102392 Leadership In Organisations

102392 Leadership In Organisations

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102392 Leadership In Organisations

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102392 Leadership In Organisations

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Course Code: 102392
University: Western Sydney University

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Country: Australia

Question:
Describe the concept of leadership in an organisational context. What does the term mean and what are the main models of leadership practice? How is leadership in the human services (HS) influenced by the particular circumstances of the HS sector? What kind of leadership practices lend themselves to the HS context?
Answer:

Introduction
The meaning of leadership is the way by which an individual employee influences others to accomplish the goals and by which individuals are able to direct the organisation in a way that can turn it in to more cohesive as well as coherent organisational environment. Leadership is generally seen as the most essential factor influencing the organisational performance. However, the concept has been studied in an extensive way, there are still much that is to be discovered regarding the way in which leadership impacts on the variable such as organisational culture, and performance of the employees.
In this context, most of the research has been conducted for the purpose of profit organisation. To be specific, leadership is often seen as the most crucial factors for building coordination and for aligning organisational procedures. Along with several aspects of the organisational requirement, its major purpose is to focus on the organisational performance. There are several models and theories of leadership followed by the historical development of the field that occurs within the organisational context.
These organisational leadership models are, authentic leadership models that is usually used to develop awareness of their individual values and that acts in accordance to it by staying true to their moral. The second model is the situational leadership model that focuses on the level of adjustment of the employee readiness for accomplishing a certain task. The third model is charismatic leadership that is signified by the extraordinary trait of charisma that tends to influence employees and activate their followers.
Based on this factors, the essay focuses on the different leadership practices and models that influence the performance of the employees working for the human service organisation. On the contrary to this, the study also highlights the nature of the human service organisation that effects the leadership styles.
Discussion
Before, starting with the discussion of different styles and models of leadership as a concept it is necessary to understand the concept of leadership. In this context, Alvesson and Kärreman (2016) illustrated that the concept of leadership is the ongoing process that is usually facilitated by organisational capability and assistance. The development of the leadership takes place occurs during the level of organisational growth.
Day et al. (2016) defines leadership as the process by which an individual employer influences their subordinate group of employees to accomplish shared goals. In contrast to this, the concept of shared leadership contradicts the notion of unilateral leadership. Chen et al. (2015) state that shared leadership is signified by the quality of interactions other than the level of the hierarchy. Beadle?Brown et al. (2015) state another useful way to show leadership in contrast to the management. In this context, the authors illustrate that management gives productivity and consistency regarding the major results that include planning, budgeting, staffing and handling as well as solving the problem.
However, visionary leadership, transformational leadership and exemplary leadership often lend themselves to the human service context. Moreover, servant leadership model that focuses on the relationship between leader and the follower has major characteristics that are seen to effectively associate with the social work and human service professional. This is because, these type of leadership are usually related to listening to the customers, dealing with empathy, healing shattered employee and dealing with emotional issues using the skills of persuasion other than the positional direction of leadership.
It has been seen from various studies that leadership practices have the potential impact on the human service organisation in various ways. In this context, certain national studies found that situational or transformative leadership model has a positive impact on the effective outcome and satisfaction of the employees working within the organisation. Another study found that there is a positive relationship between transformative leadership model and satisfaction towards the job, devotion towards in and satisfaction with the leader.
On the contrary, Duffield and Whitty (2016) stated that leadership manages change by developing direction through the creation of vision, aligning individual with vision and strategies as well as by encouraging the employees. Along with all these, characteristic if leadership management, it includes visioning, changes management, development of strategy, developing the culture of management and collaboration with the community. However, leadership can be seen to be occurring at different levels such as groups, teams, programs, communities and even worldwide organisation.
Charismatic models
Charismatic leadership implies a strong role model that helps to determine the competence and confidence by articulating and communicating the organisational objectives to the employees. They also foster the establishment of trust and tend to influence their subordinate employees to follow the path of new vision through the efforts of self-sacrifice, risk-taking and by showing concerns about their peer members within the human service organisation. On the contrary to this, Van der Voet (2014) stated that charismatic leadership can be risky as power can be easily misused in this model and following employees may become inappropriately turn dependent on these type of leader.
Transformational leadership
In transformational or situational leadership model the leader transforms and motivates the followers by creating awareness of the necessary tasks. Moreover, these type of leader induces the followers to transcend their own self-interest for the sake of the organisational team thereby activating their higher order requirement (Scully 2015). Unlike the model, so directive leadership situational or transformational leadership model places an emphasis on the willingness as well as the competency of the followers where leaders are ought to adjust according to the readiness of the employees on the specific task.
Authentic leadership
