Organizational Culture
Leadership is a necessary part of an
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Leadership is a necessary part of any organization, and managers who combine leadership skills with management traits offer organizations enhanced productivity and better long-term prospects than those managers who are not leaders. However, the line between leader and manager is ill-defined: leaders are not necessarily good managers, and managers do not always possess leadership characteristics. Both leaders and managers are required in successful organizations. Leaders provide the long-term vision for the organization, while managers possess the talent for putting that vision into concrete action and managing day-to-day activities that accomplish that action. The type of leadership that succeeds in any organization is, to some degree, determined by the organizational culture in which the company operates. Conversely, the type of organizational culture that is found at the company is dependent on the type of leadership that is provided. This research examines two common types of leadership and considers them in connection to the organizational cultures which support them.Luthans identifies six factors which can be found in organizational cultures: observed behavioral regularities, norms, dominant values, philosophy, rules and the organizational climate (p. 563). Observed behavioral regularities are typified by the language, tasks, jargon and roles which members of the organization use and expect to find within the organization. Just as i
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approaches have been identified: charisma/inspirational, individual stimulation and consideration for the individual (Matey, 1991, p. 601).
Under charisma/inspirational approaches, the leader demonstrates a high degree of popularity or celebrity status and is held in high esteem by peers, subordinates and superiors alike. Typically, the charismatic leader is also visionary, courageous, value driven and serves as an agent of change within the organization. Transformational leaders who use individual stimulation exhibit a high level of awareness of current employee problems. Ways in which this awareness is created include life experience, the ability to handle ambiguity, the ability to handle complexity and uncertainty, and the demonstration of intellectual courage. The third type of transformational leader uses consideration for the individual, which is considered the final behavioral pattern of the transformational leader. Leaders who exhibit this trait understand their individual subordinates through one-to-one interaction. These leaders have a concern for and a belief in their individuals (Matey, 1991, p. 601).
Comparison of Transactional and Transformational Leadership
Transactional leaders are interested in output,
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Some common words found in the essay are:
Culture Today's, Definitions Luthans, Deluga Souza, Conclusion Leadership, Seltzer Bass, Introduction Leadership, Leadership Transactional, Inkson Moss, Journal Management, organizational culture, transformational leadership, December Transformational, transactional leadership, transformational leaders, transformational leader, organizational climate, transactional leaders, leadership styles, type leadership, matey 1991, organizational culture includes, leadership transactional leadership, december transformational leadership, type leadership style, deluga souza 1991,
Approximate Word count = 2483
Approximate Pages = 10 (250 words per page)
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