Correct Term Paper of Mangement

8/8/2019 Correct Term Paper of Mangement

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TERM PAPER OF MANGEMENT PRACTICE &

ORGANIZATION BEHAVIOUR

ON

LEADERSHIP AND MANAGERIAL

EFFECTIVENESS

Submitted to Lovely Professional University

SUBMITTED TO: -SUBMITTED BY:-

Mr. Rajeev guptaGautam SinghSection: - RR1011Course: - M.B.A (I.B)

Roll no. - A13


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Table of contents:

(1) Introduction

(2) Objectives

(3) Research mythology

(4) Literature review

(5) Examples

(6) Analysis of data

(7) Interpretation

(8) Conclusion

(9) Bibliography & references


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Introduction of Leadership:

Leadership is the ability to persuade others to work specifiedgoals. It is also viewed as a process of influencing the

subordinates so that they contribute enthusiastically to theattainment of organizational objectives. It is the leader whoclarifies the objectives of the group he is leading and creates thesustainenthusiasm among them for achieving organizational objectives.We define leadership as the ability to influence a group towardsthe achievement of a vision or set of goals. The source of thisinfluence may be formal such as that provided by the processionof managerial rank in an organization .because management

position come with some degree of formally designated authority,a person may assume a leadership role simply because of theposition he or she holds in the organization.

Leadership has been defined in many different ways, but mostdefinitions share the assumption that it involves an influenceprocess concerned with facilitating the performance of acollective task. Otherwise, the definitions differ in many respects,such as who exerts the influence, the intended beneficiary of theinfluence, the manner in which the influence is exerted, and the

outcome of the influence attempt. Some theorists have advocatedthe leading and managing should be treated as separate roles orprocesses, but the proposed definitions do not resolve importantquestions about the scope of each process and how they areinterrelated. There is no correct definition; it is only a matter ofhow useful it is increasing our understanding of effectiveleadership.

Managerial effectiveness:

Managerial effectiveness is very important for the survival and

growth of the organization. It is difficult to

define managerial effectiveness in concrete terms. Many perceive

it within a particular frame of reference. Decisions


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about effectiveness are bound to be situational and contingent

upon the definition and perspectives of those making the

judgment. A review of literature shows that

managerial effectiveness has been studied with three

perspectives:

1. Traditional/Conventional perspective

2. Organizational level competency based perspective, and

3.An individual level competency based perspective.

The traditional model emphasizes the ability to set and achievegoals where it is implicitly assumedthat managerial effectiveness leads toorganizational effectiveness.

The organizational competency based approach implies that thereis long term future orientation that accounts for both external andinternal influences on the organizations. From these analyses avision is created for the future of the organization, goals are setthat will achieve the vision and plans are developed to achievethese strategic goals. Here, the organization tries to create thesystem and environment with the help of skills and characteristicsof managers that lead them to achieve strategic intents.

The individual competency based approachto managerial effectiveness focuses upon the individual ratherthan the organization. The purpose of this approach is to developtransferable (generic) management skills that are applicableacross different circumstances both nationally and internationally.But this competency-based perspectiveon managerial effectiveness has been heavily criticized on theground of the contingencies and the contexts.


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OBJECTIVES:-

After reading this paper you will be able to:-

Understanding the importance of leadership andmanagerial effectiveness.

Explain what us leadership.

Distinguish between leadership & managerial

effectiveness.

Outline the qualities of effective leadership.

Elaborate the imp. Leadership styles, theories or

models with their merits and limitations.

Choose appropriate leadership styles for managing

your organization.

RESEARCH METHOLOGY:-

I use the research methodology to find out the hidden truth and

research the problems related to the leadership & managerial


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effectiveness. I collected the data through the various sources to

make my research effective.

Data is collected through various publications of books, journals,magazines, internet, newspaper &websites to complete theresearch with a good track.


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LITERATURE REVIEW:-

Article 1:

How can we make sense of leadership in the 21st century?

