The leadership style Essay

Leadership

The procedure of act uponing the activities of an organized group in its attempts towards Goal-setting and end accomplishment.

LEADERSHIP STYLE USED BY COMPANY AND RELATIONSHIP WITH LEADERSHIP THEORIES:

Leadership manner is the mode and attack of supplying way, implementing programs, and actuating people. The leading in KBR is non bossy or democratic but echt manner.

Authoritarian ( bossy )

I want both of you to. . .

This manner is used when leaders tell their employees what they want done and how they want it accomplished, without acquiring the advice of their followings. Some of the appropriate conditions to utilize it are when you have all the information to work out the job, you are short on clip, and your employees are good motivated.

Embossing people around. It has no topographic point in a leader ‘s repertory.

Participative ( democratic )

Let ‘s work together to work out this. . .

This manner involves the leader including one or more employees in the determination devising procedure. However, the leader maintains the concluding determination doing authorization. Using this manner is non a mark of failing, instead it is a mark of strength that your employees will esteem.

Delegative

you two take attention of the job while I go. . .

In this manner, the leader allows the employees to do the determinations. However, the leader is still responsible for the determinations that are made. This is used when employees are able to analyse the state of affairs and find what needs to be done and how to make it.

It can be observed that KBR Follows the Laissez-Faire Leadership styles that ‘s the ground KBR and ADSL structured to present the most efficient, high quality service, they have a grade of freedom and an chance to turn and come on personally. Employees are happy to present their specific undertakings and different degrees of duty.

Individualistic Leadership Style

The individualistic leading besides called “ hands-off? manner is one, in which the director provides small or no way and gives employees as much freedom as possible. The authorization is given to the employees and they must find their ends, make determinations, and decide jobs on their ain.

This manner is preferred when

  • Employees are extremely skilled, experient, and educated.
  • Employees consider their undertaking as their personal work and tie in their pride with the undertaking
  • When the employees are specialist in their work
  • When the employees can be trusted
  • This manner should non be used when:

  • It makes employees experience insecure at the inaccessibility of a director.
  • The director do n’t give a feedback to the employees about the public presentation.
  • Directors do n’t appreciate the employees for their work
  • The director does n’t understand his or her duties and is hope that employees can cover for him or her.

KBR is really careful right-away from the point of enlisting. They use the Competency Framework to map the campaigner accomplishments vs. the accomplishments required, this affairs as the directors need to hold leading qualities stronger than the other campaigners.

This is supported by the Traits Theory, which states that ‘people inherit certain qualities and traits that make them better suited to leading ‘ . This helps them place the right people for the right occupations

The leading behavior depends on the leading state of affairs in the KBRs functions. The variables which determine the leading functions and power for each person in KBR are

Leader-Member dealingss, the Task construction, Position power.

PATH GOAL THEORY:

This theory focuses that the leaders need to do wagess contingent on the achievement of undertakings and to assist group members in acquiring wages by clarifies the waies to undertakings and excluding the obstructions in the public presentation. There are four primary manners of leading:

Directing Leadership: The leader defines the public presentation undertakings and provides specific regulations and ordinances to steer subsidiaries toward accomplishing it.

Supportive Leadership: The leader displays personal attending for subsidiaries. This includes being co-operate friendly to subsidiaries and understand to their demands.

Achievement-oriented Leadership: The leader emphasizes the accomplishment of hard undertakings and the importance of first-class public presentation and at the same time shows assurance that subsidiaries will execute good.

Participative Leadership: The leader consults with subsidiaries about work, undertaking ends, and waies to decide ends. This leading manner involves sharing information every bit good as confer withing with subsidiaries before doing determinations. In KBR the occupation demand is as such that needs all sorts of leadings. Besides the employee at all degrees are free to do their determinations with some audiences. Decision credence additions committedness and effectivity of action and engagement additions determination credence.

VROOM AND YETTON THEORY: Decision credence additions committedness and effectivity of action. Engagement increases determination credence. The Two bossy ( A1 and A2 ) , two consultative ( C1 and C2 ) and the Group based ( G2 ) can be easy noticed as the single take their determinations on their ain as they are per se motivated and the senior directors frequently do advisory determination devising.

Analyze the beginning of the administration ‘s civilization and its deduction on the work force and the organisation public presentations.

Beginning Of Organizations Culture, work force and organisation public presentation:

The construction of an organisation shows its civilization. This instance survey shows that in ADSL they are practising task civilization. it means that to accomplish ends and aims they can make anything. Directors can work with subsidiaries to accomplish undertakings.