This type of leadership model is used by the leaders who are completely aware of his individual values and acts in accordance to their specific values. Therefore, sticking to their own values, the leader usually illustrates a sense of authenticity and genuineness in behaviour that helps to increase their credibility and helps them to earn trust and respect of their following employees. However. Samad (2015) stated that the model of authentic leadership consists of for constructs that differentiate the model from the model of leadership. These constructs are related to self-awareness, relational transparency, balanced functioning and internal moral perception.
Exemplary leadership
Exemplary leaders change the process by identifying the opportunities for innovating, changing and experimenting with the process.  Specifically, these leadership model enable other to act by facilitating collaboration through the creation of trust and comparative objectives and by sharing power (Nguyen et al. 2017). Finally, such leaders tend to encourage the individual by showing appreciation for the individual and by celebrating the individual values through the spirit if communities.
Nature of human service influencing leadership
Leadership in human service is when leadership can have a huge impact in terms of urban and rural poverty areas wherein making ends meet and accomplishing moist from the limited resources is that matters the most (Samad 2015). Therefore, by thriving to accomplish a top-shelf educational experience and exemplary natural skills, the human service leaders can help in shaping the organisational into a well-progressing machine.
However, there are different types of human service organisations such as mental health organisation, child care organisation and social care organisation that requires different type self-leadership models all distinct from each other (Caillier 2015). In the field of the human service organisation, it is necessary for the leaders to address more than the emergency requirement. They are required to take an entire individual approach for the addressing the root cause of the customer’s problems while coming up with proper solutions. However, Beadle?Brown et al. (2015) state that for making this happens, leaders need to assign employees in the different department to development collaboration and work together.
Moreover, teams within the organisation as well need to make cross-connections services across various departments for ensuring they are not replicating services. Therefore, a different human service organisation has different complicated requirements of their own that influence the performance and activities of leadership (Glisson and Williams 2015).
Specifically, a single error made by the leader may create conflicts amongst leaders and employees shattering down the built trust and respect. Therefore, all nature of human service organisation demands their leaders to empower the employees by bringing down the barriers while engaging them to work in collaboration with each other.
Conclusion
Therefore, from the study, it is evident that among all the theories of leadership respondent or situation leadership approach has the power to enable leadership effectiveness. According to the situation theory of leadership, these style is telling people to participate in the projects and create a clear directive about the task that is to be done. However, research from studies found that respondent leadership practices such as transformational leadership have the capability to encourage effective leadership within an organisation. This research is focused on developing a new culture of leaders both in terms of organisational leadership and strong business capabilities in order to develop success. 
On the contrary, it has been seen in the study that leadership is often seen as the crucial factor and in coordinating the organisational system. Therefore, along with the components of organisational processes, the respondent leadership practices need to be focused on the organisational performance more specifically it should be focused on obtaining necessary outcomes. However, studies showed that leadership has the capability to impact management capacity through the framework of the organisational system.
Therefore, it is essential for a leader to evaluate the contingency factors within the organisational environment and amongst the employees by considering the features of the employees as well as the situation to frame the organisation.  To be specific, respondent or situational leaders can positively impact on the program capability through the use of evidence-based practice thereby enabling the effectiveness of leadership and organisation.
References
Alvesson, M. and Kärreman, D., 2016. Intellectual failure and ideological success in organization studies: The case of transformational leadership. Journal of Management Inquiry, 25(2), pp.139-152.
Beadle?Brown, J., Bigby, C. and Bould, E., 2015. Observing practice leadership in intellectual and developmental disability services. Journal of Intellectual Disability Research, 59(12), pp.1081-1093.
Beadle?Brown, J., Bigby, C. and Bould, E., 2015. Observing practice leadership in intellectual and developmental disability services. Journal of Intellectual Disability Research, 59(12), pp.1081-1093.
Caillier, J.G., 2015. Transformational leadership and whistle-blowing attitudes: Is this relationship mediated by organizational commitment and public service motivation?. The American Review of Public Administration, 45(4), pp.458-475.
Chen, Z., Zhu, J. and Zhou, M., 2015. How does a servant leader fuel the service fire? A multilevel model of servant leadership, individual self-identity, group competition climate, and customer service performance. Journal of Applied Psychology, 100(2), pp.511- 600.
Day, C., Gu, Q. and Sammons, P., 2016. The impact of leadership on student outcomes: How successful school leaders use transformational and instructional strategies to make a difference. Educational Administration Quarterly, 52(2), pp.221-258.
Duffield, S. and Whitty, S.J., 2016. How to apply the Systemic Lessons Learned Knowledge model to wire an organisation for the capability of storytelling. International Journal of Project Management, 34(3), pp.429-443.
Glisson, C. and Williams, N.J., 2015. Assessing and changing organizational social contexts for effective mental health services. Annual Review of Public Health, 36, pp.507-523.
Nguyen, T.T., Mia, L., Winata, L. and Chong, V.K., 2017. Effect of transformational-leadership style and management control system on managerial performance. Journal of Business Research, 70, pp.202-213.
Samad, A., 2015. Towards an understanding of the effect of leadership on employee well-being and organizational outcomes in Australian universities. The Journal of Developing Areas, 49(6), pp.441-448.
Scully, N.J., 2015. Leadership in nursing: The importance of recognising inherent values and attributes to secure a positive future for the profession. Collegian, 22(4), pp.439-444.
Van der Voet, J., 2014. The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure. European Management Journal, 32(3), pp.373-382.

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