Abstract:

Explores the development of thinking on leadership and places itin the context of the dominant discourses of the period in which

studies were conducted. Argues that if a sense makingParadigm is adopted. It becomes feasible to identify a model ofleadership, which is relevant to the context of complexity andchange facing organizations in the early twenty-first century. Themodel emerges when the measure of effectiveness is changedfrom organizational success to the impact of the leader onfollowers and on building of capability. The argument for such ashift is underpinned by the movement of dominant organizationallogic from a Weber a rational/ analytical one to a logic which

acknowledges emotional considerations. Within the leadershiparena it has been proposed that emotional intelligence is a majorfactor underpinning success. Presents Data from RecentResearch, Which Empirically demonstrates linkages betweenemotional intelligence and leadership. These findings areexamined in conjunction with the Emergent model.

Article: 2

Identifying key characteristics of technical project

leadership

Abstract:


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This paper explores the nature and importance of leadership intechnical projects. It argues that there is a need to develop aleadership model incorporating the distinguishing personality and

occupational characteristics of technical professionals. It testedthe applicability of Bass and Avolios transformational leadershipmodel in an information systems project environment along withtechnical leadership scale derived from the technical leadershipliterature. The results indicated that a combination oftransformational and technical leadership behaviors augmentsthe effectiveness of transactional leadership leading to highproject success. While recognizing that there is no one leadershipstyle that is effective in all project situations, the studyrecommends an underlying yet flexible style characterized byorganizational catalyst, intellectual stimulation, behavioralcharisma, and contingent reward behaviors for enhancedleadership effectiveness.

ARTICLE 3:

The impact of leadership on the growth oforganization

Abstract:

The progress of a finest leadership style and executive skills thatis the most proper to an organization is vital, having a key effecton its life duration. A Manager's leadership style contributes

frankly to the subordinates' incentive and work fulfillment, andthe work growth in the organization. There are two types ofleadership styles, one that is task-oriented and the other that isemployee-oriented. A manager with a task- oriented style willhave work results as his major concerns; and therefore, he willenlarge rigid policy that would lead the subordinates into workingtheir errands to reach his preferred results.


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On the other hand, the manager with an employee-orientedbehavior will be troubled with the employees' condition. Thismanager's objective is to improve the employees' confidence andinfluence them on working jointly to help him in management and

on ways to resolve problems. There are three main types ofleadership styles that shape all kinds of leaders.

ARTICLE 4:

Effectiveness correlates of transformational and

Transactional leadership: A meta-analytic review of theMLQ literature

Abstract:

A meta-analysis of the transformational leadership literature

using the Multifactor LeadershipQuestionnaire (MLQ) was

conducted to (a) integrate the diverse findings, (b) compute an

Average effect for different leadership scales, and (c) probe forcertain moderators of the leadership style-effectiveness

relationship. Transformational leadership scales of the MLQ were

found to be reliable and significantly predicted work unit

effectiveness across the set of studies

examined. Moderator variables suggested by the literature,

including level of the leader (high or low), organizational setting

(public or private), and

Operationalization of the criterion measure (subordinateperceptions or organizational measures of effectiveness), were

empirically tested and found to have differential impacts on

correlations between leader style and effectiveness.

The operationalization of the criterion variable emerged as a

powerful moderator. Unanticipated findings for type of


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organization and level of the leader are explored regarding the

frequency of transformational leader behavior and relationships

with effectiveness.

ARTICLE 5:-

Leadership & organizational learnings roleon innovation and performance: Lessonsfrom Spain

Abstract:-

Leadership style has been traditionally emphasized as one of the

most important individual influences on firm innovation. Scholars

are now paying growing attention to the possibility that the

collective capability of organizational learning plays a key role in

determining innovation. We propose that leadership style, an

individual feature, and organizational learning, a collective

process,

Simultaneously and positively affect firm innovation. A structural

equation model and data from 408 large firms in four sectors


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supported our hypotheses. Organizational learning had a stronger

direct influence on innovation than CEO transformational

leadership for our sample; however, leadership had a strong,

significant influence on organizational learning, indirectlyaffecting firm innovation. Additionally, innovation positively and

significantly influenced performance. Organizational learning also

positively affected performance, but interestingly mainly through

innovation.

