TERM PAPER OF MANGEMENT PRACTICE &

ORGANIZATION BEHAVIOUR

ON

LEADERSHIP AND MANAGERIAL

EFFECTIVENESS

Submitted to Lovely Professional University

SUBMITTED TO: -
SUBMITTED BY:-

Mr. Rajeev gupta

Gautam Singh

Section: - RR1011

Course: - M.B.A (I.B)

Roll no. - A13

Table of contents:
(1) Introduction

(2) Objectives

(3) Research mythology

(4) Literature review

(5) Examples

(6) Analysis of data

(7) Interpretation

(8) Conclusion

(9) Bibliography & references

Introduction of Leadership:

Leadership is the ability to persuade others to work specified

goals. It is also viewed as a process of influencing the
subordinates so that they contribute enthusiastically to the
attainment of organizational objectives. It is the leader who
clarifies the objectives of the group he is leading and creates the
sustain
enthusiasm among them for achieving organizational objectives.
We define leadership as the ability to influence a group towards
the achievement of a vision or set of goals. The source of this
influence may be formal such as that provided by the procession
of managerial rank in an organization .because management
position come with some degree of formally designated authority,
a person may assume a leadership role simply because of the
position he or she holds in the organization.

Leadership has been defined in many different ways, but most

definitions share the assumption that it involves an influence
process concerned with facilitating the performance of a
collective task. Otherwise, the definitions differ in many respects,
such as who exerts the influence, the intended beneficiary of the
influence, the manner in which the influence is exerted, and the
outcome of the influence attempt. Some theorists have advocated
the leading and managing should be treated as separate roles or
processes, but the proposed definitions do not resolve important
questions about the scope of each process and how they are
interrelated. There is no “correct” definition; it is only a matter of
how useful it is increasing our understanding of effective
leadership.

Managerial effectiveness:

Managerial effectiveness is very important for the survival and

growth of the organization. It is difficult to
define managerial effectiveness in concrete terms. Many perceive
it within a particular frame of reference. Decisions
about effectiveness are bound to be situational and contingent
upon the definition and perspectives of those making the
judgment. A review of literature shows that
managerial effectiveness has been studied with three
perspectives:

1. Traditional/Conventional perspective

2. Organizational level competency based perspective, and

3. An individual level competency based perspective.

The traditional model emphasizes the ability to set and achieve

goals where it is implicitly assumed
that managerial effectiveness leads to
organizational effectiveness.
The organizational competency based approach implies that there
is long term future orientation that accounts for both external and
internal influences on the organizations. From these analyses a
vision is created for the future of the organization, goals are set
that will achieve the vision and plans are developed to achieve
these strategic goals. Here, the organization tries to create the
system and environment with the help of skills and characteristics
of managers that lead them to achieve strategic intents.
The individual competency based approach
to managerial effectiveness focuses upon the individual rather
than the organization. The purpose of this approach is to develop
transferable (generic) management skills that are applicable
across different circumstances both nationally and internationally.
But this competency-based perspective
on managerial effectiveness has been heavily criticized on the
ground of the contingencies and the contexts.
 OBJECTIVES:-

After reading this paper you will be able to:-

• Understanding the importance of leadership and

managerial effectiveness.

• Explain what us leadership.

• Distinguish between leadership & managerial

effectiveness.

• Outline the qualities of effective leadership.

• Elaborate the imp. Leadership styles, theories or

models with their merits and limitations.

• Choose appropriate leadership styles for managing

your organization.

RESEARCH METHOLOGY:-

I use the research methodology to find out the hidden truth and
research the problems related to the leadership & managerial
effectiveness. I collected the data through the various sources to
make my research effective.

Data is collected through various publications of books, journals,

magazines, internet, newspaper &websites to complete the
research with a good track.
 LITERATURE REVIEW:-

Article 1:

How can we make sense of leadership in the 21st century?

