leader understands how to respond to specific instances and situations that need their abilities and insights. They appreciate the challenges and believe that they can have solutions to series to the followers’ needs. Such leaders transmit favorable behaviors and values to their subjects and create a corporate culture of shared prosperity and performance metrics (Bakari et al., 2017). It is crucial that such leadership frameworks exist among the contemporary organizations, where a leader’s impact is based on the elements of the Great Man theory, where people born as leaders can shape the destiny of their organizations.
Great Man theory is mostly applicable to the public or military agencies, where there is need to follow protocols and observe the leaders’ directives on certain principles and practices. As such, an ideal leader is based on the measures and concepts that influence the organizational elements and frameworks. However, it is hard to contextualize how this leadership model can be relevant to the ever-changing and dynamic leadership environment, consisting of more elements and frameworks. the behaviors, culture, and values of the Great Man theory, which is embedded on the male dominance in the society and leadership discourse, are essential in defining the abilities of the subordinate (Wu & Lee, 2017). Such leaders exist to solve the overarching problems in an organization through their actions, understanding, and experience. They are unique in solving the industrial problems, innovative and technological impasse, and other complications in the contemporary business environment. Such great men exist in relevant and specific professions, where they have dominance of knowledge, decision making, critical thinking, and intelligence to resolve various problems (Oc, 2018). This aspect is transmissible to the organizations through relevant tools and processes that define their relevance and usefulness to their agencies and organizations.
Trait Theory of Management
Sometimes, organizational behavior, culture, and values are anchored on the ability of the leader to transmit favorable frameworks and perspectives that make it a success. Thus, there are two distinct types of leaders, including successful and unsuccessful based on their characteristics. There are characteristics of different leaders that define an individual’s leadership traits, which make them favorable or unsuitable for a given organization. An identified characteristic is compared to those of a successful leader and ascertain their relevance to a specific organization. In this regard, traits that are favorable are transmitted to the stakeholders and the subordinates to impact change. Besides, it is necessary for people to identify the characteristics in an individual that make them more susceptible to change, innovation, and team dynamics (Oc, 2018). These elements make the management of an organization suitable and necessary in influencing the leadership perspectives. Through the trait theory, it is possible to identify whether an individual has the necessary trait metrics that can advance the leadership potential in a ministry or organization. These factors cumulatively shape the measurement and improvement of people’s discourse, which are anchored in the long-term expectations.
Scholars and researchers posit that organizations look for leaders with favorable traits that can impact the change processes and initiatives. Moreover, such people have the modalities and frameworks to have the right approach to leadership and management practices, hence becoming relevance, effective, and suitable to a given leadership context (Oc, 2018). The aspects of trait that make it an essential tool in leadership is based on its relevance towards sustainable leadership management practices. Moreover, it is essential that leadership characteristics across various perspectives are influenced by the physiological, demographic, and intelligence needs of an individual. For example, an ideal leader should have the right physiological attributes, including weight, height, and appearance that are relevant to an industry or organization (Wu & Lee, 2017). Moreover, part of the outcome is on assessing the demographics of an individual aspiring to lead an organization or institution, including education, background, and intelligence. People knowledge, decisiveness, and judgment on pertinent issues within the organization are assessed for relevance and effectiveness.
These factors cumulatively highlight the need for effective communication across teams and organization to enhance the relevant traits. Individual employees have the necessary approaches for understanding the suitability of trait theory as the foundation of organizational leadership perspectives to shape the long-term commitment and understanding. Besides, various organizations have the systems that shape the organizational frameworks and management practices, which require specific goals and objectives. The traits that are favorable make a leader successful, compared to those that are unfavorable, hence the need to stick with the relevance leadership characteristics. Organizations often look for the right profile of leaders, which encompass the distinctive traits and frameworks for long-term engagement and understanding (Oc, 2018). Additionally, an organizational management practice require that all measures should be placed on the eliminating the dysfunctional traits that might create conflict, turn over, and other elements of strategic leadership practice. An organization should have the right profile of leadership traits, which are consistent with its culture needs and expectations and frameworks.