Keywords: Innovation; Organizational learning; Transformationalleadership; Performance; Organizational capabilities

ARTICLE 6:-

Leadership effects on organizational climateand financial performance: local leadershipeffect in chain organizations

Abstract:

Leadership research to date has mainly focused on leaders'subjective effects. In this study, we examine the effect of differentleadership styles on two financial measures of organizationalperformance and three measures of organizational climate in 50supermarket stores of a large supermarket chain in the


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Netherlands. Our findings show a clear relationship of localleadership with the financial performance and organizationalclimate in the stores. The findings also show that the leadershipstyles have differential effects. Charismatic leadership and

consideration have a substantial effect on climate and financialperformance in the small stores, suggesting the relevance ofpersonal leadership of the store manager in these small stores.Initiating structure leadership had no effect on financial results ororganizational climate, either in the small stores or in the largestores. Based on these findings, we have formulated someavenues for further research.

ARTICLE 7:-

Leadership as an organizational quality

Abstract:-

In this article, leadership is conceptualized as an organizationalquality. Adopting a perspective on organizations offered byinstitutional theory, the authors offer a view of leadership thatbuilds on the following points: Leadership flows through the


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networks of roles that comprise organizations. The medium ofleadership and the currency of leadership lie in thepersonalresources of people. And, leadership shapes the systems that

produce patterns of interaction and the meanings that other

participants attach to organizational events.

ARTICLE 8:-

The impact of strategy, leadership and culture onorganizational performance: a case study of an

SME

Abstract:-


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This paper presents the main findings of a case study conductedin an SME manufacturing firm in the UK to determine theapplicability of strategy, leadership and culture to overallcorporate performance. The findings indicate that corporate

strategy impacts positively on culture and organizationalperformance. Specifically, the findings indicate that enhancedeffectiveness in communication and functional coordination arekey drivers of the success of the strategy being pursued. Thestudy also shows that leadership is a key factor in theimplementation of strategic plans and a key link between thesubsidiary and the holding company.

ARTICLE 9:-

Managerial leadership for total Qualityimprovement in UK higher Education


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Abstract:-

The purpose of this paper is to increase awareness of the criticalrole of managerial leadership in total quality management

(TQM) implementation in UK higher education institutions (HEIs),and to encourage further research on how to sustainmanagement and leadership best practices for total qualityimprovement in higher education.

Uses the degrees of efficiency and effectiveness as criteria forevaluatingManagerial leadership in UK higher education and recommendsstrengthening of the association between the criteria through

continuous improvement in the efficiency and effectiveness ofteaching and research quality improvement practices.Understanding the nature of the association between the degreesofEffectiveness and efficiency of quality management practiceswould provide a conceptual framework which would enableacademics and practitioners to reflect critically on the efficiencyand effectiveness of teaching and research qualityimprovement decisions and actions to ensure successfulimplementation of TQM best practices.

Keywords: Managers, Leadership, Total quality, Qualityimprovement, Higher education, United Kingdom

ARTICLE 10:-


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Managerial leadership: A review of theoryand research

Abstract:-

This article review and evaluates major theories of leadership &summarizes the findings from empirical research on leadership.Leader traits and skills, Leader behavior and activities, Leaderpower and influence, situational determinants of Leader behavior,transformational leadership, Leadership for organizationaleffectiveness and Leadership as an attribution process.

Methodological issues in leadership research and implications forimproving managerial practice are discussed also. An integratedconceptual framework is presented to show the different theoriesand lines of research fit together.

Most leadership research makes the explicit or implicitassumption that leadership is an important determinant oforganizational effectiveness. The people who occupy positions oftop leadership in organizations symbolize the promise oforganizations in modern civilization.