Abstract:

Explores the development of thinking on leadership and places it

in the context of the dominant discourses of the period in which
studies were conducted. Argues that if a “sense making”
Paradigm is adopted. It becomes feasible to identify a model of
leadership, which is relevant to the context of complexity and
change facing organizations in the early twenty-first century. The
model emerges when the measure of effectiveness is changed
from organizational success to the impact of the leader on
followers and on building of capability. The argument for such a
shift is underpinned by the movement of dominant organizational
logic from a Weber a rational/ analytical one to a logic which
acknowledges emotional considerations. Within the leadership
arena it has been proposed that emotional intelligence is a major
factor underpinning success. Presents Data from Recent
Research, Which Empirically demonstrates linkages between
emotional intelligence and leadership. These findings are
examined in conjunction with the “Emergent model”.

Article: 2

Identifying key characteristics of technical project

leadership

Abstract:
This paper explores the nature and importance of leadership in
technical projects. It argues that there is a need to develop a
leadership model incorporating the distinguishing personality and
occupational characteristics of technical professionals. It tested
the applicability of Bass and Avolio’s transformational leadership
model in an information systems project environment along with
technical leadership scale derived from the technical leadership
literature. The results indicated that a combination of
transformational and technical leadership behaviors augments
the effectiveness of transactional leadership leading to high
project success. While recognizing that there is no one leadership
style that is effective in all project situations, the study
recommends an underlying yet flexible style characterized by
organizational catalyst, intellectual stimulation, behavioral
charisma, and contingent reward behaviors for enhanced
leadership effectiveness.

ARTICLE 3:

The impact of leadership on the growth of

organization

Abstract:

The progress of a finest leadership style and executive skills that

is the most proper to an organization is vital, having a key effect
on its life duration. A Manager's leadership style contributes
frankly to the subordinates' incentive and work fulfillment, and
the work growth in the organization. There are two types of
leadership styles, one that is task-oriented and the other that is
employee-oriented. A manager with a task- oriented style will
have work results as his major concerns; and therefore, he will
enlarge rigid policy that would lead the subordinates into working
their errands to reach his preferred results.
On the other hand, the manager with an employee-oriented
behavior will be troubled with the employees' condition. This
manager's objective is to improve the employees' confidence and
influence them on working jointly to help him in management and
on ways to resolve problems. There are three main types of
leadership styles that shape all kinds of leaders.

ARTICLE 4:

Effectiveness correlates of transformational and

Transactional leadership: A meta-analytic review of the
MLQ literature

Abstract:

A meta-analysis of the transformational leadership literature

using the Multifactor Leadership Questionnaire (MLQ) was
conducted to (a) integrate the diverse findings, (b) compute an
Average effect for different leadership scales, and (c) probe for
certain moderators of the leadership style-effectiveness
relationship. Transformational leadership scales of the MLQ were
found to be reliable and significantly predicted work unit
effectiveness across the set of studies
examined. Moderator variables suggested by the literature,
including level of the leader (high or low), organizational setting
(public or private), and
Operationalization of the criterion measure (subordinate
perceptions or organizational measures of effectiveness), were
empirically tested and found to have differential impacts on
correlations between leader style and effectiveness.
The operationalization of the criterion variable emerged as a
powerful moderator. Unanticipated findings for type of
organization and level of the leader are explored regarding the
frequency of transformational leader behavior and relationships
with effectiveness.

ARTICLE 5:-

Leadership & organizational learning’s role

on innovation and performance: Lessons
from Spain

Abstract:-

Leadership style has been traditionally emphasized as one of the

most important individual influences on firm innovation. Scholars
are now paying growing attention to the possibility that the
collective capability of organizational learning plays a key role in
determining innovation. We propose that leadership style, an
individual feature, and organizational learning, a collective
process,
Simultaneously and positively affect firm innovation. A structural
equation model and data from 408 large firms in four sectors
supported our hypotheses. Organizational learning had a stronger
direct influence on innovation than CEO transformational
leadership for our sample; however, leadership had a strong,
significant influence on organizational learning, indirectly
affecting firm innovation. Additionally, innovation positively and
significantly influenced performance. Organizational learning also
positively affected performance, but interestingly mainly through
innovation.

