1.4Leadership styles 4
2.0Impacts of business leadership 5
3.0Current trends in business leadership 6
Beinga leader begins at an individual level before it gets to handlingother people. Ability to make personal judging and criticalevaluation of issues that affect one’s self-life is important tohelp people become future leaders. Leading people is, therefore,directing them toward a particular obligation and applying the manyother characteristics of a good leader and the most effectiveleadership technique to achieve the objectives.
Everyorganization works under a strategic plan with primary goals to bereached after a given time. Mission and visions are usuallystipulated by the various enterprises to ensure they work in aunified and objective oriented directions. To facilitate theachievement of set targets therefore, direction, guidance, andtraining are required from a particular source towards action oroutput manifestation. Business leadership is, therefore, thenecessary source and is well referred to as a way of identifying theideas for the enterprise, disseminating the found information to theco-participants and resolution any differences for the benefit of theorganization (Spillane, 2004).
Whenreferring to any entrepreneurial leadership then management also comein as a way of consolidating and synchronizing the availableresources to make the business economically stable and fit within thecompetition market.
Incase, a company wishes to thrive in its activities of trade within astrife market then it is obliged to ensuring it employs the bestleaders. Good leaders are always behind the success of any industry.Not all leaders can be good unless they have the following leadershipqualities which would improve how well they work to beat otherleaders and achieve the set targets. The qualities of a good leaderinclude the following: self-awareness, fairness, knowledgeable,decisive, enthusiastic, creative and imaginary, enduring andrespective.
Successin many companies relies on various other reason but, mainly the kindof leadership employed by the executive or managerial teams wouldalways influence the labor-force productivity and thus, directlyaffecting the production output of the individual enterprise(Spillane, 2004). Several leadership implementation techniques can beused on the employees and other subordinate members basing on theresponsiveness, willingness and level of skills. The following arethe type of leadership that can be utilized:
Authoritarianor dictation is a kind of leadership where the leaders command theirsubordinates and set the mandatory targets for employees. This kindof leadership is usually used when the workers lack all the requiredskills and are unwilling to perform duties.
Secondly,we have the Democratic leadership in which the employer and theemployee are work in close relation by input-output scales. Theleaders encourage workers by motivation and improvement at thecompany while the workers are supposed to work and report theoutcomes to the management. In most instances where this leadershipworks well is where the employees are well skilled but less willingto perform tasks (Lewin & Lippitt, 2007).
Lastly,we have the laissez-fare leadership in which the management delegatesall the activities to the employees who are very responsible. It doesnot include close monitoring of the employees as they are allowed toat their own preferred time but as well ensure they achieve theirgoals at the firm. This method of leadership is often used where theworkers have skills and are much willing to work. Despite itsflexibility, it is susceptible to poor work practices and lessinspiration from the leaders.
2.0impact of business leadership in organizations.
Inmost business enterprises the owner, mostly operating in the smallerorganizations usually set the standards for operating their firm. Inmost instances it done through the setting of objectives andutilizing the available resources to ensure the objectives areachieved by individual effort. Similarly, in major enterprises, themanagerial staff plays the same task but then communicates the ideasand objectives to their employees who facilitates actions. Theefforts displayed by the leaders will motivate the employees to workharder or poorer (Ronald, 1967).
2.2behavior and performance.
Organizationalperformance is a key factor that majorly relies on the morals of thetop executive and those within any leadership post in any firm. Agood leader is poised to change how productive his employees become.Subordinate members will always respond about the attitude of theirleaders. For instance, the mentality of self-owning of a firm by theworkers can be instilled in them by the quality leaders who willassist the company to improve it productivity and security (Vroom,2002).
2.3decision making and function characteristic.
Theprocess of decision making and policy establishment should always bedone by those in authority. Any disagreement in the managerialcommittees, consequently, will affect decision-making processes. Whendecisions are made by every other leader in an un-centralized manner,then the industry may collapse with the same rifts trading down tothe employees.
2.4warning and guidance
Someleaders may be over-ambitious with achieving the goals of the firmand as a result forget the mere guidance to the employees. Theaccomplishment of goals requires critical thinking this is acharacteristic that can be obtained from closer interaction with theworkers who might have better ideas to keep the business running.
3.0current trends related to business leadership.
Inthe current world, every industry is very focused on the coaching ofall employees within its umbrella. Any recruit, disregard of the postmay it be managerial or subordinate must go through training. Intoday’s world, therefore, management of other people become verycritical to any leader. It has turned out to a most influentialprocess for any successful leader.
Manychanges in the organizational management are evolving with time. Thetrending issues are thought to be directed at leaders who want todirect correctional measures to the employees. Polices are coming upfrom the many complaints that are received from the labor ministriesto safeguard the employees. Therefore, any leader should also expectcritics and corrections where he or she makes a mistake (Ronald,1967).
3.3acceptance of multiplicity and influence
Thedevelopment in the 21St century and technological influence hasimproved the accessibility of almost resources to every other person.No human or race or gender should be looked against despite aboutsuperiority of inferiority. Good leaders should accept that anyindividual of any gender or race is capable of holding a higher rankthen them and therefore a chain of protocol respect is important(Lewin & Lippitt, 2007).
4.0example of a cooperation
4.1steps they take
Trainingleaders to ensure they can handle other workers with integrity,respects, and fairness.
Identifyingmajor tasks and objectives to relate how willing the workers canperform it and therefore, direct the appropriate method ofleadership.
4.2How they did it
Thiscompany has had the best leadership in the world, and this has beenachieved through a couple of ways for instance: through bench makingwith other organizations which make the leaders adopt some bettermethods that help to push the industry forward. Secondly, the leadersare taken for team building, leadership conferences and trainingseminars which help them acquire good leadership qualities in theworld of business (Gallos,2014).
4.3Microsoft’s plans in business leadership.
Thefirm is focusing the provision of good leaders and hosting ofleadership training and conferences to help train more businessleaders around the globe.
Gallos,J. V. (Ed.). (2014). Businessleadership: a Jossey-Bass reader.John Wiley & Sons.
Lewin, K., & Lippitt, R. (2007). Patterns of Aggressive Behavior in Experimentally Created Social Climate. Journal of Social Physiology, 271-301.
Ronald, H. (1967). Leadership without Easy Answers. Cambridge: Havard University Press.
Spillane, J. P. (2004). Towards a Theory of Leadership Practice . Journal of Curriculum Studies , 3-34.
Vroom, V. S. (2002). A person Versus the Situation in Leadership. The Leadership Quaterly, 301-323.