Leadership theories and organizational culture

attractership theories and organizational cultureThe topics of loss track and organizational culture choose attracted considerable interest from both academics and practiti unrivalledrs. In modern World leadinghip is taken as the most(prenominal) influencing factor of an physical composition. draws ar those passel who stimulate the organization move through definite path towards the success.As the a nonher(prenominal) topics in the field of Organizational Environment, at that place be numerous numbers of studies and very relative theories on lead.The established study of leading includes.Trait suppositionGroup and transpose possiblenessContingency TheoryPath-GoalP1. leading Theories and modelsTrait TheoryThis supposition is all about the traits designate in a person. The main objective is to recognize those traits which behind develop a good leader. As per the ancient scholars The leaders atomic number 18 innate(p) not made.A theory called The Great Person Theory gave the in good order way to more realistic to the trait approach. This says that these traits argon not whole in born but a mixture of nature and fostering means that the factors like Physiology, Society, and Economics corroborate a great jar on the trait of a person which can make him a great leader.Group and Exchange TheoryThese theories have its root in social psychology. It says the leaders must have pursuit. And they must have about confident(p) exchange betwixt them i.e. Benefits, Rewards and Costs.A recent study indicates that the leader and pursuit both affect each other in a great impact. Relevant to the Exchange view an approach are there, Leader-Member Exchange approach is in discussion, these says that Leader treats subordinate unlikely. In precise the both develop a dynamic alliance which affects the bearing of the both.Contingency TheoryThis can be treated as the extension of the trait theory which deals with the situational aspect of lead ing. Numerous situational variables were identified but no solid theory could be formulated.Fred Feeler test the hypothesis, he had formulated from the previous selective information findings. He develops a contingency model of leaders rough-and-readyness. This contains the relationship surrounded by Leadership demeanor and Favorableness of the situation.There are or so dimensionsThe Leader Member relationship.The degree of the task organise.The Leaders position and power.Source www.scribd.comAs per this theory the trainers is taught to diagnosis the situation to change it at optimization leading style which match the situation. somewhat of the ways are as follows sp end more informal m with the follower.Discuss task structure with them. help the position powerPath Goal TheoryThis theory has been derived from the motivational theory. The path goal theory attempts to explain the impact of the leader demeanour has on subordinate motivation, satisfaction and surgical procedur e.These are of four major types. directive LeadershipParticipative LeadershipAchievement oriented LeadershipUsing these for types on the situational factor the leader attempt to influence subordinates perception and motivation. In other word the leader attempts to make the path to the goal for the subordinate as smooth AS possible. but the leader must depend on the situational variables present.We were been discussing the traditional theories there are some other theories which has immerged most belatedlyCharismaticTransformationalAutocraticTransactionalAre some important of theories which are in discussion.CharismaticMax Weber the Sociologist described his magnetised authority as resting on the devotion to the exceptional sanctity, heroism or exemplary eventidet of an individual person and of the normative patterns or order revealed or ordaised by him,. Among the webaris tripartite classification of authority charismatic authority is one and has acquired massive usage indoor s the sociologists.This leadership is based on the leaders talent to communicate and act in ways that reach group on a basis, touching way, to inspire and motivate. To identify the characteristic of a charismatic leader is difficult but this train of communicating is so fibrous to touch the heart of pursual emotionally. To be a charismatic leader its difficult and even impossible for some leaders but its legitimate that charismatic character is not essential for being a effective leader. Hence to rely on charisma may be a problem, in succession.Transformational Theory-Transformational leadership can be defines as a leadership approach that engenders change in individuals and social systems.It explores valuable and positive change in the group with the stone pit of developing the followers in to leaders.Through a variety of mechanism transformational leadership enhance motivation, aggroup spirit and productivity of the followers by integrity the followers sense of individuat ion to the objective of the organization. The theory was first implemented by James macintosh in 1978 in his descriptive analysis on political leaders and without delay this theory had been given attention in organizational psychology. destroy described the theory as a serve in which the leaders and followers help each other to advance to a spicy level of morale and motivation, He tried to described that the differentiation amongst perplexity and leadership are due to character and behaviors. The theory is not based on give and take policy but target changes that are take within the organizational character. Individualized consideration and sharp stimulation are the four elements of full range of leadership.INSPIRATIONAL demandAutocraticThis leadership style is one of power and despotism, same to a dictatorship. In the administration of a country this type of leadership is put in mostly. Adolph Hitler is a historical example of the disadvantage cruelty of an autocratic l eadership style.An autocratic leader just order his followers and expect that they should copy his orders and dictation, This leadership style is suitable where the leader should take decisions in emergency, But this type of leadership style are breaking down now -a- eld due to some rapid or environsal and organizational changes., fleck promoting fresh directions and is not connected with position, then in this case there is no better style than the autocratic in some time during emergency when the lap up should be done either by draw poker or crook and no other options are suitable.Transactional TheoryThis is a term that is wontd to inquire the interactions between the leaders and the followers of an organization. The leaders focus on a series of transactions. Here the leaders and followers exchange benefits in consequence of reinforcing stimuluss and benefits to reach the caller-out objectives.The transactional leaders mean that people can be only motivated by recompense or punishment. The targets are set by the leaders and throws to the followers and when the followers reaches the targets they are rewarded and for