Culture refers to the underlying values, beliefs and codifications of pattern that makes a community what it is. The imposts of society, the ego – image of its members, the things that make it different from other societies, are its civilization. Culture is strongly subjective and reflects the significances and apprehensions that we typically attribute to state of affairss, the solutions that we apply to common jobs. The thought of a common civilization suggests possible jobs about whether organisations have civilizations. Organizations are merely one constitutional component of society. Peoples enter them from the environing community and convey their civilization with them. It is still possible for organisations to hold civilizations of their ain as they possess the self-contradictory quality of being both ‘part ‘ of and ‘apart ‘ from society. They are embedded in the wider social context but they are besides communities of their ain with distinguishable regulations and values. They identified four cardinal dimensions of civilization:

Valuess – the beliefs that lie at the bosom of the corporate civilization.

Heroes – the people who embody values.

Rites and rites – modus operandis of interaction that have strong symbolic qualities.

The civilization web – the informal communicating system or concealed hierarchy of power in the organisation.

Organizational civilization:

Culture is symbolic and is described by stating narratives about how we feel about the organisation. A symbol stands for something more than itself and can be many things, but the point is that a symbol is invested with significance by us and expresses signifiers of understanding derived from our past corporate experiences. The sociological position is that organisations exist in the heads of the members. Narratives about civilization show how it acts as a sense – devising device. Culture is consolidative and refers to the procedures that bind the organisation together. Culture is so consensual and non conflictual. The thought of corporate civilization reinforces the consolidative strengths of cardinal ends and creates a sense of common duty.

Culture is holistic and refers to the kernel – the world of the organisation ; what it is like to work at that place, how people deal with each other and what behaviours are expected. One manner of researching civilizations is to sort them into types.

  1. Role Cultures – are extremely formalized, bound with ordinances and paperwork and authorization and hierarchy dominate dealingss.
  2. Undertaking Cultures – are the opposite, the preserve a strong sense of the basic mission of the organisation and teamwork is the footing on which occupations are designed.
  3. Power Cultures – have a individual power beginning, which may be an single or a corporate group. Control of wagess is a major beginning of power.

Research how the civilization of the organisation has impact on both the Leadership and the organisation construction of the organisation.

We must foremost understand what is meant by an organisation civilization. It is the imposts and rights of the company.KBR organisational civilization demands an sturdy committedness to wellness & A ; safety and unfastened and honest relationships between employees which is based on common regard. The company ‘s values focus on transparence, answerability, fiscal duty and subject. Conducting concern with the extreme unity and moralss is the foundation of KBR ‘s daily concern.

The organisational civilization has a direct impact on the Leadership public presentation. The leading demand to understand the civilization of the organisation and the leading manner varies harmonizing to the civilization of the organisation and employees behaviour.

  1. Individual enterprise: The grades of duty, freedom, and independency that persons have.
  2. Hazard Tolerance: The grade to which employees are encouraged to be aggressive advanced, and hazard seeking.
  3. Direction: The grade to which the organisation creates clear aims and public presentation outlooks.
  4. Integration: The grade to which units within the organisation are encouraged to run in a co-ordinated mode.
  5. Management Support: The grade to which directors provide clear communicating, aid and support to their subsidiaries.
  6. Control: The figure of regulations and ordinances, and the sum of direct supervising that is used to supervise and command employee behaviour.
  7. Identity: The grade to which members ‘ individuality with the organisation as a ‘whole instead than with their peculiar work group or field of professional expertness.
  8. Conflict Tolerance: The grade to which employees are encouraged to air struggles and unfavorable judgments openly.

Therefore leading manner is affected by the organisation civilization and the organisation civilization in-turn depends on the type of the leading manner. The leader demand to accommodate itself to the civilization of the organisation and if fails to make so the quality is affected. The organisational civilization in instance of KBR is friendly and supportive, where everyone has freedom and chance to success hence an bossy leader does n’t suit here.

Organizational construction straight implies to the organisational civilization. The construction provides much necessary model which helps to decently follow the civilization. A Tall hierarchy of an organisation shows that the organisation is more formal and has less range of interaction between the employees. In KBR the construction is instead Flat hence it is easy for the director to hold better control over the subsidiaries and provides a good communicating. The employees expect better response and counsel from the leader hence the overall end product of such a mechanism is good.

Analyze the issue of motive theories, the motive policies used in the instance and its impact on single and organisation public presentations.

Autonomic nervous system: Motivation is the activating of end oriented behaviour which enables an person to achieve the end get the better ofing all troubles. It may be intrinsic or extrinsic, motive may be imbibed by the fulfilment of basic demand to minimise physical hurting and maximise pleasance, or may include any desire like publicity, assessment etc. This is farther approved by the motivational theories,

Taylor Theory of Scientific Management: He said that the workers are motivated by wage. They do non bask work therefore necessitate to be closely supervised. The work needs to be divided into little undertakings, and each undertaking is to be done by trained staff. The workers are seen as excess disbursal and therefore non suited any longer.