Contingency and Situational Theories
Understanding the leadership nature and needs in an organization can be essential part of the long-term creation of a favorable organizational culture. In this regard, a leadership model should focus on the series of contingencies that make a leader more suitable to a given situation. For instance, other leadership styles might not appeal to the challenges such as management of global coronavirus pandemic in the workplaces (Stewart et al., 2019). In this situation, it is possible to define the elements of a leadership situation that requires specific traits, components, and attributers that shape the long-term outcomes. In this situation, the contingency theory makes it possible for individuals to have the relevant skills and abilities to shape their management skills for the relevant outcomes. Part of the challenge is having a flexible mentality and ability as a leader, which conforms to the adjustable perspectives and frameworks in the long run (Behrendt et al., 2017). Such situations as COVID-19 in the workplace require that people form integral relationships with the decision making models and frameworks that underscore the needed goals and objectives. Responsiveness, anticipation, and flexibility to situations are forms of contingency needs that enhance the performance of an organization’s leadership model.
Thus, every situation requires distinct frameworks to instill the needed changes and understand the necessary processes for responsive, intellectual, and relevant outcomes. It is upon the leaders to have the potential to adopt the necessary values, beliefs, and frameworks that shape their abilities to respond to various situations. There is no single leadership train that can influence the outcomes and make it better. Thus, leaders need a contingency of leadership styles that are relevant to various situations and make the outcomes more feasible and achievable (Kearney et al., 2019). Thus, as popular scholars Hodgson and White established, it is crucial that an ideal leadership is able to find the perfect balance on matters of context, needs, and behaviors. Therefore, effective leaders have the ability to evaluate and understand the leadership styles of their followers and instill the relevant frameworks and aspects that influence the long-term outcomes and engagement practices. These issues cumulatively underscore the measures, frameworks, and situations that require effective leadership that are anchored on the organizational culture, values, and behavior (Jabbar & Hussin, 2018). There are many key variables that define the essence of great leadership, which forms the aspect of contingencies and its relevant tenets as a leadership and management theory.
At times situations is part of the frameworks for contingencies theory, which are relevant attributes and contexts in the long run. In this regard, the situational theory shapes the beliefs and aspects of leadership, where the leader understands the followers’ needs, goals, and expectations that define their relevance and suitability to the context (Uhl-Bien & Arena, 2018). There is no single leadership theory or skill that supersedes the other, each of them is crucial based on the situation. In many situations, issues such as Great Man theory are inconsistent with the expectations of realities. In this regard, situational theory asserts that an ideal behavioral and cultural context of an organizational leadership is anchored on the situation at hand. Some organizations have various competitive, sustainability, sales and marketing, and compliance to policy issues that require that leaders to adjust to the situation at hand (Li et al., 2019). There are various forms of conflict that emerge in these situation, which need that everyone corresponds to the current situation as opposed to the rigid corporate culture and behavior. These issues define the context of management practices and instill the relevant culture, values, and ideologies to shape the long-term commitment.
It is crucial that leaders understand the current needs and formulate practices and frameworks that can shape the current versus future needs of the organization. Organizations need flexible leaders that can rise to the occasion and address the current situational without having rigid or inflexible frameworks and notions (De Roeck & Farooq, 2018). This is applicable in organizations that have robust environments, including healthcare sector. In this situation, it is possible to assess the situations and variables and have a distinct responsiveness towards the followers’ needs and expectations and frameworks. These issues define the context of understanding, relevance, and suitability to a given situation. Many leaders appreciate the need to achieve the consistencies of their needs, hence the expectation that an ideal leader should improve their situations and circumstances (Bakari et al., 2017). Situations can include the inability of employs to achieve a given task expectation due to their lack of skills and motivation. In this regard, the employees require the frameworks for addressing the current situation and highlight the possible aspects of the management practices and frameworks.
Situational leadership makes it possible for leaders to respond to the current situations and underline their relevance, performance, and understanding of the situations to make it better. Leadership scholar Ken Blanchard underscored the need for the situational leadership theory to blend with the style and the followers’ maturity levels that advance the long-term goals and objectives (Oc, 2018). Sometimes, the team members are overambitious, lack skills, and face uncertainty over the research and development interventions in the organization. Such situations create fear, uncertainty, and the urgency to address them effectively within the needed frameworks. Situational leadership shapes the understanding of the leaders and the models for assessing the current situation for the long-term engagement. In this regard, it is necessary that leaders have the instincts that advance their long-term engagement practices. People have to instill the values and frameworks for understanding the current situations and respond promptly to them with the necessary interventions and frameworks (Oberer & Erkollar, 2018). These components underpin the need for the leadership frameworks to correspond to the necessary needs and expectations of an organization. Various leaders have the instincts to read and understand the situations.