failure the followers are seriously punished. The leaders are so cruel that they set the targets but are not for sure that the re author is available or not. In this type of leadership the reward and punishments are subject to surgical procedure of the follower. Taking in consideration of its limitations nonetheless this type of leadership is popular to some film directors and mainly toward the management end of the scale. Transformational leadership is a selling style but transactional leadership is of intercourse style. Hence-The transactional leaders must know how and by what to motivate their followers.To ensure their followers that they properly derives the reward system and the way out of receiving the reward.A agreeable exercise of reward and punishment systems must be followedConstructive feedback passim the systems must be providedTimely insurance of reward and recognition system.Situational Leadership theoryThis model is developed by Paul Hersey and Kenneth Blanchard that relates four different leadership styles to the subordinates self-reliance and the ability to achieve their targets. Now a days most of the leadership programs suits for developing leadership styles within the followers with their effectiveness and weaknesses. But the situational theory is not dictated by the leadership style of managers. Rather its idea is to be successful in the existing purlieu with the style that is suitable to achieve the objectives.The successful managers are manager who make use of multiple leadership styles to cope up with the dynamic environment according to the desire of the organization. According to this theory the manager must purpose which leadership is suitable for achieving the targets after the setting of goal. Style should change when it is required to lead the follower for goal achievements .P2. Impact of leadership Styles with in the OrganizationImportance of the Leadership- transaction RelationshipDuring the past four decades, the impact of leadership styles on organizational performance has been a topic of interest among academics and practitioners working in the area of leadership. The style of leadership adopted is considered by some seekers to be particularly important in achieving organizational goals, and in evoking performance among subordinates despite the widespread recognition of the significance and value of leadership, when studying the leadership literature, it is extraordinary that the concept of leadership lacks consistency and agreement. Most of the leadership literature confuses the commentary of effective leadership by failing to make clear distinctions in some definitions, such as between leaders and non-leaders, effective and toothless leaders, as well as overlooking the definition of the levels of leadership Further, there has been limited look into that has specifically addressed the relationship between leadership behavior and organizational performance. Despite these oversights, it is widely believed that leadership creates the vital connect between organizational effectiveness and peoples performance at an organizational level Substantial numbers of management scholars have debated the effectiveness of leadership styles and behaviors In addition, much prior research has examined the assumed leadership-performance relationship, but it has examined a curb number of leadership paradigms. This implies that different leadership paradigms could affect performance differently, depending on the context. Thus, when researching the leadership-performance relationship, the context carrys to be taken into account and more paradigms need to be considered. Moreover, there are methodological problems with most existing studies. The majority of field studies have been baffle-sectional in design, and the common-method bias of ten has been a problem when performance has been Measured.Link between Leadership and Organizational PerformanceSeveral fences indicate that there should be a relationship between leadership and performance. The first reason relates to practice. Todays intensive, dynamic markets feature innovation-based competition,Price/performance rivalry, decreasing returns, and the creative destruction of existing competencies. Scholars and practitioners suggest that effective leadership behaviors can facilitate the improvement of performance when organizations face these new challenges correspondence the effects of leadership on performance is also important because leadership is viewed bysome researchers as one of the key driving forces for alter a firms performance. Effective leadership is seen as a potent source of management breeding and sustained competitive advantage for organizational performance improvement. For example, transactionalleadership helps organizations achieve their curr ent objectives more efficiently by linking cable performance to valued rewards and by ensuring employees have the resources needed to get the play done . VisionaryLeaders create a strategic resourcefulness of some future state, communicate that vision through framing and use of metaphor, model the vision by acting consistently, and build commitment towards the vision. Some scholars suggest that visionary leadership will result in high levels of cohesion, commitment, trust, motivation, and hence performance in the new organizational environments.According to Mehra when some organizations seek efficient ways to enable them to outperform others, a longstanding approach is to focus on the effects of leadership. This is because team leaders are believed to play a pivotal role in shaping incarnate norms, helping teams cope with their environments, and coordinating collective action. This leader-centered perspective has provided valuable insights into the relationship between leadershi p and team performance. Some researchers have started to explore the strategic role of leadership, and investigate how to employ leadership paradigms and use leadership behavior to improve organizational performance. The reason for this is because intangible assets such as leadership styles, culture, skill and competence, and motivation are seen increasingly as key sources of intensiveness in those firms that can combine people and processes and organizational performance. Previous research leads to the expectation that leadership paradigms will have direct effects on customer satisfaction, staff satisfaction, and financial performance. However, in general, the effects of leadership on organizational performance have not been well studied, according to provide and Adytas review. House and Adyta (1997) criticized leadership studies for focusing excessively on superior-subordinate relationships to the exclusion of several(prenominal) other functions that leaders perform, and to the exclusion of organizational and environmental variables that are polar to mediate the leadership-performance relationship. A further problem with existing leadership research is that the results depend on the level of analysis. House and Adyta (1997) distinguished micro-level research that