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BUS401 Management Leadership

Published : 30-Aug,2021  |  Views : 10


Effectiveness of the leadership approach used by the leader:
Effectiveness of my process improvement implementation with the help of transformational leadership skill of my leader:
Similarities and Dissimilarities between Democratic and Transformational Leadership.
Write about the Organizational Effectiveness.


Effectiveness of the leadership approach used by the leader:

The leadership approach used by the leader is the transformational leadership. This particular leadership theory explains variable, which is derived after the influence of the transactional leadership is controlled (Bass & Riggio, 2016). The main duty of the transactional leaders is to meet the expectations of the organization and with this motivation, the transformational leaders are raised up for motivating the employees to perform more than the expectation and help the organization to reach a global level. This leadership has an effective result in the organization’s health. The first positive impact this leadership has on the organization is that this helps the employees in evaluating leadership as an analyst of the outcomes (Hammer, 2015). This leadership reduces the biasness and focuses on meeting the expectations on a natural way. This process brings the employee closer to the leader and the leadership approach. This leadership collects every data at the end of the day and has proper record of the activities of the employees on a regular basis. A debate states that for maintaining the overall position of the organization leaders can use both the transformational and transactional leadership but the leader uses the transformational leadership to increase the position of the organization (Page, 2015). Every successful leader has their own successful traits, which makes them different from others.

Transformational leadership that the leader follows has four different characteristics, which are idealized authority, inspirational motive, individual concern, intellectual encouragement. These four characteristics are so present in the leader and he utilizes it for the wellbeing of the organization (Avolio & Yammarino, 2013). Idealized authority has made the leader perfect enough that all the other employees respects him and trusts that he is a good leader. The inspirational motive is the talent of communication and the visions he has of the future. The individual concern makes leaders the good mentor and makes him acknowledges the needs and expectations of every employees. Lastly, the intellectual feature that my leader has implies the employees to follow his leadership skill, rethink about their ideas, and talk to him about the problems that they are facing in the work place (McCleskey, 2014). According to Smircich and Morgan, leaders are those who know how to define the work place and shape the work environment of the employees (McCleskey, 2014). My leader has the same quality in him and he knows how to lead and shape the work environment.

There is a fluctuation in the leadership behavior of every leader but a proper leader is who has the ability to manage the situation during crisis and continue to monitor the employees on a daily basis. The leader manages his leadership skill with help of providing rewards and recognition to increase the motivation of the employees and the help the employee to increase their work engagement for developing the overall organizational health (Breevaart et al., 2014). All these qualities broadly describe his leadership skill and it even clearly describes the effectiveness of his leadership theory.

Effectiveness of my process improvement implementation with the help of transformational leadership skill of my leader:

There is always a strong relationship present between the leadership and the planning of process improvement implementation. The first question that comes in mind while discussing the relationship of this two is how much effective is the leadership, as stated in the above part of the discussion. Now the question is about the environment of the organization and its impact on my process improvement implementation. While practicing an effective leadership skill, I am able to plan my work properly and also design and implement my skills in the organization properly. The process improvement implementation is fully covered by the idea, execution of the plan and finally the results that we got from the implementation of the ideas (Goetsch & Davis, 2014). Performance improvement is an integral part of the process improvement plan and this is the concept that evaluates the outcome of a specific activity or a method and modifies the result to increase its productivity and efficiency. The transformational leadership has positive effects on my process improvement implementation as it helps in getting the idea about the organizational change (Braun, Peus, Weisweiler & Frey, 2013). The objectives of my process improvement implementation depend on the effectiveness of the leadership skill of my leader and on the efficiency of my responsibility towards the organization and the flexibility in the organizational structure. The process improvement implementation is a plan that has a basic template which helps in determining the process of improvement implementation. My process improvement implementation is highly effected by the leader helps me to create efficiency in my work. Transformational leaders are more about encouraging a severe change inside the organization in terms of virtue, belief and passion, this is very much present in my leader, and that is why it becomes easier for me to concentrate on developing my process improvement implementation plan properly and serve the organization with more dedication. Having a good leader is always good and that is why I am able to work with more enthusiasm because I know that my leader will always guide me in every circumstance and help me with my work. He has my daily records and he will eventually guide me towards the process of improvement with time. Having a good leader, I have a job satisfaction and I will be able to indulge in my leader’s leadership without any hindrances. Transformational leadership is effective, as it believes that not all the members of the group are always eligible to be a leader or give any kind of opinion. However, transformational leadership has some problems too but my leader manages to control the circumstances and help me as well as the other employees to be good at their work.

