Institute of Management, Nirma University

Master of Business Administration

Family Business and Entrepreneur

Term-6

Batch: 2020-22

Leadership and HRM for SME’s

Individual Assignment

Submitted To: Prof. Naresh Mehta

Submitter By: Hirpara Yugen (204161)

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1. 10 Surprising Things Successful Leaders Do Differently
Literature Review
This article was written by Kevin Cruise who is the CEO of LEADx and author of Great
Leaders Have No Rules.He have interviewed over 200 highly successful CEOs, military
officers, entrepreneurs, and leadership experts over the last three years, including John C.
Maxwell, Ken Blanchard, Stephen M.R. Covey, Liz Wiseman, Kim Scott, Patty McCord, and
others. He always ask them what their number one leadership secret is, and what advice they
would give to a younger version of themselves. After examining their responses, ten themes
emerged.

By analysing this article I conclude that Mr Kevin Cruise had worked really hard and done
the survey for 3 Years. All the points are really helpful in corporate world. Few of the
points I liked a lot such as -: Great leaders has no rules, Great leaders show weakness. One
point in this article says that Great leaders don’t bring smartphone in meetings. According
to me this point is not valid. Because smart phone should not impact much in the meet. Yes
it is true that we should not use the phone in the meeting but we can bring the phone in
silent mode. In case of emergency we have to use phone who knows, and emergency can
come anytime. Thus, I conclude that this article means a lot for several points but this 1
point is not relevant.

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 Great Man Theory model -:
I can relate this article with Great Man Theory model. The model stats that -:
The Great Man Theory was developed in the nineteenth century by historian Thomas
Carlyle, who formulated the belief that "prominent leaders throughout history were born to
rule and entitled to do so as a result of their innate abilities and talents."
Carlyle created a Heroic view of history as a historian, in which key historical milestones
were linked to great persons and their activities. This perspective survived for many years,
up until World War II, thanks to the contributions of other philosophers from other domains
of human thought. And the ramifications of this mindset may still be seen today. Many
people still feel that "great leaders are born, not made," a phrase that encapsulates this
viewpoint. Despite overwhelming evidence to the contrary, the Great Man Theory
fundamentally ignores the impact of context.
By relating the above article with this model we can conclude that “Prominent Leaders” has
No Rules and they are born not made.

https://www.forbes.com/sites/kevinkruse/2019/04/02/10-surprising-things-successful-leaders-
do-differently/?sh=35046aa31243

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1. Situational and Contingency Theories Of Leadership: Are They The
Same?
Summary
The paper looked at the popular concept of leadership, highlighting its characteristics and
importance in school administration. It explored the categorization of leadership theories and
clarified the contrast between the situational models and contingency leadership theories
categories of leadership viewpoints. It examined the categories in the context of a
theoretically deteriorating school situation and concluded that the contingency theory is more
applicable and practical in such a scenario. It was stated that education managers in the
Ministry of Education should have a comprehensive understanding of both types of
leadership, their differences, and, most significantly, be able to apply Fielder's theory of
leadership effectiveness to deteriorating school settings.
One implication of this suggestion is that officials in Nigerian Ministries of Education should
have a thorough understanding of the personalities and leadership styles of the 100s of school
heads on their payroll in order to deploy any of them whose style of leadership best matches a
given school situation, allowing our schools to continue on the path of achievement and
success in meeting national education goals.
Literature review
According to me Peretomode.O (2012) argues that effectiveness of successful leaders is those
who can change their style according to the situation and their effectiveness depends on
identifying the level of follower’s maturity and adapt to their leadership style. This article is
interesting for the topic of Situational leadership. Author had discussed the meaning and
features of Leadership in detail. In fact author had also given the examples of Situational
Leadership Models.
Tannenbaum and Schmidt Leadership Continuum model
Two of these models will be briefly reviewed in this article. The Tannenbaum and Schmidt
Leadership Continuum Model is the first. Tannenbaum and Schmidt (1975) were among the
first to define the different aspects that they believed influenced a manager's choice of
leadership style (within the manager, subordinates, and the circumstance). They placed the
factors on a scale ranging from leader-centered / boss-centered (autocratic) to subordinate-
centered (democratic) (democratic). The writers emphasised that a leader should not adopt a
pure "autocratic" or "democratic" style, but rather be adaptable enough to cope with a variety
of scenarios.

