1.
A leader in the organisation possess for a clear vision and courage where the employees can reach their target, goals and is motivated to recruit candidates who holds the potential to work abd tale pride in the achievement they make along the way. With reference to culture present in the organisation it is the responsibility and duty of the leader to create a positive culture where employees can work without any sort of hesitation (Ashikali and Groeneveld 2015). It is the role of a leader of not leaving their employees behind and motive and guides them to work and achieve their targets. Culture forms one of the most important attributes which the leader brings in for its employee and as a result the leaders hold a tremendous impact on the company’s culture. The culture forms with the incorporation of leader’s values, development and action towards their team as they require visibility and reinforcement towards the culture of the organisation (Newman et al, 2017). With the help of an example the leader shapes the culture in their own words and action on a regular basis where the action and the words gain momentum through the assistance of structure of the organisation and the policies to shape how the human resources operate.
However the leaders can influence the company’s culture by the following four ways and they are:
- The leaders contribute to culture by being strategic and following a particular leadership style.It is best for the leader to choose the situational leader theory as this allows the leader to act as per the situation the employees are facing. This theory does not restrict the leader of only delegating information but also contributing its efforts in guiding its assistance to the team members in achieving the objective (Thompson and Glasø 2015). This is an effective form of leadership that enables the leader to adapt the requirements of team and set the financial benefits for the whole organisation.
- Secondly the leaders encourage a positive culture within the organisation with the assistance of maximizing the employee engagement. The best corporation of the leader is known for keeping the best culture consistent and keeps the employee engagement with a lively spirit and a sense of humor. For examples it can be stated as the employee can be offered business trips of travelling to other countries which will encourage them and boost their motivation.
- Thirdly, the leader makes the culture a part of the operating and decision making process where the leaders focus to create a culture that is customer focused and make sure that their behaviors reelect the same (Meier 2016).
- Lastly, the culture enables the leader to work and build trust as this will facilitate smooth functioning of the work environment. Work creates honest relationship and this as a result helps in maintain a transparent relationship by being rational in nature.
With reference to the attribute of culture and its affects in the work performance the leader plays a positive role here. The positive influence of the organisation can create a constructive outcome from the employee performance (Graca, Barry and Doney 2015). Where there is constructive environment it becomes the nature of the employees to get themselves committed in achieving the goals and thus cater for a positive effect on the overall performance of the company. It is the culture that represents the ideologies, belief, practice and policies of the organisation and supports the employee in providing a sense of direction and control the ways the employee behave with their co-workers. Therefore it is vital for the business firm to incorporate the theory of Herzberg Two Factor Theory as it comprise of motivation theory and hygiene theory which will enable the employee to follow the norms and maintain the consistency of work performance and also maintain the culture of the organisation (Alshmemri, Shahwan and Maude 2017).
2.
Company’s culture can be treated as powerful because it leaves an impact on the employee and their pattern of working; therefore it is the responsibility of the organisation to cater a positive environment where employee will feel a vibe of self belongingness and will be highly motivated (Driskill 2018). However a positive culture does mot only affect the employee but it causes its impact on the recruitment efforts, sales, employee morale and profit earned. It is the culture of the company that attracts the people who wants to work and conduct their business which can inspire the employees to be more hard working and be productive while maintaining positivity at work place reducing the level of turnovers.
Therefore the functional effects of the organisation culture on employee can be termed as the first function of the culture which has a boundary that defines the role where culture assist in helping the distinction between one or more organisation (Syafii, Thoyib and Nimran 2015). Further it assists to create a sense of identify the organisation members and facilitate the generation of commitments of something which is larger than the one’s individuals self interest. On the other hand the dysfunctional area of the management can lead to barrier to implement change, lack of diversity in the work place and lack of acquisition and mergers. The comparison between the functional and dysfunctional attributes can be illustrated with the following effects on the organisations culture and the functional effects are:
- With the help of culture the functional attributes of eliminating boundaries can be conducted as culture helps in creating distinction between the organisation and the work performance of the employee.
- The functional effect of culture can create a sense of making and controlling the mechanism that shapes and guide the behaviour and attitude of the employees. This is however is important to study the behaviour of the organisation and can be facilitated by implementing several types of theories in order to set assumption, implicit the rules and understanding the guidelines which can be the day to day behaviour of the employees.
- The culture forms the benefits of the organisational commitments in order to increase the consistency of the employee behaviour. As a result it also decreases the ambiguity where employees become very clear as how things are to be done and what is more important for the organisation.
- The functional attribute of the organisation enhances the social system stability where the element of social culture holds the organisation together by catering appropriate standards for what the employee should state and do (Pheko, Monteiro and Segopolo 2017). However this facilities the employee with certain do’s and don’ts for while being present in the organisation.
Therefore the dysfunctional attributes of the organisational culture and its effect on the employee are stated below:
- There is barrier to change in the presence of dysfunctional area of management when the environment is dynamic and provides to be liable as the employee is resistant to change. For example the IBM and Xerox have strong culture within their organisational framework and ensure strong relationship which will make them work in the past where this strong culture becomes a barrier to change the business environment.
- There is barrier to diversity where strong culture is present as it puts a lot of pressure on the employees in order to confirm the style and values of the organisation (Chaudhry et al,2016). There are new recruited employees who belong from different class, religion, creed and race who are expected to confirm the organisational culture and value or are termed to be unfit for the place.
- Lastly there can be cultural barriers between the mergers and acquisition which acquire the company to merge the firm if needed. However there are changes in the recent trends and cultural capabilities holds the primary concern while deciding the acquisition.
