11/19/2017 Assessment Coversheet

FTMS Global, Kuala Lumpur, Malaysia

ATTEMPT: 1

ANGLIA RUSKIN UNIVERSITY

Assignment Coversheet

STUDENT DETAILS

Student Number: 1725259/1

FACULTY

Lord Ashcroft International Business School

ASSIGNMENT DETAILS

Module Ref MOD001120 / F01FTM / 2017/8

Module Title Organisational Behaviour
Module Element 010 - ASSIGNMENT, 800 WORDS
To Be Marked By Submission date
15 December 2017
(by 2pm)
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1.0 Introduction

Leadership plays an important role in organization and it has different meaning to different
people like it depends upon personality and cherectorstic of a human being and culture of an
organization(Fiedler, 1964; 1967 ).The actions taken in organization to achieve a goal (Rauch
and Behling, 1984; Stogdil, 1950) and an activity occurs between a leader and the employees
(Hollander, 1978).The attitude of an individual in a group when they address the group towards
the target (Hemphill & Coons, 1957) however, it appears as different from management (Kotter,
2001; Zaleznik, 1977 ). In plus, it has some managerial roles as well (Mintzberg, 1989;
Lunenburg, 2012).

Furthermore, Bryman (1992) explained leadership is depends upon three variables as, group,
influence and goal of an organization and takes place between two or more members in a circle
which occurs the situation, ideas and expectations of any group member. The action of leader
supposed to make an impact on group who guides them or motivate them towards goal (Bass,
1990).

2-1-Traditoinal theories of leadership-:

There are many opinions about a leader how it supposed to be. The great man theory is one of
them as it explain that leaders are born not made and it believed that people were born with the
same traits however few of them were possessed them(Gandhi, Lincoln, Napoleon). In addition,
A leader has some qualities named, leadership styles that takes place between a leaders and the
employees while judging personality like behavior ,situation, attitude, personality, characteristic,
experience, and aggressiveness and no matter what the situation leaders find themselves in, they
will always recognized by the style they occur (Thomas Carlyle, 1840) .On the other hand,
Traits theory in 1948 explains that leaders are judged on basis of their personality,
social, physical and intellectual traits that makes the leader different from non -leader(
Ambition and energy; The desire to lead; honesty and integrity; self -confidence;
intelligence; job relevant knowledge)

According to a traditional theory based on leadership called Path-Goal Theory (House &
Mitchell, 1974) leadership is a style or behavior of an individual towards the employee
and work environment to achieve a given task in an organization. The task is to
encourage, motivate or empower your employee for a specific reason. The theory is
based on expectancy theory (Vroom & Yetton, 1964) and stands for an individual who
acts in a specific manner, depends upon the belief that the act follows by a given
outcome and the passion of an individual for the outcome. There are eight main
perspective that makes a leader different from a non -leader like intelligence, alertness,
insight, responsibility, initiative, persistence, self-confidence and sociability(Stogdill,
1948).He studied about 124 traits studies between 1904 to 1947 and later in 1959
“Mann” conducted the study on 1400 traits studies of leadership in small groups and
find almost similar result.

2-2-Contemporary theories of leadership:-

Based on the leadership, Transformational theory (1978) defines that a leader should
provide the freedom to the employee, guide them towards the goad, motivate them and
empower them to create a positive and valuable environment in an org anization to
achieve the target. Leader allows the sub-leader to participate in making of decision or
achieving the goal (Yammarino, Spangler & Bass, 1993).

On the other hand,strategic management theory states thata leader need to be more specific about
the relations with external environment in the mode of financial, quality assurance, and the
direction of the goal (Maghroori and Rolland, 1997). Strategic leaders makes the decision based
on future targets, like the changes needed to the organization. Furthermore, Leadership focus on
two approaches management that the favorable for an individual and a team and also empowers
an individual without minding the position of an individual either it comes to top, middle or
lower category. A leader makes relations with few personalities on the basis of high trust and
strong mutual understanding in an organization to contact them directly. The low relationship
status is based on low mutual understanding, faith and respond from an individual towards a
leader’ command (Maghroori & Rolland, 1997).
3-The conclusion:-

All in all, Based on both traditional & contemporary theories leadership is a way of
understanding others, implementing them towards goal and presenting our self among others.
Leadership is an activity occurs in an organization to exchange the ideas with others while
having same vision and maintaining the discipline of an organization among other employees.
Leadership acts as your behavior towards a group or an individual like how you encourage or
motivate your team, putting your trust in each other, handling the organizational power and
guiding them to achieve the target in organization. Leadership focus on both, on an individual or
in a group where leader keeps an eye on an individual secretly by offering rewards to the
employees and try to make a good relation with others so that they can be satisfy with job or
their achievements.
References-:

Bass, B. M. (1990). Bass and Stogdill’s handbook of leadership: Theory, research and
managerial applications. New York: Free Press.

Bryman, Alan. (1992). Charisma and Leadership in Organizations. London: Sage Publications.
198 pp
Carlyle, Thomas. (1840)."The Hero as Divinity" in: Heroes and Hero-Worship.

Fiedler, F.E. (1964). A contingency model of leadership effectiveness. Advanced Experimental Social
Psychology, 1, 149-190

Fiedler, F.E. (1967). A theory of leadership effectiveness. New York: McGraw-Hili.

Hemphill, J. K., & Coons, A. E. (1957). Development of the leader behavior description
questionnaire. In R. M. Stodgill and A. E. Coons (Eds.), Leader behavior: Its description and
measurement. Columbus, Ohio: Bureau of Business Research, Ohio State University, pp. 6-38.

Hollander, E. P. (1978). Leadership dynamics: A practical guide to effective relationships. New

York: Free Press

House, R.J. and Mitchell, T.R. (1974). Path-goal theory of leadership. Contemporary Business,
3, Fall, 81-98

Kotter, J. P., (2001), “What leaders really do?“, Harvard Business Review, Vol. 79 Issue 11,
p.85- 96

Lunenburg, F. C., & Ornstein, A. O. (2012). Educational administration: Concepts and practices.
Belmont, CA: Wadsworth Cengage Learning

Maghroori, R & Rolland, E 1997, 'Strategic leadership: the art of balancing organizational
mission with policy, procedures and external environment', Journal of Leadership Studies, vol. 2,
pp. 62-81.

Mintzberg, H. (1992). Structure in fives: Designing effective organizations. Upper Saddle River,
NJ: Prentice Hall.
Rauch, C. F., & Behling, O. (1984). Functionalism: Basis for an alternate approach to the study
of leadership. In J. G. Hunt, D. M. Hosking, C. A. Schriesheim, and R. Stewart (Eds.),

Stogdill, R. M. (1950). Leadership, membership and organization. Psychological bulletin. 47, pp 1-

14.

Stogdill, R M. (1948). 'Personal factors associated with leadership: a survey of the literature', Journal
of Psychology, vol. 25, pp. 35-71.

Vroom, V & Yetton, P 1973, Leadership and decision making, University of Pittsburgh Press,
Pittsburgh.

Yammarino, F, Spangler, W & Bass, B 1993, 'Transformational leadership and performance: a

longitudinal investigation', Leadership Quarterly, vol. 4, no. 1, pp. 81-102.

Zalenik, A. (1992). Managers and leaders: are they different? Harvard Business Review.
March/April, p 126.