Dynamic Leadership Evolution

Topic 1

According to Pardey (2016) the consistent expansion of competition and contention in the global business environment has ensured the necessity of instituting relentless organisational changes to better adapt to emerging conditionalities. This denotes transmuting from stable to volatile market conditions. The most effective organisational manoeuvre is to ensure innovative and visionary leadership. Visionary leadership portends to accurately perceive the future discourse of the respective business situations so as to institute effective changes within the organisational work culture. This involves formulation and instilling of the correct work perceptions such as focus, consistency and accountability. These individual qualities are necessary to be reflected by the organisational leadership compliments as well. Furthermore, the required leadership skills also comprise of the capability to provide a sense of direction to the organisational employees. Apart from this, the motivational abilities to consistently perform effective change management within the working architecture of the respective organisations in terms of procedural and work cultural transformations are also significant for a successful business process leader. As individuals, leaders are expected to establish the shared sense of direction towards which, the organisations, as singular entities, have to progress and this shared sense of direction has to be imbibed by the working units of individual employees from their leaders. Achievement of success in such skill application by the organisational leaders could generate the benefit of gaining purposeful commitment from subordinates. This could further motivate the organisational working personnel to strive to achieve the intended outcomes of adapting to constantly changing business environments. When it comes to academic support, seeking business dissertation help can also provide students with the guidance needed to navigate complex topics related to organisational leadership and change management effectively.

Fletcher (2017) has observed that practicing consistent work process flexibility in the organisations to better adapt to change volatility requires the leadership skills of leading the change process, effectively responding to subordinate feedbacks and development of the most facilitative style of communication. Additionally, leaders are required to have the skills to define the necessary results concerning the adaptation to change in terms of what the organisation could be attempting to accomplish and properly communicate the context for such adaptability practices. Apart from these, the leaders are also necessitated to be able to align consistently, the working culture of the respective organisations with the overall market based objectives.

In this context, Al-Ali, Singh, Al-Nahyan & Sohal (2017) have stated that some leaders are capable to accept constructive criticism while others could be reluctant to accept the same in the most positive manner. In some cases, the reluctant leaders could resort to responding to such criticism in the dismissing manner. This has the untoward effect of casting aspersions on the credibility of the leader in terms of the intention and willingness to change. Thus, it is necessary for the organisational leaders to first institute proper flexibility in their own professional behaviour to motivate the subordinates to adapt to impending chaotic market environments. It is also necessary for the leaders to have the communicative abilities which could foster organisational experiences conducive to develop collaborative environment within the organisational professional units. This could promote accountability to better adapt to turbulent business environments by organisational workforces.

the real life example of a visionary leader could be identified as Elon Musk, the Chief Executive Officer of Tesla Motors and Space X. Both of these companies had encountered impending insolvency during 2008 recession and Musk had to select from the options of resource allocation in an equal manner between these organisations or selecting any one of these two for continuation. He supported both of the ventures and succeeded in managing organisational change effectively.

Reference List

• Al-Ali, A. A., Singh, S. K., Al-Nahyan, M., & Sohal, A. S. (2017). Change management through leadership: the mediating role of organizational culture. International Journal of Organizational Analysis, 25(4), 723-739.
• Fletcher, J. K. (2017). Leadership, power, and positive relationships. In Exploring positive relationships at work (pp. 347-372). Psychology Press.
• Pardey, D. (2016). Introducing leadership. Routledge.

Topic 2

According to Leitch & Volery (2017), various traits outline the entrepreneurial approach towards management of businesses and driving towards success. The initial one of these consists of a certain measure of self-confidence which is characteristic of entrepreneurs that the decisions taken by such a person could be accurate and effective in terms of garnering success. The next trait is identifiable as the ability to take extensive measure of risk in terms of investment and development of untested ideas of business. Experimentation in business process operations is integral to the entrepreneurial mind-set. The next trait could be acknowledged as the characteristic competitiveness of entrepreneurial leaders which is vital to achieve success in the hyper competitive global market scenario. The ability to lead, motivate and control the organisational human resources is another of the behavioural traits displayed by such leaders. Apart from these, He, Standen & Coetzer (2017) have stated that entrepreneurial leaders markedly express greater interactive nature regarding employee and work process management and they also invest certain measure of their time to properly understand the challenges which the employees could be experiencing. These behavioural skills could be interpreted as the skilful ability to resolve conflicts and disputes amongst organisational working personnel, manage different organisational stakeholders such as clients, suppliers, employees and investors and organise the corporate entities which such leaders be leading. Furthermore, other behavioural traits of entrepreneurial leaders are high motivational levels which could be utilised to motivate others by example, visionary nature regarding coming up with creative and innovative solutions to encountered problems and, finally, a pragmatic and reality oriented approach directed by rational and honest thinking. This final behavioural aspect is significant since this tends to convince subordinates to accept positive and negative feedbacks from their leaders.

Entrepreneurial leaders also exhibit the characteristic traits of learning and perseverance. Significant investment in upgrading the existing knowledge amongst the subordinates could be observed in the leadership process of the entrepreneurial leaders. The intention is to encourage the employees to develop critical thinking abilities and to tackle multiplicity of challenges simultaneously.

