Eefects of Leadership Styles on Employee Prformance
CHAPTER ONE
INTRODUCTION
1.0 OVERVIEW This chapter covers the background information of the study, statement of the problem by the researcher and objectives of the study to be attained. It also covers the research questions, significant of the study as well as the scope of the study and its limitations.
1. BACKGROUND INFORMATION There is an ongoing problem about leadership styles and its impact on various aspects of employee performance and their work-related health. It has been suggested that leadership factors had an influence on the employee performance, although relationship between leaders and subordinates has gradually been more focused; but it is still scientifically unclear as to what extent and in what ways leaders influence the employee’s performance. The leader can be described as a possessor of the tools to create and change the structure and culture within an organization.
The structural changes have led to new demands on employees’ flexibility and ability to handle changes, which is referred to as a heath risk (Aronson & Sjogren, 1994).
With the ever changing business landscape of more and innovative competitors, most service firms recognize the need to introduce innovations and new technologies within their organizational processes to stay in the market, or retain their competitive advantage compared to their rivals.
An attempt was made to find out the correlation between leadership style of mangers and performance and satisfaction of managers and followers. Democratic/participative leadership style involves employees in decision making process (determining what to do and how to do it) to attain the organization goals.
Using this style is not a sign of weakness, rather is a sign of strength that our employees will respect. This is normally used when you have part of information, and your employees have other parts. Note that a leader is not expected to know everything. This is
INTRODUCTION
1.0 OVERVIEW This chapter covers the background information of the study, statement of the problem by the researcher and objectives of the study to be attained. It also covers the research questions, significant of the study as well as the scope of the study and its limitations.
1. BACKGROUND INFORMATION There is an ongoing problem about leadership styles and its impact on various aspects of employee performance and their work-related health. It has been suggested that leadership factors had an influence on the employee performance, although relationship between leaders and subordinates has gradually been more focused; but it is still scientifically unclear as to what extent and in what ways leaders influence the employee’s performance. The leader can be described as a possessor of the tools to create and change the structure and culture within an organization.
The structural changes have led to new demands on employees’ flexibility and ability to handle changes, which is referred to as a heath risk (Aronson & Sjogren, 1994).
With the ever changing business landscape of more and innovative competitors, most service firms recognize the need to introduce innovations and new technologies within their organizational processes to stay in the market, or retain their competitive advantage compared to their rivals.
An attempt was made to find out the correlation between leadership style of mangers and performance and satisfaction of managers and followers. Democratic/participative leadership style involves employees in decision making process (determining what to do and how to do it) to attain the organization goals.
Using this style is not a sign of weakness, rather is a sign of strength that our employees will respect. This is normally used when you have part of information, and your employees have other parts. Note that a leader is not expected to know everything. This is
References: 1. Armstrong and Baron (1998) Performance Management – The New Realities 2. Brewster Cobbler Holland and Warnich, 2003. Contemporary issues in Human Resource 3. Bartlett and Ghoshal (1995) – Harvard Bus Review 4. Norton (1999) The balanced scorecard: Participant’s Workbook 5. Hellriegel et al (2000) Management Second South Africa Edition 6. Hallaway, Francis Hinton (1999) The International Journal of Public Sector Management 8. Cherrington 1994, Baird (1986) Organization Behaviour 9. Foor and Hook (1999) Introduction to Human Resource Management 10. Cummings and Schwab (1973) Performance in Organizations determinants and appraisal 12. Brand, et al, (2000) Organizational development and transformation