Elton Mayo: He suggested that workers are non concerned merely with money, they are better motivated if they are treated like human existences and non machines, they will be motivated by good communicating between directors and workers, work in squads etc

Maslow theory: He suggested that worlds have five degrees of demands the strongest is most of import and they are the strongest at the underside to the top

Hertzberg hygiene factors: This theory says that the employees are either motivated called incentives or demotivated called hygiene factors. Incentives are concerned with the existent occupation. For case how interesting the work is and how much chance it gives for excess duty, acknowledgment and publicity. Hygiene factors are factors which ‘surround the occupation ‘ instead than the occupation itself. For illustration a worker will merely turn up to work if a concern has provided a sensible degree of wage and safe on the job conditions but these factors will non do him work harder at his occupation one time he is at that place

In the instance of KBR the directors are straight in touch with the workers comparatively due to a level organisational construction. Taylorism has no usage in this organisation as the employees are non thought as excess disbursal but related to valuable resources. We can see that Elton, Hertzberg and Maslow theories are applicable here. The staff has a better communicating between each other and the direction, the ends are clearly explained, all the Maslow ‘s five degrees of demands are fulfilled here if we examine and The workers are motivated harmonizing to Hertzberg ‘s theory excessively, as they are cared for wellness and security in the workplace and paid good. Hence Hygiene factors are kept at bay.

The impact of this motive theory on the person and organisation is a follows

  • Better productiveness ( sum of piece produced by per individual ) . This can take to lower unit of production and so enable a house to sell its merchandise at a lower monetary value
  • Lower degree of absenteeism and the workers are comfy with their working manner
  • Lower degree of staff turnover ( figure of workers go forthing the concern ) . This bid to lower degree enlisting and preparation costs
  • Improvement by industrial dealingss with trade of brotherhoods.
  • Hardworking honest workers give the house a good consequences as an employer so do it easier to enroll the handworkers.
  • Motivated employees are largely to better their merchandise quality or the client ‘s attention associated with the merchandise.
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Q5 ) Examine the nature of the squad, its construction and how it has impact on organisation public presentations?

Types of Teams

The four most common signifiers of squads are likely to happen in an organisation are self-managed squads, problem-solving squads, practical squads and cross-functional squads ) .

Autonomous squads

Autonomous are given more power on how the occupation has to be carried out and the determination is being talent by the autonomous squads. These squads are provided with a undertaking by the organisation and they have trained in how to accomplish the end.

Problem -Solving squads

Problem-solving squads are the squads that are created when a job arises and that can non be solved with the particular or standard organisational construction. These squads are usually cross-functional, which means that members join from different countries of the organisation and to happen a solution for the job they are being charged.

Cross Functional Teams

Cross functional squads are made of employees about the same structural degree, but from different undertaking countries, who come together to accomplish a undertaking.

Virtual squads

Virtual squads use web ( computing machines engineering ) to bind tighter physically spread users in order to accomplish a common undertaking. They permit people to cor-ordinate online whether they are merely at place apart or separated by states.

The three primary factors that differentiate practical times from face-to-face squads are:

  1. The absence of Para verbal and non verbal cues.
  2. Limited societal context.
  3. The backbones to get the better of clip continuance and infinite restraints.

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how effectual do you believe the company attack to people direction will be in guaranting improved consequences and heightening the alteration direction procedure?

KBR was started in 1901 when W Kellogg opened a little pipe fiction concern in New York, and so the concern grew to an first-class technology house, M.W. Kellogg. After puting up the concern the company was contracted by the US authorities to construct the Corpus Christi naval station during World War II shortly after the war the company built the universe ‘s first offshore oil platform. Further enlargement followed and brown and root grew to go a major building and general contractor.

Change direction is a painful procedure for about any organisation. When the alteration affects the nucleus values and established systems of an organisation it is necessary to take into consideration the sentimental every bit good as proficient facets involved. Newman, ( 2000 ) described two sorts of organisational alteration. First order organisational alteration is incremental and is an accommodation of systems or constructions but does non affect a alteration in nucleus values of the company. Second order organisational alteration is transformational, extremist and basically alters the organisation. It is hard and hazardous such as a alteration in leading or an addition in organisational public presentation. For illustration planning for future ends influences current behaviour.

To act upon organisational constructions, people, systems and civilization all at the same time can take old ages or even decennaries. Change does non necessitate to be so across-the-board. Alternatively, Large-scale alteration utilizing formal constructions, work procedures, belief systems, and societal relationships as marks of organisational alteration is a more manageable attack ( Quy Nguyen, 2001 ) .