Keywords: Innovation; Organizational learning; Transformational

leadership; Performance; Organizational capabilities

ARTICLE 6:-

Leadership effects on organizational climate

and financial performance: local leadership
effect in chain organizations

Abstract:

Leadership research to date has mainly focused on leaders'

subjective effects. In this study, we examine the effect of different
leadership styles on two financial measures of organizational
performance and three measures of organizational climate in 50
supermarket stores of a large supermarket chain in the
Netherlands. Our findings show a clear relationship of local
leadership with the financial performance and organizational
climate in the stores. The findings also show that the leadership
styles have differential effects. Charismatic leadership and
consideration have a substantial effect on climate and financial
performance in the small stores, suggesting the relevance of
personal leadership of the store manager in these small stores.
Initiating structure leadership had no effect on financial results or
organizational climate, either in the small stores or in the large
stores. Based on these findings, we have formulated some
avenues for further research.

ARTICLE 7:-

Leadership as an organizational quality

Abstract:-

In this article, leadership is conceptualized as an organizational

quality. Adopting a perspective on organizations offered by
institutional theory, the authors offer a view of leadership that
builds on the following points: Leadership flows through the
networks of roles that comprise organizations. The medium of
leadership and the currency of leadership lie in the personal
resources of people. And, leadership shapes the systems that
produce patterns of interaction and the meanings that other
participants attach to organizational events.

ARTICLE 8:-

The impact of strategy, leadership and culture on

organizational performance: a case study of an
SME

Abstract:-
This paper presents the main findings of a case study conducted
in an SME manufacturing firm in the UK to determine the
applicability of strategy, leadership and culture to overall
corporate performance. The findings indicate that corporate
strategy impacts positively on culture and organizational
performance. Specifically, the findings indicate that enhanced
effectiveness in communication and functional coordination are
key drivers of the success of the strategy being pursued. The
study also shows that leadership is a key factor in the
implementation of strategic plans and a key link between the
subsidiary and the holding company.

ARTICLE 9:-

Managerial leadership for total Quality

improvement in UK higher Education
Abstract:-

The purpose of this paper is to increase awareness of the critical

role of “managerial leadership” in total quality management
(TQM) implementation in UK higher education institutions (HEIs),
and to encourage further research on how to sustain
management and leadership best practices for total quality
improvement in higher education.

Uses the degrees of efficiency and effectiveness as criteria for

evaluating
Managerial leadership in UK higher education and recommends
strengthening of the association between the criteria through
continuous improvement in the efficiency and effectiveness of
teaching and research quality improvement practices.
Understanding the nature of the association between the degrees
of
Effectiveness and efficiency of quality management practices
would provide a conceptual framework which would enable
academics and practitioners to reflect critically on the “efficiency”
and “effectiveness” of teaching and research quality
improvement decisions and actions to ensure successful
implementation of TQM best practices.

Keywords: Managers, Leadership, Total quality, Quality

improvement, Higher education, United Kingdom

ARTICLE 10:-
Managerial leadership: A review of theory
and research

Abstract:-
This article review and evaluates major theories of leadership &
summarizes the findings from empirical research on leadership.
Leader traits and skills, Leader behavior and activities, Leader
power and influence, situational determinants of Leader behavior,
transformational leadership, Leadership for organizational
effectiveness and Leadership as an attribution process.
Methodological issues in leadership research and implications for
improving managerial practice are discussed also. An integrated
conceptual framework is presented to show the different theories
and lines of research fit together.