According to Renko, El Tarabishy, Carsrud & Brännback (2015) entrepreneurial leadership skills could be cultivated within the organisational individuals who harbour entrepreneurial attitude of completely leveraging their creative potential to create greater value for their employers. The emphasis has to be on the application of leadership practices through which the abilities of self-development, self-generation of ideas and self-reflection on earned experiences as well as self-corrective abilities of the employees, could be developed. In this context, an example of entrepreneurial corporate leadership could be recognised as the Starbucks CEO, Howard Schultz who had initially introduced the idea of upscale espresso cafes at Seattle.

According to Harrison, Paul & Burnard (2016), the entrepreneurial leadership elements are consequently significant for the leaders of today since such traits denote the best possible measure to utilise, effectively, the various skills and abilities associated with the individual entrepreneurs who had achieved considerable success in their business endeavours. Such utilisations have to be performed within the work precincts of a large corporate entity so as to influence the maximised number of employees. Such leadership skills are also significant to reinforce the systems and risk minimisation processes which are mostly observed within different business entities.

Reference List

• Harrison, C., Paul, S., & Burnard, K. (2016). Entrepreneurial Leadership: A Systematic Literature Review. International Review of Entrepreneurship, 14(2).
• He, L., Standen, P., & Coetzer, A. (2017). The perceived personal characteristics of entrepreneurial leaders. Small Enterprise Research, 24(2), 97-119.
• Leitch, C. M., & Volery, T. (2017). Entrepreneurial leadership: Insights and directions. International Small Business Journal, 35(2), 147-156.
• Renko, M., El Tarabishy, A., Carsrud, A. L., & Brännback, M. (2015). Understanding and measuring entrepreneurial leadership style. Journal of Small Business Management, 53(1), 54-74.

Topic 3

According to Fiedler (2015), the Contingency Approach based leadership style is generally premised upon three distinctive components. The initial one is leadership style which is composed on the elements of the position of the leader within the designated organisation, the behavioural skills of the leader such as participative and supportive work approaches and inclination towards encouraging the subordinates to think out of the box and the traits of leadership such as inclusivity and openness to constructive criticism. Miner (2015) has outlined that the second component deals with the employees and it is contingent upon the initial component of leadership since the elements of employee cohesion management and employee capability maturity levels are determined by the employee training and guidance needs fulfilment through the appropriate leadership style utilisation in the respective context. These two components, in turn, influence the third component of the previously mentioned theoretical construct in the form of the situational outcomes involving the tasks, work structures and systems to complete such tasks and the working environments within which such operations are performed.

According to Villoria (2016), in the current technology intensive work environments where substitution of human resource personnel through technical resources has gained traction, the employees could be encouraged and motivated to develop greater drive towards success through the application of the Situational Theory under which the characteristics of employees such as their abilities and experiences could concentrated upon by the leaders to develop the consequential leadership styles. Anderson & Sun (2017) have suggested that the contingency approach requires the business process leaders to utilise effective leadership styles to transform the employees who could be either unable to develop their existing operational skills and insecure about their future due to increasing automation based work management trends to willing and confident personnel. In terms of situational contingencies, the leaders have to assess the personal characteristics of their subordinates such as needs and abilities as well as skills and motivation, to, balance these elements with the task structures and the framework of authority within which the employees have to operate. In terms of highly unfavourable situations where the employees could be lacking motivation and confidence in their capabilities, the application of a task oriented leadership approach could be effective under which the leaders could clearly define the task structures and extents and could set the explicit goals in the most unambiguous manner. Thus, the process could indicate a contingency approach based on the Path Goal theory where the behaviour necessitated for accomplishment of task goals could be clarified by the leader and the associated rewards could be defined properly as well. The combined effect of these is expected to raise the motivational level of demoralised employees. In this context, an example of task oriented leadership could be acknowledged as the case of Jack Stahl who had been the president of Coca Cola from 1978 till 200 and then had become the CEO of Revlon from 2002 onwards. The elucidation of such a leadership style could be fathomed on the basis of the leadership style of Stahl which applied combination of instrument based extensive oversight and attention to details of work process management by subordinates.

According to Storey (2016), substitutes of leadership in such circumstances are task characteristics such as highly structured tasks and automatic feedback mechanisms. Furthermore, the degree of professionalism and experience or training in technical backgrounds could as well operate as a substitute of leadership in context of employee characteristics

Reference List

• Anderson, M. H., & Sun, P. Y. (2017). Reviewing leadership styles: Overlaps and the need for a new ‘full‐range’ theory. International Journal of Management Reviews, 19(1), 76-96.
• Fiedler, F. R. E. D. (2015). Contingency theory of leadership. Organizational Behavior 1: Essential Theories of Motivation and Leadership, 232, 01-2015.
• Miner, J. B. (2015). Contingency Theory of Leadership: Fred Fiedler. In Organizational Behavior 1 (pp. 248-271). Routledge.
• Storey, J. (2016). Changing theories of leadership and leadership development. In Leadership in Organizations (pp. 17-41). Routledge.
• Villoria, M. (2016). Contingency theory of leadership. Global Encyclopedia of Public Administration, Public Policy, and Governance, 1-7.