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They believed that as subordinates grow in maturity and capability, the leader, who initially
held the most of the control, should progressively hand it over to them. Figure 1 shows how a
leader's style is thought to be flexible enough to move forward and back on a continuum in
order to be successful or effective.

https://www.researchgate.net/publication/314708857_Situational_And_Contingency_Theorie
s_Of_Leadership_Are_They_The_Same

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2. Transformational Leadership and Its Predictive Effects on Leadership
Effectiveness
Summary
This study is an early attempt to determine the leadership styles of heads of departments in
Malaysian RUs and the factors that influence leadership effectiveness. The findings revealed
that department heads used a mix of transformational, transactional, and laissez-faire
leadership styles. It may be concluded that the heads of departments at the RUs used
acceptable leadership styles to guide their academic departments toward organisational
objectives. Their leadership style, on the other hand, was not optimal for transformative
leadership. The findings also found that the heads of departments in the Russian Federation
are more directive than is required of effective leaders. These are signs indicating the heads
of departments in the Russian Union could not match the requirements of ideal effective
leaders.
Leadership effectiveness, on the other hand, is dependent on the leaders' knowledge,
expertise, and ability. Leaders might be included in training programmes to meet these needs.
As a result, this study provides useful information to RU's senior administrators on
department heads' leadership abilities, allowing them to plan leadership training programmes
to develop effective leaders. To improve their leadership effectiveness, department heads
must continue to engage in transformational behaviours, notably intellectual stimulation and
customised consideration, on a more frequent basis than they did in this study. In addition,
they must reduce the incidence of management-by-exception and laissez-faire tendencies.
Heads of departments should also use contingent reward to improve leadership effectiveness.
Literature review
According to me Yukl (2011) aims to "increase the consciousness of the followers by
appealing to ideals and moral values rather than materialistic desires or negative emotions" in
order to "raise the consciousness of the followers." Transformation leadership is
distinguished from other past and modern theories on the basis of agreement to involve
followers in the process (activities) towards organisation to achieve common goals and
returns. This style assists followers in fulfilling and renewing their commitments.
American Nurse Transformational Leadership model
Transformational Leadership Model of the American Nurses Association. Source: ANA 2018
(Clavelle and Prado-Inzerillo)
The model is based on the American Nurse Association Nursing Administration: Scope and
Standards of Nursing Practice, which lists open communication, inspiration, enthusiasm,
supporting positive change, and empowering others through shared decision-making as
characteristics of transformational leaders. The Leadership Practices Inventory-Self (LPI-S)
Assessment connects the model to self-assessment and identifies five practises that are now
part of the ANA credentialing system.

https://www.researchgate.net/publication/228454168_Transformational_Leadership_and_Its_
Predictive_Effects_on_Leadership_Effectiveness/link/09e414ffba47b563af000000/download

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3. Leadership Styles and Employee Satisfaction: A Correlation Study
Summary
According to the findings, each of the five leadership styles has a favourable relationship
with employee satisfaction with supervisory authority. Employee satisfaction did not differ
significantly by gender or age, but it did differ significantly by age, according to an analysis
of variance. According to the findings, each of the five leadership styles has a substantial
association with managerial effectiveness. Managers' effectiveness, job happiness, and
organisational commitment will all improve if they utilise a more situational style. Managers
and staff will be more effective if they are rewarded more often. Statistical Package for the
Social Sciences (SPSS) was used to do regression analysis and analyses of variance
(ANOVA) on leadership styles and job satisfaction as a function of or in relation to various
factors.
When comparing group means, an inferential statistical procedure called ANOVA is applied.
This method aids in the further analysis of results while evaluating the effect of an
independent variable (leadership styles) on continuous dependent variables (employee
satisfaction) (Gall, Gall, & Borg, 2010). To address the study's research questions and to find
connections between employee work satisfaction and both leadership style preference and
employee demographic characteristics, one-way ANOVAs were used. For the ANOVA to be
valid, three conditions of the variables must be met: (a) the variables must be mutually
exclusive; (b) the variances among the groups must be equivalent (homogeneity of variance);
and (c) the dependent variable must have a normal distribution.
Literature Review
Autocratic leaders are strong-willed, overbearing, and aggressive to some level. Generally,
don't pay attention to other people's opinions and suggestions if they differ from your own.
Because autocratic leaders demand absolute control and influence, their followers have a low
level of job satisfaction (Kerfoot, 2013 &Afshinpour 2014). They have their own methods for
exercising leadership, and they regard followers or team members as merely servants. Their
supporters are waiting for the ultimate failure of the leader so that he or she can be
replaced.There is a shared vision and little motivation beyond force, but due to its task-
oriented character, an autocratic leader is unable to create feelings of aiding others.
Vroom-Yetton-Yago Decision-Making Model
Victor Vroom and Philip Yetton released "Leadership and Decision Making" in 1973, in
which they proposed a model for determining the optimum decision-making strategy and
leadership style to use based on the scenario. The paradigm had the advantage of integrating
Leadership and Decision Making in a systematic fashion for the first time.
In their 1988 book, "The New Leadership," Vroom and Arthur Jago addressed these flaws
and modified the original paradigm (Vroom and Jago, 1988). The updated model is more
complicated, with numerous extra questions that allow consumers to consider other factors,
such as geographic location, while making their decision. It also employs a mathematical
formula to assist people in determining the best decision-making procedure for their situation.
 Autocratic (AI): The leader solely decides with the available information.