Most leadership research makes the explicit or implicit

assumption that leadership is an important determinant of
organizational effectiveness. The people who occupy positions of
top leadership in organizations symbolize the promise of
organizations in modern civilization.
Article 11:-

Organizational role stress & managerial

effectiveness

Abstract:

Getting the pulse of the present economic scenario, corporate are

today Increasingly realizing the fact that their people, especially
those at the managerial levels, are the only source of competitive
advantage. This has resulted in a renewed focus on the HR
strategies that can ensure retention, commitment, as well as
reduction of stress and maximum effectiveness of managerial
personnel. This is only possible when personnel working in
organizations are contended, motivated in their respective work
areas. Managerial effectiveness is important for the survival and
growth of organizations. Experts have, over the years, attempted
to describe the work of all managers by a set of common
behaviors or roles. One’s personality plays prominent role in
determining his effectiveness or
ineffectiveness in dealing with day to day stress prevailing in an
organization.

The role of management becomes one of maintaining an

appropriate level of stress by providing an optimal environment,
and “by doing a good job in areas such as performance planning,
role analysis, work redesign/job enrichment continuing feedback,
ecological considerations, and interpersonal skills training,”
Article 12:-

How to be a more effective manager

Abstract:

An effective manager takes responsibility for ensuring that each

individual within his employ succeeds, and that the team or
business unit achieves results. Successful managers require both
talent and skill. Managerial skills can be developed through
training, mentoring and experience. But if a manager is void of
natural talent, then the odds that he will be successful diminish
significantly. The most productive companies typically are more
proactive than their peers when it comes to identifying and
developing effective managers. The top six common managerial
success traits include communication, leadership, adaptability,
relationships, development of others, and personal development.

Effective managers should strive to build personal relationships

with their teams. Employees are more likely to exceed
expectations when they trust their manager. When managers
establish a relationship with employees, it builds trust and
Employees feel valued. Valued employees are more willing to get
the job done right.
Article13:-

How managers learn

Abstract:-

The managers aren’t aware of their skills gaps because they’re

not being highlighted to them by their managers or anyone else
it’s simply not possible for someone to work on improving an
aspect of his performance if he’s not aware that there is a gap in
the first place. Identified skills gap in how performance is
managed in their organization but managers don’t see that part
of their job as a particular challenge. This might be because this
isn’t being discussed between
A manager and his line manager (ironically, highlighting the
problem still further).
Learning professionals are in a unique position to be able to see
this issue
Objectively and highlight it to senior management. Whether this
is being done is in doubt, because the perception of most
managers is that this isn’t a particular challenge at the moment.
A first step towards a better shared understanding is for learning
professionals to simply work hard at getting to really know the
managers in their organization better. The survey conducted for
Good Practice wasn’t difficult to construct and would be much
easier to carry out within an organization than it was externally.
Article 14:-

Are innovative managers emotionally

intelligent?

With the increasing competition, it is imperative for organizations

to bring about managerial innovation and focus on managerial
effectiveness. Studies indicate that only 27% of success at work is
contributed by an employee’s Intelligence Quotient, the rest of it
being contributed by Emotional Intelligence. This paper attempts
to study the role of Emotional Intelligence in Managerial
Innovation and Effectiveness.
The results of the study indicate a positive correlation between
Emotional Intelligence and Managerial Innovation and Managerial
Effectiveness implying thereby that Emotional Intelligence should
be an integral part of an organization’s recruitment and
developmental process.

Keywords: Managerial innovations, managerial effectiveness,

intelligence quotient, emotional intelligence
Article15:

The management of managers: a review and

conceptual frame

Abstract:

The management of managers is an important contemporary

concern, but the literature on the issue is not well integrated. This
paper reviews key sources on the topic across organizational
economics, human resource development and strategic human
resource management. It presents a novel interdisciplinary
framework for analyzing how firms manage senior managers and
for guiding future research, arguing that firms adopt different
styles to attract-defend, develop-renew and motivate-harvest
their senior managerial resource, depending on their contexts and
choices that are made in the firm over time. The notion that some
styles draw on early identification of & ad acute lights while
others treat management identification as more of an emergent
problem is central to the typology. Within each of the styles
identified, effectiveness in the management of managers hinges
on recognizing and handling certain strategic tensions and
problems.
Article16:

Managerial training effectiveness: A Meta

analysis
Abstract:

Additionally, this study aims to evaluate what the overall findings on the
effectiveness of training has been based on study design and subgroups focusing on
the equivalent of Kirkpatrick's famous learning, behavior, and results outcomes.
Design/methodology/approach - This study quantitatively integrates and extends
the literature on management training through a meta-analytic procedure. Findings
- The results do not suggest a great deal of improvement in the effectiveness of
managerial training from 1952 through 2002 and effect sizes have remained
moderate. Additionally, outcome subgroup appears to moderate results.
Specifically, programs implemented to achieve learning outcomes tended to have
the largest effect sizes and were consistently significant relative to programs
targeted at behavior and results outcomes. Research limitations/implications - The
implications are directly related to the selection of evaluation methods for future
studies assessing the effectiveness of managerial training programs. This
implication is important to both the academic community and practitioners. The
limitations of this study include the possible exclusion of past research and the
heterogeneity of assessment methods used in past research, beyond the broad
categories of objective and subjective assessment.
Article17:

Managerial effectiveness: a function of

personality type & organizational
components
Abstract:

This study tests managerial effectiveness of top and lower level

managers in production and marketing departments in relation to
their personality type in private sector organizations. A 2x2x2
factorial design was employed, in which there are three
independent variables with two levels each: departments
(production and marketing), managerial positions (top level and
lower level), and personality type (Type A and Type B).
Managerial effectiveness is a dependent variable. The main
effects of management positions and personality types have been
found significant and interaction effects between managerial
positions x personality type and among departments x
managerial position x personality types have been found
significant. The major findings are that in production department,
both top and lower level managers having Type B personality are
found more effective and in marketing department top-level
managers having Type A personality and lower level managers
having Type B personality have been found more effective in
comparison to their counterparts.
Article18:

Can the management educators and scholars

become effective managers?

Abstract:

Fundamentally this paper argues in favor of two questions posed

in the title, i.e. those management educators and scholar’s
effective managers, and also managers can become the effective
management educators and scholars. This has been supported by
some modern, and indeed, “transformational” approaches to the
leadership argument; that we all need to lead initiatives today
without having the traditionally necessary title of manager to go
with it. Thus management educators and scholars find themselves
effectively managing or certainly leading others through whole
programmes of learning requiring new and closely audited
processes and procedures. It also argues that many experienced
managers can and do turn their attention to learning and
development of others managers in academic environments.
Keywords: management effectiveness, managers learning,
transformational leadership

Article19:

Effectiveness and efficiency of managers: what they can

Abstract:

Effectiveness and efficiency are two common terms in

management. Effectiveness is generally described as 'doing the
right thing', and efficiency as 'doing things right'. This paper
investigates the aggregate performance of managers in the Israeli
hospitality industry in an effort to identify whether their
performance can be categorized as effective, efficient, or both.
The findings suggest that instead of being effective and efficient,
managers tend to be either effective or efficient. Some
explanations for this phenomenon are offered, and the study
concludes with recommendations for academics and practitioners.
Article20:

Survival skills for effectiveness of the new

manager
Abstract:

There have been many research studies that have demonstrated

the integral role of managers as a determinant of the
effectiveness and efficiency of organizational units within the
contemporary organization. While effectiveness in terms of
Management and leadership is crucial to success at all levels of
management, it is particularly important with respect to the newly
promoted first-level supervisor or manager. The success and
effectiveness of the new manager is typically
determined within the first year of a manager’s tenure. This paper
provides an overview of the numerous mistakes that new
managers often make that
Compromise their effectiveness and ability to manage and lead
within their
Organizations and presents strategies for preparing for and
enhancing success during the initial years of service as a
manager.