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Article 11:-

Organizational role stress & managerialeffectiveness

Abstract:

Getting the pulse of the present economic scenario, corporate are

today Increasingly realizing the fact that their people, especiallythose at the managerial levels, are the only source of competitiveadvantage. This has resulted in a renewed focus on the HRstrategies that can ensure retention, commitment, as well asreduction of stress and maximum effectiveness of managerialpersonnel. This is only possible when personnel working inorganizations are contended, motivated in their respective workareas. Managerial effectiveness is important for the survival andgrowth of organizations. Experts have, over the years, attemptedto describe the work of all managers by a set of common

behaviors or roles. Ones personality plays prominent role indetermining his effectiveness orineffectiveness in dealing with day to day stress prevailing in anorganization.

The role of management becomes one of maintaining anappropriate level of stress by providing an optimal environment,and by doing a good job in areas such as performance planning,role analysis, work redesign/job enrichment continuing feedback,

ecological considerations, and interpersonal skills training,


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Article 12:-

How to be a more effective manager

Abstract:

An effective manager takes responsibility for ensuring that eachindividual within his employ succeeds, and that the team orbusiness unit achieves results. Successful managers require both

talent and skill. Managerial skills can be developed throughtraining, mentoring and experience. But if a manager is void ofnatural talent, then the odds that he will be successful diminishsignificantly. The most productive companies typically are moreproactive than their peers when it comes to identifying anddeveloping effective managers. The top six common managerialsuccess traits include communication, leadership, adaptability,relationships, development of others, and personal development.

Effective managers should strive to build personal relationshipswith their teams. Employees are more likely to exceedexpectations when they trust their manager. When managersestablish a relationship with employees, it builds trust andEmployees feel valued. Valued employees are more willing to getthe job done right.


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Article13:-

How managers learn

Abstract:-

The managers arent aware of their skills gaps because theyrenot being highlighted to them by their managers or anyone else

its simply not possible forsomeone to work on improvinganaspect of his performance ifhes not aware that there is a gapinthe first place.Identified skills gap in how performance ismanaged in their organization but managers dont see that partof their job as a particular challenge. This might be because thisisnt being discussed betweenA manager and his line manager (ironically, highlighting theproblem still further).Learning professionals are in a unique position to be able to seethis issueObjectively and highlight it to senior management. Whether thisis being done is in doubt, because the perception of mostmanagers is that this isnt a particular challenge at the moment.A first step towards a better shared understanding is for learningprofessionals to simply work hard at getting to really know themanagers in their organization better. The survey conducted forGood Practice wasnt difficult to construct and would be mucheasier to carry out within an organization than it was externally.


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Article 14:-

Are innovative managers emotionallyintelligent?

With the increasing competition, it is imperative for organizationsto bring about managerial innovation and focus on managerialeffectiveness. Studies indicate that only 27% of success at work iscontributed by an employees Intelligence Quotient, the rest of itbeing contributed by Emotional Intelligence. This paper attemptsto study the role of Emotional Intelligence in ManagerialInnovation and Effectiveness.

The results of the study indicate a positive correlation betweenEmotional Intelligence and Managerial Innovation and Managerial

Effectiveness implying thereby that Emotional Intelligence shouldbe an integral part of an organizations recruitment anddevelopmental process.

Keywords: Managerial innovations, managerial effectiveness,intelligence quotient, emotional intelligence


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Article15:

The management of managers: a review and

conceptual frame

Abstract:

The management of managers is an important contemporaryconcern, but the literature on the issue is not well integrated. Thispaper reviews key sources on the topic across organizationaleconomics, human resource development and strategic humanresource management. It presents a novel interdisciplinary

framework for analyzing how firms manage senior managers andfor guiding future research, arguing that firms adopt differentstyles to attract-defend, develop-renew and motivate-harvesttheir senior managerial resource, depending on their contexts andchoices that are made in the firm over time. The notion that somestyles draw on early identification of & ad acute lights whileothers treat management identification as more of an emergentproblem is central to the typology. Within each of the stylesidentified, effectiveness in the management of managers hingeson recognizing and handling certain strategic tensions and

problems.