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  Autocratic (AII): This is stringic autocratic leadership style where the leader takes
the opinion of group members to gather more information but may or may not share
the final decision with the group members.

https://www.researchgate.net/figure/Scatterplot-of-MSQ-as-a-function-of-Autocratic-
Leadership-preference_fig1_279742889

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4. TOWARDS AN UNDERSTANDING OF THE EFFECT OF
LEADERSHIP ON EMPLOYEE WELLBEING AND
ORGANIZATIONAL OUTCOMES IN AUSTRALIAN UNIVERSITIES
Summary
Despite widespread interest in the role of leadership in the HES, no known research has
examined how different leadership styles within the HES affect both employee wellbeing and
organisational outcomes such as job satisfaction, organisational commitment, and turnover
intention, particularly in an Australian regional university setting.
Although a variety of leadership theories have been used to investigate leadership in the HES,
a review of the leadership literature, the organisational complexity of a university, and the
strengths and weaknesses of leadership theories has led to the recommendation that the Full
Range of Leadership Theory (FRLT) be used to conduct a study for the concurrent
assessment of leadership approaches, their impacts on followers, and the interrelationship of
variables. Furthermore, studying the mediating and moderating effect of employee wellbeing
while exploring the effects of leadership styles on organisational outcomes could be one
method to look at these three factors together.
Literature Review
The author, in my opinion, looks at how leaders improve the significance of spirituality in
their day-to-day work with followers. Spiritual leadership is a combination of natural and
spiritual attributes that is used to influence God's people to achieve God's goals. Spiritual
leadership focuses on "engaging all group members to address spiritual needs to promote
organisational commitment and performance" (Fry. et al., 2011 & Samad.et al., 2015). Aside
from the spiritual aspect, the main feature of both transformational and servant leadership
theories is engaging followers in accomplishing the intended goals (Samad.et.al, 2015).

Spiritual Leadership Model

"Is an emerging paradigm within the broader framework of workplace spirituality aiming to
build an organically driven, learning organisation," according to the International Institute of
Spiritual Leadership. Spiritual leadership entails the values, attitudes, and behaviours
required to intrinsically motivate oneself and satisfy basic spiritual needs through calling and
membership, which has a positive impact on employee well-being, sustainability and
corporate social responsibility, and financial performance – the Triple Bottom Line."

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The Model of Spiritual Leadership International Institute for Spiritual Leadership is the
source of this information.
"An inner life or spiritual practise, such as spending time in nature, prayer, religious practise,
meditation, reading, yoga, or writing in a diary," according to the paradigm, is the wellspring
of spiritual leadership. As a result, the model does not presuppose any particular faith or
represent a religious viewpoint. However, because of its connection to this faith dimension, I
opted to place it in the Value-Based category.

https://www.researchgate.net/publication/283888713_Towards_an_understanding_of_the_eff
ect_of_leadership_on_employee_wellbeing_and_organizational_outcomes_in_Australian_un
iversities

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5. Positive Leadership: Moving Towards an Integrated Definition and
Interventions
Summary
The findings of a critical examination of the positive leadership literature were presented in
this chapter, with the goal of developing an integrated definition of positive leadership.
Positive leadership, according to the findings, consists of leadership traits that a positive
leader should possess, as well as specific leadership behaviours (creating a positive working
environment, developing positive relationships, focusing on results, and engaging in positive
communication with employees); and that these behaviours will enhance certain leadership
outcomes (such as increased overall productivity and performance levels, improved
organisation).
It is intended that the suggested comprehensive definition of positive leadership would serve
as a foundation for developing a valid and reliable measure of good leadership in the
workplace. This definition was also used to propose three general positive leadership
strategies that leaders can utilise to benefit themselves, their staff, and the entire organisation.
Literature Review
Optimism (positivity) and emotional intelligence, according to Jay R. Tombaugh (2005), are
two crucial attributes that leaders may and should acquire. As a result, they are able to bring
out the employees' creative potential of positivism.
They define positive leaders as those who have a beneficial impact on their team members'
engagement and well-being. This is a quote from Cameron's book "Positive Leadership:
Strategies for Extraordinary Performance," which Jay shares. Leaders must establish a
positive workplace and include every employee in the organisation to collectively conduct the
positive practises in order to have an impact on the individual and the organisation, rather
than guiding simply those individuals with a vision.