Similarities and Dissimilarities between Democratic and Transformational Leadership

The style of any leadership style revolves around a specific situation. Situational leadership mainly takes place by the leader in order to change the behavior to meet the needs in relationship to the follower. Whereas in transformation leadership the leaders create an inspiring vision of the future by motivate their followers to achieve it. In an organizations which is moving rapidly and there every option for improvement has to be taken into account from keeping the company from falling, in these type of cases situational  leadership is required (Kane &Patapan, 2014). In difficult situations, it is very important to stay effective. In order to understand which leadership style is more effective, there has to be an understanding of both the similarities and differences between two situational leadership and transformational leadership. The difference between situational leadership and transformational leadership is the short of an actual vision and the empowerment of the followers. Situational leadership mainly involves function, situational behavior, vision, power, values intelligence and charisma among others. It changes according the situation of the company and adapt these qualities accordingly.  However in contrast to those transformational leaders is more about to encourage change inside the organization in terms of virtue, belief and passion. This kind of leadership is known for having strong passion and vision for accomplishing great things. They are often brought in mainly to lead an operation when it is in a fluctuation or boarding on significant changes.

Therefore, situational leadership is different in a lot of aspect from transformational leadership, at times transformational seems like autocratic leadership, as it seems like the management of the company is kind of forcing the group and not taking their suggestions. On the other hand there are few similarities as well; both transformational leadership and situational leadership are both proven to be very effective in their approaches to organizational leadership depending on the work situation and environment. They both bring huge changes in the company, both these style of leadership is required only when the company is going through a lot of problems, and hence it needs a complete makeover and therefore these two styles are needed. Transformational leaderships are typically based on inspiration and the personal traits of vision, whereas situational leadership rely or depends on the perception and analysis of a given situation in order to lead in such a way which will make sense based on that particular situation.  Thus it can be said that both of these leadership styles are very effective. Nonetheless leadership is of different kinds and types and they come to being in different types of situation, because all leadership is of course not suitable in all kind of situations (Schyns & Schilling, 2013).  The most important and basic difference is transformational leadership depends on the charisma of the leader and situational leadership means applying different skills to the capabilities and motivation of the employee in a situation.

Organizational Effectiveness

Transformational leadership is effective, as it believes that not all the members of the group are always eligible to be a leader or give any kind of opinion, therefore it fails to be effective in terms of change as too many opinions might create a chaos in the system (Ylimaki & Jacobson, 2013). Organizations are proving to be effective only when the outcome is positive in terms of POC. Many times, it happens that the style of leadership, which has been chosen by a particular company, is not effective for that particular situation. Therefore, it is very important to know that in which situation what leadership approach should be taken in order to create a positive outcome.


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Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Psychology Press.

Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.

Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of occupational and organizational psychology, 87(1), 138-157.

Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Hammer, M. (2015). What is business process management?. In Handbook on Business Process Management 1 (pp. 3-16). Springer Berlin Heidelberg.

Kane, J., & Patapan, H. (Eds.). (2014). Good democratic leadership: on prudence and judgment in modern democracies. OUP Oxford.

McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117.

Page, S. (2015). The power of business process improvement: 10 simple steps to increase effectiveness, efficiency, and adaptability. AMACOM Div American Mgmt Assn.

Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158.

Wren, J. T. (2013). The leader's companion: Insights on leadership through the ages. Simon and Schuster.

Ylimaki, R., & Jacobson, S. (2013). School leadership practice and preparation: Comparative perspectives on organizational learning (OL), instructional leadership (IL) and culturally responsive practices (CRP). Journal of Educational Administration, 51(1), 6-23.

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