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Article16:

Managerial training effectiveness: A Metaanalysis

Abstract:

Additionally, this study aims to evaluate what the overall findings on the

effectiveness of training has been based on study design and subgroups focusing on

the equivalent of Kirkpatrick's famous learning, behavior, and results outcomes.

Design/methodology/approach - This study quantitatively integrates and extendsthe literature on management training through a meta-analytic procedure. Findings

- The results do not suggest a great deal of improvement in the effectiveness of

managerial training from 1952 through 2002 and effect sizes have remained

moderate. Additionally, outcome subgroup appears to moderate results.

Specifically, programs implemented to achieve learning outcomes tended to have

the largest effect sizes and were consistently significant relative to programs

targeted at behavior and results outcomes. Research limitations/implications - The

implications are directly related to the selection of evaluation methods for future

studies assessing the effectiveness of managerial training programs. This

implication is important to both the academic community and practitioners. The

limitations of this study include the possible exclusion of past research and the

heterogeneity of assessment methods used in past research, beyond the broad

categories of objective and subjective assessment.


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Article17:

Managerial effectiveness: a function ofpersonality type & organizationalcomponents

Abstract:

This study tests managerial effectiveness of top and lower levelmanagers in production and marketing departments in relation to

their personality type in private sector organizations. A 2x2x2factorial design was employed, in which there are threeindependent variables with two levels each: departments(production and marketing), managerial positions (top level andlower level), and personality type (Type A and Type B).Managerial effectiveness is a dependent variable. The maineffects of management positions and personality types have beenfound significant and interaction effects between managerialpositions x personality type and among departments xmanagerial position x personality types have been foundsignificant. The major findings are that in production department,both top and lower level managers having Type B personality arefound more effective and in marketing department top-levelmanagers having Type A personality and lower level managershaving Type B personality have been found more effective incomparison to their counterparts.


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Article18:

Can the management educators and scholarsbecome effective managers?

Abstract:

Fundamentally this paper argues in favor of two questions posed

in the title, i.e. those management educators and scholarseffective managers, and also managers can become the effectivemanagement educators and scholars. This has been supported bysome modern, and indeed, transformational approaches to theleadership argument; that we all need to lead initiatives todaywithout having the traditionally necessary title of manager to gowith it. Thus management educators and scholars find themselveseffectively managing or certainly leading others through wholeprogrammes of learning requiring new and closely audited

processes and procedures. It also argues that many experiencedmanagers can and do turn their attention to learning anddevelopment of others managers in academic environments.


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Keywords: management effectiveness, managers learning,transformational leadership

Article19:

Effectiveness and efficiency of managers: what they can

Abstract:

Effectiveness and efficiency are two common terms inmanagement. Effectiveness is generally described as 'doing theright thing', and efficiency as 'doing things right'. This paperinvestigates the aggregate performance of managers in the Israelihospitality industry in an effort to identify whether theirperformance can be categorized as effective, efficient, or both.

The findings suggest that instead of being effective and efficient,

managers tend to be either effective or efficient. Someexplanations for this phenomenon are offered, and the studyconcludes with recommendations for academics and practitioners.


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Article20:

Survival skills for effectiveness of the newmanager

Abstract:

There have been many research studies that have demonstratedthe integral role of managers as a determinant of theeffectiveness and efficiency of organizational units within thecontemporary organization. While effectiveness in terms ofManagement and leadership is crucial to success at all levels ofmanagement, it is particularly important with respect to the newlypromoted first-level supervisor or manager. The success andeffectiveness of the new manager is typicallydetermined within the first year of a managers tenure. This paper

provides an overview of the numerous mistakes that newmanagers often make thatCompromise their effectiveness and ability to manage and leadwithin theirOrganizations and presents strategies for preparing for andenhancing success during the initial years of service as amanager.


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Correct Term Paper of Mangement