Herbig – Wiederwohl Leadership Model

Shawn Herbig of IQS Research and Mary Ellen Wiederwohl created the Herbig –
Wiederwohl Leadership Model. This approach is based on the idea that Positive Leadership
can be formed through a pyramid of behaviours, and it uses Love as a guiding concept for
success.

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https://www.researchgate.net/publication/333714778_Positive_Leadership_Moving_Towards
_an_Integrated_Definition_and_Interventions

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6. The impossibility of the ‘true self’ of authentic leadership
Summary
For many writers and practitioners, leadership has supplanted management. Management is
perceived as having failed, and leadership is seen as promising to assist in achieving the
success that management had previously promised. Excellent leadership is increasingly
viewed as a critical component in the Darwinian struggles of firms operating in a globalised
economy's intensely competitive environment. Management has become to leadership what
administration once was to management: an essential but insufficient function in achieving
corporate success.
According to our interpretation of authentic leadership based on object relations theory, an
authentic leader is one who is so completely absorbed in the organisation that he lacks
subjectivity. The role of this leader is to ensure that followers are reduced to objects, with all
claims to subjectivity moulded and subsumed into the collective ideals of both the leader and
the organisation. It's a domination/suppression relationship, not a leader/follower one. A sick
organisation would be bred by an authentic leader.
Literature Review
Another growing and ethical leader behaviour that focuses on positive values is authentic
leadership. The ideas discuss leaders' consistent values and actions. Honesty, benevolence,
compassion, optimism, and resilience are among them (Yukl 2011). Given the intersection
with transformational leadership theory, "Authentic leadership as root conceptions that can
include transformational and ethical leadership" was proposed. Ethical leaders strive to foster
mutual trust, respect, and social justice among their followers while also resolving problems
between stakeholders. They don't favour anyone or encourage suspicion. For ethical leaders,
values and integrity are essential.
Authentic Leadership Model by Bill George

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In his book Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value in
2004, Bill George was one of the first authors to study the topic of Authentic Leadership. He
discovered a wheel of authenticity in it, which essentially permits the authenticity traits to be
strengthened. However, at the core, there was a need to cultivate two key characteristics:
inner self and being present.
https://www.researchgate.net/publication/258168554_The_Impossibility_of_the_True_Self_o
f_Authentic_Leadership

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7. Servant Leadership – The key to Risk Management
Summary
The Robert K. Greenleaf Center for Servant Leadership is a non-profit organisation that helps
individuals and organisations become better servant leaders around the world. Nearly 50
years ago, Robert K. Greenleaf published The Servant As Leader, which established the
current servant leadership movement. Servant leadership is both an old idea and a modern
practise that enriches people's lives, generates more productive organisations of all kinds,
and, in the end, promotes a more just and compassionate world.
"I realised over my career that any significant problem of the world, such as poverty or
injustice, is never solved by putting more money or technology at it," says Joseph Iarocci,
CEO of the Greenleaf Center. Great leadership is the only way to address major challenges.
Leadership is essential to the success of every human activity."
"The best test, and harder to give," Greenleaf says of the basic test of servant leadership: "Do
those helped grow as persons?" Do they get healthier, wiser, freer, more autonomous, and
more willing to become servants as a result of being served? What impact does this have on
society's most vulnerable members?"
Larocci explains that servant leadership is the foundation of all successful leadership models
around the world. Any good management style is strengthened by servant leadership.
Literature Review
In Greenleaf's works, eight traits of servant leaders (listening, empathy, healing, awareness,
persuasion, conceptualization, foresight, stewardship, commitment to the growth of others,
and fostering community) were identified. Servant leadership in the workplace is defined by
three key priorities (developing people, building a trusting team, and achieving results), three
key principles (serve first, persuasion, and empowerment), and three key practises (listening,
delegating, and connecting followers to mission), according to Joe Iarocci (2017), author of
Servant Leadership in the Workplace. Servant Leadership in the Workplace: A Brief
Introduction, by Joseph J. Iarocci, explains that the leader's primary focus should be to
develop, mature, and safeguard followers/team members.
Servant Leadership Model
Robert K. Greenleaf created the term "servant leadership" in his article "The Servant as
Leader," which was first published in 1970. "The servant-leader is servant first," Greenleaf
said in the essay. It all starts with the innate desire to serve, to be the first to serve. Then, by
making a conscious decision, one can aim to be a leader. That person is not the same as
someone who is a leader initially. The distinction is manifested in the servant's care to ensure
that other people's top priority requirements are met first" (Greenleaf, 1970).
The idea is to change the perception of a leader as someone who rises through authority and
power, and instead sees it as a source of support for their teams and organisation. Today, the
term "servant" is debatable, but the principles mentioned here are employed in many of the
models listed.