Leaders and Behaviors
Various leaders showcase behavioral instincts and responsiveness that influence the employees in positive or negative frameworks and elements. In this situation, the focus is on how the leadership behavior is beneficial or harmful to the organizational frameworks through how it is perceived. It is possible to assess various leaders and how their behaviors have turned into performance metrics in shaping the organizational advancements and developments (Li et al., 2019). Consequently, various leaders are assessed based on the impacts of their values, beliefs, and behaviors on the organizational goals and objectives. In this regard, the focus is on how individual organizations can benefit from the leaders’ behaviors and how they achieve their set motivation, performance, and competitive needs and goals. For example an interview with CEO A underscore how her behaviors have impacted the performance of the employees. She believes in transactional leadership style, where engagement, communication, and comparative assessment metrics are used as the foundation of the long-term goals (Behrendt et al., 2017). In this regard, the leader’s behavior shapes the argument and models for influencing the complicated decision making processes.
Organizational leadership and the behaviors can be essential part of changing the perception, notion, and influence of the organization. In this situation, managers and CEOs have to pass the relevant behaviors and values, which make it necessary for the positive attributes to be disseminated across the organizational structure as part of the expectations and situations (Uhl-Bien & Arena, 2018). Thus, CEOs have to understand that their behaviors have the necessary influence on the people, hence the need to shape the long-term engagement practices. Behavior can be positive or negative, depending on the circumstances. However, part of the challenge is based on whether the leaders understand their roles as influencers, stakeholders, and models that many subordinates and followers look up to in their engagements with the stakeholders. Behavior entails actions, behaviors, and decisions that people ascertain individual decision making process and how it shapes the long-term goals and objectives (Jabbar & Hussin, 2018). Positive behavior can have positive message to the clients, while negative behaviors are poised to influence the employees in similar perspectives. These elements make it possible for manipulation or motivation to make the employees achieve their performance targets and other assigned roles and duties.
Relevance of behavioral theory
The behavior enhances accountability, responsibility, and responsiveness to the situations and circumstances that define people’s discourse and management practices. The organizations have the need and responsibility to discharge the positive behaviors to the employees and ensure that the outcomes are favorable to the corporate goals. For instance, leader C has the ability to shape the imagination and beliefs of the people and create the necessary communication frameworks (Kearney et al., 2019). The essence is on the application of behavioral theory into leadership contexts to influence the followers and instill the relevant goals and objectives. Thus, leaders can influence, motivate, inspire, and support the employees to achieve distinct goals and objectives, which are the foundation of a long-term engagement practices. Leaders need to have specific and influential leadership skills and abilities that are anchored on sustainable management practices and frameworks (De Roeck & Farooq, 2018). In this regard, several leaders exhibit leadership skills that correspond to the needs and expectations of the organization and sharpen the commitment of the employees. Therefore, behavioral aspects enhance establishing the influence and frameworks that make the individual behaviors more instilling and inspiring to the employees.
Behavioral theory defines how the behavior of the leaders can impact the performance metrics and enhance the relevance in the long run. These components are necessary in defining the relevance of corporate goals and objectives. In this regard, the theory posits that the performance of a leader is based on the specific behavior rather than identified traits or characteristics (Newman et al., 2018). Consequently, it is crucial to define the relevant leadership behavior and how it influences the responsiveness of the followers to achieve the set goals and objectives. These frameworks define the abilities, models, and other aspects that define leader-follower relationships. Moreover, people should have three distinct skills that shape their behavior and perception by the followers. These includes conceptual, human, and technical skills, which formulate how people should adjust to situation, including human elements and the ideas that shape the running of an organization (Li et al., 2019). However, the behavioral elements posit that having the right framework of decision making is a crucial behavior, which is built on consultative frameworks and understanding to influence the long-term goals and objectives.
Leadership through the impacts of the leaders’ behavioral models can help identify their relevance and understanding of the situations at hand. In this regard, part of the long-term practices and engagement models underscore how the leaders can weigh their behavior to ascertain their potential impacts on the performance metrics and organizational behavior (Uhl-Bien & Arena, 2018). For instance, Leader A is supportive and understanding of the followers’ needs and has invested in models that fostering unity and integrated models. Moreover, a behavior that promotes and supports the employee welfare and wellbeing can be integral part of the long-term engagement practices and perspectives. There are string relationship between leaders’ behaviors and job satisfaction that influence the outcomes and frameworks of a sustainable outcome. In this regard, job satisfaction is based on the followers’ perception, especially in healthcare sector, where the nurses can perceive their managers’ reactions and behaviors as supportive (Ceri-Booms et al., 2017). Any follower who believes in the manager’s behavior is likely to have job satisfaction elements, which define the longevity and application of its long-term discourse. Moreover, leaders and employees should have the ability to interpret the meaning and intention of the behaviors.