focuses on the leader inrelation to his or her subordinates and immediate superiors, and macro-level research that focuses on the total organization and its environment. Other scholars also suggest that leaders and their leadership style influence both their subordinates and organizational outcomes.Selection of Leadership development InitiativesThe models and competency frameworks critical in the previous section are, in most cases, used as a basis for the development of leadership and management development provision within organizations as well as estimate and performance review. It is beyond the scope of this report to offer a detailed review of the associated programmers and the range of le adership and management development initiatives available, however, we would like to earn a number of approaches that we feel are particularly interesting in the manner in which they seek to develop the behaviors, skills and attitudes of leaders.National and International development Experiences Development Assignments (Lancaster University Management School) Transformational Thinking (Manchester University) Study Tour to Canada (Kings farm animal) Duality Leadership curriculummed (University of Birmingham)Action Learning Sets (Nelson and Peddler)Modular broadcastmes Experienced Chief Executives Development Programmed (Kings Fund and Lancaster University Management School) Drive for Results (Manchester University)Leadership programs at wiproWipro is the beginning(a) PCMM level SEICMM level certified global IT services organization. It is global one of the largest product design and service support service provider with product/service differentiation. The company delivers com prehensive research development services, IT solutions, Information system outsourcing, and package implementation service world wide. the company is also having market share in niche market segment of clients product and lighting. Azim Premzi is the chairman of wipro technologies. Leadership qualities of premzi are based on the i10 model of leadership.P3. Assessment of the Leadership StylePremjis one of most achievements is creating sincerely management culture that is fruitful to work even under a high competitive pressure. Two core principles have been established that are instrumental in building proper structure of his leadership team at wipro-Within the organization the chairman is not the King, he should share authority and responsibility with his subordinates.Believing in nada politic culture with hugging the honesty and openness of the subordinates.P4. Future sine qua non of leadership ProgramFor tracing wipros effort globally some locomote are taken by the chairman- A zim Premji for the practice of leadership style- specify the Leadership qualities within the organization is a biggest problem as it refers so many things to so many people. To be an militant team leader and in the same time to bring about harmony within the organization is really challenging, For this Eight leadership practices are identified at Wipro-Thinking strategicalallyOrientation of the CustomerCommitment should be aggressive and trustworthyThinking and Acting globallyCrucial self confidenceCommitment to excellence in operationsTeam working are an added advantageBuilding future is a ladder to future ontogeny of the company as well as the within culture.Measurement of Leadership qualities in ball-shaped competitive context- Wipros leaders are incorporate with global thinking and acting working in a team increase the motivating and bonding factors and hence increase in productivity.P5. plan that are designed to meet specific requirementWipros Leadership qualities at a Gl ance-Leadership qualityEarlierNow strategical ThinkingFocus was on the domestic players and only address was on local competitive forcesNow focus is on Global game, changes and competitors operative in TeamMain focus was on face-to-face interactions and morale in location basisBut now the focus is on virtual teams that work asynchronously across date time Zones.Hence we can say that the company always studies the business environment for clues that have a direct impact of leadership strategies.Composition of leadership for a Global organization- Due to the Global presence of wipro it is difficult to manage cross cultural and multinational work forces for his reason wipro has infused its senior management with leaders from home nations itself. This ensures that these leaders are adapting in their own nations and can understand the business quickly.Relevant Modification of the People Process- The ongoing process of hiring, training development, compensation, are affecting the operat ions of Global scale. For this the company has modify the people process have a complete vision of leadership. For this reason the recruitment team must be certified with a standard, trainings are conducted overseas to have engagement with the field force.Development of Leadership endowment fund within the Wipro On a regular basis the employees are teach to develop leaders. Premji have initiated to create and explore development program abutting to the lifecycle way of leadership development.P6. Leadership development Program of WiproFor horning the leadership skill five programs have been developed by Premji within the organization- founding Level Program- This is for the freshers (Entry level employee).New leaders Program For the 1st time managers this program are developed to make aware of teams building, situational leading and coaching each other.Leader Program of Wipro This are for the manager of manager those are willing to manage the team directly.Business Leaders Pr ogram This are for General Managers covering the important attributes of finance and environmental scanning.Strategic Leadership Program This is for chief executives for designing and developing strategies globally.Lifecycle Leadership ProgramCompetency based performance appraisalObjective SettingWIPRO attracterWLO 360 degreeEarly OpportunitiesMeet your people ProgramCSS customer getupHR Review PlanningThe Leadership Development Frame work of WiproFindingsPrior to the examination of associations between leadership style, organizational culture, and performance, a conformation of data reduction was demand. The construction of meaningful indices was initiated by the use of headliner components analysis with Varian rotation. Factor analysis was deemed necessary since it was considered prudent statistically to attend whether the adopted measures of organizational culture and leadership style captured differing dimensions of culture and style. The adept components analysis of i tems pertaining to organizational culture and items relating to leadership style were conducted individually. It was not necessary to delete items from the analysis due to lack of variation or because of problems of interpretation. A clear case study of wipro is described at a regard to show the different situational leadership style that is being used in the organization for the proper team work and development of future leaders.