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Later, with the help of Larry Spears, who established a number of qualities for the Servant
Leader in his book Servant Leadership, the model was further developed. Today, the Center
for Servant Leadership upholds Greenleaf's legacy and pushes for the concept's ongoing
development throughout the organisation.
https://www.greenleaf.org/servant-leadership-and-disruption/

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8. Transactional Leadership Revisited: Self–Other Agreement and Its Consequences
Summary
They investigated leader–follower agreement regarding views of the leaders' behaviour style
and follower outcomes of performance, organisational citizenship behaviour, affective
commitment, and trust in the leader in a field study comprising 209 leader–follower dyads.
They discovered that agreement about a leader's transactional style was positively connected
to these results, however there was no relationship between agreement about a leader's
transformational style and any of the outcomes, using the self–other agreement paradigm.
These findings support their hypothesis that a common understanding of a leader's
transactional conduct is crucial for positive follower outcomes and may also be a prerequisite
for the effective application of transformational leader behaviour. Theoretical implications
and future research are discussed.
When a leader gives anything of economic, political, or psychological value to a follower,
this is known as transactional leadership. The leader defines performance requirements and
clarifies the parameters under which incentives are available for satisfying these requirements
in these exchanges. The purpose is to engage in a mutually beneficial exchange, not
necessarily to establish a long-term connection. Although a leadership act occurs, it is not one
that connects the leader and the follower together in the pursuit of a greater aim.
Literature review
According to me, leadership research has shifted away from the distinct views of the leader,
leadership setting, and follower and toward practises that focus on the leaders' and followers'
interactions. The exchange of wants between followers and leaders is the focus of
transactional leadership theory. This management approach is centred on the exchange of
performance-based rewards (Avolio et al., 2009). This approach entails constant monitoring
and corrective action as problems arise. Transactional leadership is commonly defined as
utilising a carrot and stick method to help followers achieve their goals. Transactional leaders
anticipate specific work behaviours from their team members or followers, who are rewarded
both monetary and nonmonetary incentives for these actions.
Full Range Leadership Model
The Full Range Leadership Model is a comprehensive leadership theory based on the work of
Bruce Avolio (Avolio, 2011) and Bernard Bass. It focuses on the actions of leaders in many
contexts (Avolio and Bass, 2002).
Transactional Leadership
In this technique, leaders essentially use both rewards and punishment to encourage followers
to comply. Because the focus is on the exchange of value between employee performance
and the leader's response to it, it's called transactional management. Some view this to be
more of a sort of management than actual leadership.

https://www.researchgate.net/publication/230066898_Transactional_Leadership_Revisited_S
elf-Other_Agreement_and_Its_Consequences/link/59e0e809458515393d4f76d3/download

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9. Effects of leadership styles on employee wellbeing and organizational
outcomes
Summary
Despite suggestions for more flexible approaches to leadership in HES, intellectual groups
are likely to be led by 'command and control' management methods.
• Academic and professional staff members have different leadership styles.
• Using the Full Range of Leadership (FLRT) theory, researchers can look at both good and
negative leadership results.
There has been no research on the role of wellbeing in mediating and moderating the
relationship between leadership and organisational outcomes.

Literature Review
These leaders employ the art of delegation, in which they stay out of the way and let group
members make decisions. Leaders and followers rarely interact; they frequently avoid taking
responsibility, lack feedback mechanisms, and postpone making decisions (Bass &Riggio,
2006 &Samad.et.al, 2015). This kind of operation is uninvolved in meaningful transactions
and has no bearing on the follower's behaviour results. They tend to stay out of decision-
making and work progress and let things happen. They also have a shaky relationship with
corporate citizenship behaviour.

Full Range Leadership Model

The Full Range Leadership Model is a comprehensive leadership theory based on the work of
Bruce Avolio (Avolio, 2011) and Bernard Bass. It focuses on the actions of leaders in many
contexts (Avolio and Bass, 2002).

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Laissez-faire Leadership - In this style, leaders don’t really intervene and tend to avoid
responsibility

https://www.researchgate.net/publication/301589452_Enter_title_Effects_of_leadership_style
s_on_employee_wellbeing_and_organizational_outcomes_at_an_Australian_regional_univer
sity/link/5ab99479a6fdcc46d3b9d8b1/download

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