Job satisfaction is the goal of every leader, hence the need to have the necessary frameworks that shape the outcomes and instill the relevant engagement models. Thus, through the leadership behavior, it is possible to inspire teams, departments, and the entire organization to adopt a given model of operation and performance metrics. These factors are dependent on how the individual followers interpret the leadership behaviors and making the right decisions in the long run (Kearney et al., 2019). these concepts are relevant in defining the employees’ wellbeing and welfare through the structured engagement and favorable employment relations and behavioral instincts. Leaders with influential behaviors have the ability to shape the people’s commitment and beliefs. Such leaders are liked and valued throughout the organization and also wield powers to call people into action through supportive engagement practices. It is possible that such leaders have the framework for creating and shaping the outcomes and influencing the people’s beliefs and values about an organization (Behrendt et al., 2017). Moreover, it is part of the long-term engagement on how leadership behavior relates to job satisfaction and creation of organizational culture.
Such organizations where the leadership behaviors are favorably interpreted and influenced by the consistent goals and objectives can be attributed to the effective leadership skills and frameworks. The leaders are able to create positive environment through their behaviors and use the opportunities to improve the welfare of the followers and also shape the discourse of achieving the organizational goals and objectives. Job satisfaction is one of the outcomes of a sustainable leadership behavior, which express the culture of shared assumptions. The values and beliefs of an organizational behavior are embedded on the organizational culture, which defines the system of rules and behaviors. An organizational system of leadership behaviors makes it possible to address the long-term commitment of each individual in the workplace and the stakeholder base. The relationship between the organizational culture, leadership behavior, and job satisfaction is built on the willingness of the two parties to advance shared system of beliefs (Ceri-Booms et al., 2017). There should be a system that limits the impacts of negative behaviors and foster the influence of positive organizational behavior towards achieving the missions and goals.
Leaders need to have systems of addressing the organizational needs and frameworks, which consist of the valuable elements and processes to monitor the performance. For instance, employees can have a trait and behavior of recognizing performance, which is connected to job satisfaction and other frameworks. Leaders need to understand that their actions have significant impacts on the performance of employees and how they view their responsibilities. In this regard, Leader X understood the concept of leadership, which includes the elements of leader, follower, communication, and situation. Thus, an ideal leader has to focus on the leadership perspectives through the necessary interventions that streamline the long-term goals and objectives. Consequently, a leader’s behavior should be mirrored on the impacts it has in the workplace and on the rest of the stakeholders. These elements include effective communication, active listening, and critical thinking towards decision making process. Moreover, there is need for leaders to know themselves, as identified in Leader X, who believe that an ideal leader understand the impacts of their behaviors, actions, and decisions on the wellbeing of the organizational stakeholders.
Thus, knowing one entails understand the strengths and weaknesses of character, skills, and knowledge and how they are transmitted to the rest of the departments. Moreover, there is need for the leadership to understand the human nature and dynamics of behavioral develop end and impacts. For example, a typical leader will establish the models of understanding human nature through the human needs, emotions, and responsiveness to stressful situations (Newman et al., 2018). Such knowledge and understanding can make a leader more relevant and suited to situations and circumstances through the necessary models and frameworks. These concepts underpin the needed expectations and frameworks throughout the expected results. Moreover, leadership is about understanding the nature of the job, which includes the ability to identify the knowledge gap, instilling the training models, and creating the necessary frameworks for sustaining the tasks in teams and agencies (De Roeck & Farooq, 2018). In such scenarios, the leadership is embroiled in the efforts to know the composition of the leadership model, including the cultural elements and climatic components that define behavior, actions, and decisions.
Characteristics of Leadership that enhance Efficiency
Leaders need to appreciate the preexisting corporate culture, climate, and values that define the behaviors and actions of the employees and other stakeholders. Such leadership models are anchored on behavioral traits, which address the responsiveness to the available directions and ideologies (Oberer & Erkollar, 2018). People engage in goal setting, problem solving, and other elements of planning and decision making processes to achieve the set goals and objectives. Such leaders understand the essence of leadership, based on the identified characteristics and traits. For instance, leadership characteristics that motivate and guide a leader into relevance, suitability, and innovation includes the presence of followers and possessing personal attributes that can shape the long-term implications and concepts. In this regard, the information is anchored on the ability of the leaders to understand the needs of the followers and whether they are sustainable within the current dispensations and frameworks (Hughes et al., 2018). In this regard, the focus should on measures that underscore how the individual and personal attributes and qualities conform to the standard sets and needs of the followers.