3.
The charismatic leaders can be defined as the leader who utilises the methods of encouraging the behaviour in employees in some away or the other and cater to communication, persuasion and force of personality. The leaders who holds the attribute of charismatic and is visionary follows the pattern of motivating the followers and get their things done in order to improve the way they delegate their work (Conger 2015). For example the leaders who deals with the management in a charismatic and visionary manner are confident, dominating and has strong convection and ability to gather the followers on their side. However Adolf Hitler was a charismatic leader and provided his point and vision of the future for the people. From the business point of view the CEO of General Electric’s formally known as Jack Welch is a good example of a charismatic leader where he used his lessons he learnt as an athlete and incorporated it in the organisational framework (Sy, Horton and Riggio 2018). With reference to the potential disadvantage of the team leader who is highly charismatic and visionary can be can be viewed of their characteristics they obtained within themselves which are idealised influences, inspirational motivation and also the flip side of the charismatic leaders where they only think about the well being about themselves and for the business.
The potential disadvantage factors of selecting a team leader who is highly visionary and charismatic are briefly illustrated as follows:
Organisation is dependent on the energy of the leaders: are the charismatic leaders who are the center of the energy level f the employees and are individually involved. It is encouraging for some of the people to follow the mission and vision which ultimately leads to an exhausting experience (Brands, Menges and Kilduff 2015). Ultimately the energy level begins to sink and as a result there are fewer number of followers who come along. However if the same energy is prolonged for a long period of time the employee abandons their vision altogether.
It prevents new leaning opportunity from occurring: it is the nature of the charismatic leaders to convince others and make them follow their vision. This means that the employee who join new firm has to forget about the dreams and vision, creativity and plans because they see something different from the perspective of a leader. The employee instead of following their own dreams and opportunity are pushed to follow the leader’s dream and vision.
Changes the value system of the followers: the attribute of affliction can cause a change in the employee’s personality, spiritual and value system by following a charismatic leader (Dünnweber and Fortmüller 2017). It is the nature of the leaders that creates a situation where many believe that the ends of the organisational framework that will justify the mean to get there.
Leadership style that fits into a rigid structure: these are the leaders who tend to pursue their own vision at the expense of any rules and regulation which are created by them. From the point of an organisation structure a rigid regulation or processes that must be followed and the leaders tends to lose their own to go in a different direction.
However with the implementation of the Charismatic leadership theory as the theory enables the people to follow the perceive notion of the leaders as they possess the extraordinary characteristics and as a result the followers develop a long ties where the attributes are eventually depended on presumption (Barnes et al, 2016). According to some of the researchers it is found that this type of leadership theory affects the followers’ drive and attitude even if the followers does not feature the leader as charismatic or exceptional. On the other hand the other researchers they argue on the fact that the leaders traits, situation and followers collectively determine whether the appropriate characteristics of leaders are present or not.
4.
The leadership can be defined as the ability to guide others in terms of solving a problem or guiding to the right path or a right direction that leaves the people with accomplishment and empowered. It is the duty of the leaders to get the employees reach the goal and bring the employees, from the point they have been to the point they should have been. A leader will contribute and manage the staff through communication, innovation and creativity in work place, awareness, building relationship and delegating its authority and power over the employees as he or she holds the authority to do so. In this situation of authority and responsibility the attribute of power comes into the frame (Woods 2016). Therefore power can be defined as the things that make it happen in the organisation and can be defined as the leader’s ability to influence other. The positional power is a result of a manager’s position within the organisation and the basis of power can be segregated into legitimated power, coercive power and reward power.
Therefore in the presence of an organisational framework the attribute of power comes from the higher authority and goes down to the lower authority that is from the strong to the weak. The hierarchy flow of communication from the higher to the lower level of the management brings in the attribute of power which delegates to control the managerial activities at various areas and fields and assist in maintaining the ethical values of the firm. However power can be differentiated from leadership because delegating the role of a leader tends to hold the vast variety of skills and responsibilities whereas power can be with the operational managers, the stakeholder and the CEO of the organisation (Chiu, Balkundi and Weinberg 2017). In some situation the notion of power is often confused with the abuse of the power. For example the CEO of Tesla Elon Musk holds the power of a company where he could not use it appropriately and decided to sell off the motors and take it privately just by making an informal announcement in Instagram. However it is seen that leadership is different from power, as the role of a leader not only holds the attribute of power but needs to know that how he or she should implement the same at the right time and situation.
With reference to power it can be explained that it is the ability of any individual to exercise from the elements of controlling one another whereas leadership is the ability to build a vision, motivate the employees and coach and guide the team at the right path. However the aspect of credibility is requited in leadership and should not be embraced in power. It can be explained that the source of power is derived from position and the authority which one posse in the organisation and the source of leadership comes from the personal attributes and quality. However it can be witnessed that nature of power is generally categorised as forceful and controlling in order to make the followers follow the command. Whereas with respect to leadership the nature of the leaders involves to be inspiring and encouraging where the subordinates are supported to complete their task. Lastly the attribute of dependency of leadership requires the feature of power in order to be efficient. Therefore power does not rely on leadership where anyone can incorporate power within themselves but needs not to be a leader (Lisak and Erez 2015). Hence it can be concluded by stating that power tends to give orders and commands and it requires time for the employees to listen to such direct commands and however deprive itself to creativity whereas leadership does not facilitate such activities but rather motivates the employee in completion of their task and achieve their personnel and organisational goals.
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