Quy Nguyen, ( 2001 ) discusses four intercession schemes, commanding, technology, instruction and socialising for organisational alteration. In the dominating intercession, the alteration procedure belongs to a little group of people in the organisation. Change agents demand rigorous conformity to a major alteration utilizing menaces to raise public presentation. The technology intercession assumes that people are motivated by opportunism and will see the benefits of proposed alterations without the demand for coercion. Teaching intercession is a learning attack in which employees participate in their ain reeducation with the aid of the alteration agents. The socialising intercession enhances societal relationships within the organisation to carry through organisational undertakings.

Change agents must utilize a combination or the four intercession schemes for successful organisational alteration. None of the four attacks entirely can take to large-scale alteration. The timing and sequencing of the intercessions contribute to successful organisational alteration. For illustration rapid timing for commanding and gradual for socialising. Doyle and co-workers would differ with this signifier of alteration direction. Rapid alteration requires coercive methods where as successful alteration is brought about by distributing out the alteration mileposts.

Although Kurt Lewin ‘s 3-step theoretical account of organisational alteration dwelling of unfreezing, traveling and refreezing has been criticized as looking at an organisation in a inactive province, Burnes, 2004 stated that the Lewin recognized alteration at both the person and the group degree and saw his theoretical account as a dynamic psychological procedure. Unfreezing was necessary to destabilise the equilibrium of old behaviour and fling the old behaviour before any new behaviours could be learned. Traveling was the existent acquisition procedure where employees move from the old behaviours to following and executing the new behaviours. Refreezing stabilizes the new behaviours or the constitution of new organisational values. Lewin recognized that alteration is a comparative construct and that there are assorted degrees of alteration that can be undertaken in an organisation ( Burnes, 2004 ) .

Explore the manner single and the organisation behaves, associating this with relevant theory that you are familiar with. How would these impact on any the administration ‘s alteration procedure.

A alteration is a recreation in the normal class of action which pushes out of the comfort zone. Change can be good or sometimes bad, but a alteration is inevitable portion of any entity, be it an person or an organisation.

An person or an Organization as a whole is affected by a figure of factors including:

  1. The environment in which the organisation operates. Internally, this is frequently conveyed by its physical layout which can, for illustration, reflect warm friendliness or cold efficiency.
  2. The beliefs, values and norms of the employees within the organisation, peculiarly those communicated by top direction.
  3. The formal and informal leaders who personify the organisation ‘s civilization.
  4. The processs that have to be followed and the behaviour expected of people within the organisation.
  5. The web of communications which disseminates the corporate image and civilization.
  6. Other factors could include the organisation ‘s size, history, ownership and engineering.

Model of Change- Sequence of Events ( Source: Management. Richard L Daft- 6th Ed. )

Corporate civilization is something that is really difficult to alter and employees need clip to acquire used to the new manner of forming. Many people are non willing to alter unless they perceive a job or a crisis. For companies with a really strong and specific civilization it will be even harder to alter.

Forces Causing and Resisting Change within an Organization

The alteration procedure will be successful if all place how, when, what, and where to alter. In KBR the employees are witting about the necessity to alter as the relationship is based on common trust. This can be straight implicated to VROOM AND YETTON THEORY: Decision credence additions committedness and effectivity of action. Engagement increases determination credence. And the EQUITY THEORY: it states that persons perceive themselves as either being under-rewarded or over-rewarded will see hurt, and that this hurt leads to attempts to reconstruct equity within the relationship. KBR values are based on common trust and maintains acceptableness as the employees percieve as being adequately rewarded for their engagement and the employees are promoted for ego development which is good for the administration aswell.

Q No: ( 8 ) explicate how the company has managed it alter procedure and how it has benefited from this direction procedure.

In an organisational environment where the alteration is inevitable, the directors must develop and accommodate their organisation, to successfully last in the universe. The alteration in an organisation can be tough, ambitious and needs careful consideration. One of the most of import parts in the alteration procedure is the company ‘s human resources. When an organisation undergoes a alteration, like enrolling the staff, the axial rotation of human resources is peculiarly most of import, because they need to do the passage from one province to another province every bit nicely as possible.

In the KBR and ADSL there is immense scope of occupation and calling chances. In the KBR each occupation function is described to the full in occupation description. The organisation uses a competence model, which helps to place the accomplishments, behaviour, direction and administrative accomplishments.

The company is really careful and rigorous in the enlisting procedure. Every new individual has to run into the public presentation criterion in 12 hebdomad provisional period. The company has benefited through these strict and controlled alteration in enlisting procedure in the company. They achieved the skilled individual at the first clip.

Lines, Rune, 2005, the Structure and Function of Attitudes toward Organizational Change. Human Resource Development Review. Thousand Oaks. 4 ( 1 ) : 8-32.

Finally put frontward some recommendations for future betterment.

The success of any company lies its ability to accommodate to alter towards improvement of its procedures.