Leaders should adopt the measures and frameworks that define their discourse and understanding, which shape the views and mentalities about their involvement in teams and other leadership interventions. The working relationship between leaders and their followers is crucial in shaping the organizational behavior through the influence of the formers’ personal leadership traits (Newman et al., 2018). Thus, the focus should on the metrics and frameworks for sustainable outcomes and frameworks, including the desired performance analytics to make the two parties have similar and identifiable goals and objectives. Additionally, there should be aspect of reciprocal relationship, which is anchored on the ability of the leaders and followers to understand the importance of each party in achieving the missions. For instance, leaders should have the frameworks and measures of influencing him long-term engagement practices and shaping the discourse of the society through the definite elements (Ceri-Booms et al., 2017). The reciprocal nature of leadership should be guided by the community of interests, which ascertain the framework for engagement and advancing the long-term implications and understandings.
Community of interests balances the needs and expectations and creating the necessary framework for sustainable outcomes, where the leaders’ roles in the organization are meant to advance the individual and collective success. The community of interests and their discourse of engagement underline that need for leaders to work with each stakeholder and attempt at understanding their motivations, desires, and frameworks for long-term goals and objectives. In this regard, the leaders should embroil in guidance of the followers to ascertain the best practices that are relevant to all the parties and improve the responsiveness to the individual needs and expectations. The foundation of the shared frameworks and metrics impact the leadership goals through structured elements and frameworks in the long run, hence the needed perspectives on such frameworks (Borkowski & Meese, 2020). The leadership characteristics shape the understanding of the organizational mechanisms and contextualize the impacts of leadership skills and behaviors in ascertaining the long-term goals and objectives. These measures have the implications and additional elements creating a corporate culture through the leader’s behavior and personal qualities.
Nature, Objectives, Importance, and Impacts of Leadership Behavior
Leadership exists to achieve certain objectives in an organization. Thus, the leaders are motivated by the desire to achieve certain goals and missions that are indefinable with their commitment to the long-term values and corporate culture. For instance, leaders have to develop a feeling of coordination and cooperation across all the departments and segments of the organization. This means they have to determine the needs of each department or teams and create a shared and integrated vision to advance the long-term goals and objectives. Leaders do not work in vacuum, but have system of values and key deliverables that shape their views and beliefs about a subject. Leaders provide needful directions to the management and other stakeholders to achieve the right objectives and have the right practicum for long-term engagement practices. Additionally, leaders have a responsibility of developing innovative and competitive ideas that improve the performance, commitment, and practical approach to the leadership mechanisms and frameworks.
The identified elements make it possible to improve the situations and enhance the long-term goals and objectives. The leaders should understand the necessities that define their relevance in their organizations and industries to spearhead the long-term practical approaches and outcomes (Oberer & Erkollar, 2018). these measures create the consistencies and understandings that influence corporate management practices. The focus should also be on streamlining the company’s mission and vision statements, corporate values, and organizational culture to be consistent with the goals and expectations. These measures underscore the frameworks for sustainable growth and development within an organization. Moreover, it is possible that companies can have different goals at the same time, hence the need for effective leadership to reconcile the overarching expectations and have integrated model for advancing the common agenda (Behrendt et al., 2017). There should be parameters of ethical and moral values that underscore the operations and performances of individuals within an organization, which shape the values, beliefs, and expectations. The leaders are responsible for identifying the most consistent organizational goals and objectives, which include the ethical and moral compasses that relate to the long-term outcomes and measures.
Summary Learning from the Readings
It is evident that leadership is a diverse concept that entails theories, models, objectives, and expectations. Leaders have the core mandate of shaping the current and future directions of an organization through their relevant personal qualities and the expected corporate values and objectives (Hughes et al., 2018). from the readings and the activities, most leaders believe in working with teams and other stakeholders through models that bring the best out of the rest of the employees. In such scenarios, the leaders have the mandate of achieving their expectations and focus on the metrics and approaches for sustainable and stable governance. The leadership objectives, theoretical frameworks, and models applied vary based on the organizations and the necessities needed to achieve the individual leadership perspectives and frameworks (Borkowski & Meese, 2020). These measures serve to advance the implications of sustainable leadership that responds to challenges and opportunities within the environment. These frameworks are part of the long-term practices and elements that shape the management practices and put leaders at the core of the management expectations.
