Impact of Leadership Style on Organization effectiveness

Iqbal, Talha. “The impact of leadership styles on organizational effectiveness.” (2011).
The book by Iqbal, Talha discusses how various leadership styles affect organization effectiveness. In providing illustrations to this effect, a relationship between leadership styles and the organization effectiveness is drawn. Tahla explains that effective leaders establish attainable goals for their organizations through setting out SMART (specific, measurable, achievable, realistic, and time-bound) objectives (16). These leaders, therefore, keep their team focused on ensuring the goals of the organization are met to enable profitability and long-term success. On employee management, Talha asserts that the process should be effective involving the use of a leadership style that enables the employees to meet the challenges of the prevailing condition (16).
Talha (12) recognizes that different types of leadership exist and that each one of them has an effect on the overall output of the organization. Among the leadership styles that exist is Laissez-faire. This is a leadership style that is not taking a keen supervision of the organization employees. As such it fails to provide feedback on employees allowing every individual to monitor themselves. This is a hindrance to production for employees who can only work under supervision and is thus not a good leadership style since it can be very costly and leading to poor production.
Secondly, another leadership style that needs to be analyzed is autocratic leadership. This allows the managers to make unilateral decisions. In this case, the managers impose their will on the rest of the team. This type of leadership can be seen in countries like Cuba and North Korea. However, no one challenges the decision of the boss. This style of leadership does not make use of employee’s creativity and benefits those who require close supervision.
The third leadership style is participative leadership. This is leadership style that involves the other employees in decision making about the organization matters. This, therefore, makes them feel that their opinion matters and motivates them always to contribute. The organization employees in this case as responsive to changes since they take part in decision making, they own the projects since they took part in their formulation and can meet challenges where a decision is made in a short time. Transactional leadership style also exists. This involves the managers rewarding or punishing the employees based on their performance as measured against certain targets or results. Thus, the manager can train or correct other employees to improve their output.
Finally, there is the transformational leadership style where there is a high level of communication from the top management to ensure that the organizational goals are achieved. Efficiency and productivity of employees are enhanced by the leaders through motivation, communication, and high visibility. As such the management is highly involved to ensure the goals are met (Talha, 22).
Talha however, asserts that a good leadership style should be linked with the organization objectives (13). This implies that, for the effectiveness of the organization, the management needs to ensure effectively that the organizational objectives are met in due time and successfully.

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