The paper identifies the relevant leadership frameworks in the era of technology and how various concepts, models, and theories continue to revolutionize the leadership frameworks and ideologies. In this regard, the understanding is on the metrics that create consistencies and followership of the manageable outcomes and metrics. It is possible for the leadership of an organization to appreciate the need to work with others and have the metrics for sustainable outcomes and frameworks. The leadership practices make it possible for the organizations to realize their set mission and visions, including the measures and frameworks for shaping the discourse of engagement with various stakeholders.
References
Bakari, H., Hunjra, A. I., & Niazi, G. S. K. (2017). How does authentic leadership influence planned organizational change? The role of employees’ perceptions: Integration of theory of planned behavior and Lewin’s three step model. Journal of Change Management, 17(2), 155-187.
Behrendt, P., Matz, S., & Göritz, A. S. (2017). An integrative model of leadership behavior. The leadership quarterly, 28(1), 229-244.
Borkowski, N., & Meese, K. A. (2020). Organizational behavior in health care. Jones & Bartlett Learning.
Ceri-Booms, M., Curşeu, P. L., & Oerlemans, L. A. (2017). Task and person-focused leadership behaviors and team performance: A meta-analysis. Human Resource Management Review, 27(1), 178-192.
De Roeck, K., & Farooq, O. (2018). Corporate social responsibility and ethical leadership: Investigating their interactive effect on employees’ socially responsible behaviors. Journal of Business Ethics, 151(4), 923-939.
Foti, R. J., Hansbrough, T. K., Epitropaki, O., & Coyle, P. T. (2017). Dynamic viewpoints on implicit leadership and followership theories: approaches, findings, and future directions. Leadership quarterly., 28(2), 261-267.
Hughes, D. J., Lee, A., Tian, A. W., Newman, A., & Legood, A. (2018). Leadership, creativity, and innovation: A critical review and practical recommendations. The Leadership Quarterly, 29(5), 549-569.
Jabbar, M. N., & Hussin, F. (2018). Effect of organizational leadership behavior and empowerment on job satisfaction. Opción, 34(16), 472-491.
Kearney, E., Shemla, M., van Knippenberg, D., & Scholz, F. A. (2019). A paradox perspective on the interactive effects of visionary and empowering leadership. Organizational Behavior and Human Decision Processes, 155, 20-30.
Khalili, A. (2017). Transformational leadership and organizational citizenship behavior: The moderating role of emotional intelligence. Leadership & Organization Development Journal.
Li, Y., Lu, Y., Cui, Q., & Han, Y. (2019). Organizational behavior in megaprojects: Integrative review and directions for future research. Journal of management in engineering, 35(4), 04019009.
Newman, A., Herman, H. M., Schwarz, G., & Nielsen, I. (2018). The effects of employees’ creative self-efficacy on innovative behavior: The role of entrepreneurial leadership. Journal of Business Research, 89, 1-9.
Uhl-Bien, M., & Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29(1), 89-104.
Oberer, B., & Erkollar, A. (2018). Leadership 4.0: Digital leaders in the age of industry 4.0. International Journal of Organizational Leadership.
Oc, B. (2018). Contextual leadership: A systematic review of how contextual factors shape leadership and its outcomes. The Leadership Quarterly, 29(1), 218-235.
Offermann, L. R., & Coats, M. R. (2018). Implicit theories of leadership: Stability and change over two decades. The Leadership Quarterly, 29(4), 513-522.
Shao, Z. (2019). Interaction effect of strategic leadership behaviors and organizational culture on IS-Business strategic alignment and Enterprise Systems assimilation. International Journal of Information Management, 44, 96-108.
Stewart, G. L., Courtright, S. H., & Manz, C. C. (2019). Self-leadership: A paradoxical core of organizational behavior. Annual Review of Organizational Psychology and Organizational Behavior, 6, 47-67.
Wu, W. L., & Lee, Y. C. (2017). Empowering group leaders encourages knowledge sharing: integrating the social exchange theory and positive organizational behavior perspective. Journal of Knowledge Management.
Yang, Q. I., & Wei, H. (2018). The impact of ethical leadership on organizational citizenship behavior: The moderating role of workplace ostracism. Leadership & Organization Development Journal, 39(1), 100-113.
Leave a Reply