Report on effective leadership Assignment Sample

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Introduction

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Leadership is related to an individual's personal or an organisation's capacity to exert influence over their following and guide their followers or other objects deemed to be emblematic of the organisation. The premise behind many diverse forms of leadership is that excellent leadership has the potential to make efficient and visionary decisions and encourage others to agree with those decisions, regardless of how those decisions are characterised (Achua and Lussier, 2010).

Throughout history, there have been several powerful leaders who have motivated large numbers of people to take action to improve the world. This century's rapid economic and technical developments have resulted in major shifts in nearly every industry. Innovations in technology and business have a huge impact on today's society (Majola and Volmink, 2022). To keep up with rapid change, successful leadership has acquired the ability to adapt quickly and effectively. When it comes to management, it's becoming increasingly common for employees to be involved in the decision-making process, as well as for human resource planning to emphasise employee satisfaction.

Today's leaders are exceptionally sensitive and adaptive, which makes them highly useful. They may analyse a variety of points of view to develop fundamental concepts that will aid them in making sense of what is going on around them. The ability to compress ambiguity is demonstrated by those who are receptive to receiving information from opposing sources (Tung and Dung, 2022).

Leaders from prior generations depended on a fairly stable environment, in which change happened at a much slightly slower pace, to make long-term plans for their societies (Majola and Volmink, 2022). While the past has become increasingly unpredictable, the future is practically impossible to fathom, and the present exists only for a brief point in time.

In this regard, this particular report will discuss the implication of the positive perception and psychological contract on the performance of a leader. Alongside, this particular report will forecast the impact of leadership on the talent acquisition and retention of the workers in an organisation. Also, this report will cater to the contemporary approaches of the leaders that can be placed in a leading position in the performance of a company.

2. The impact of trust and a positive psychological contract on leader effectiveness

The concepts of leadership and psychological contracts are intricately linked. For the most part, leaders benefit from the execution of these obligations while also bearing the consequences when they are not. The difficulty is that leaders cannot control the "attempting to make" of psychological capital; however, there are strategies that may be used to affect the construction of nonverbal contracts.

Contracts have an impact on interpersonal dynamics as well as the establishment of job tasks and practices (Liang et al., 2022).  Nonetheless, because it has not been created, it is regarded as distinct from any legitimate employment contract, which stipulates specific job tasks and obligations.

Unwritten intentions of an employee or workforce toward their employer are referred to as the "Psychological Contract" in management, economics and human capital. Psychological contracts are agreements between an employer and an employee that specify the tasks, privileges, and benefits that the employee expects in return for their hard work and dedication (Muliati et al., 2022). An important consideration is how well the single concept of "Psychological Contract" represents workplace sentiments as a collective or systemic experience. For organisations, the collective viewpoints and behaviours of a group or workforce are often considerably more essential than any individual's understanding of what the Psychological Covenant entails, and leadership is usually focused on aggregate or group problems (Islam, Furuoka and Idris, 2021). Especially in large corporations, when the sheer size of the organisation makes it impossible to address the Psychological Contract's full implications on an individual level, this is true

2.1 Vertical psychological contracts for the employer and employee relationship

The usual company relationship is represented by vertical psychological empowerment in businesses. They manage the social ties that exist among people who operate in a traditional hierarchical structure. An employee pledging to be a valuable worker with minimal grievances and a manager agreeing to follow informal worker guidelines such as granting autonomy are examples of vertical psychological contracts (Agarwal et al., 2021).

2.2 Psychological contracts are reciprocal and based on expectations

Psychological contracts are important because they describe the basis of the relationship that exists between an employer and the employees. Contract terms are essential but implicit agreements that serve as the foundation for workplace interactions because of their mutuality and intimation nature (Herrera and Las Heras-Rosas, 2021). Contracts are essential but covert agreements that serve as the foundation for employer-employee interactions because of their mutuality and intimation nature.

There are a variety of factors that impact cognitive agreements, among them the following (Agarwal et al., 2021):

The extent to which the role of employees' values are consistent

As well organisational features such as perceptions of organisational justice, are all taken into consideration.

Numerous research studies have been undertaken to determine whether or not effective commitment is significant. It surely does matter in terms of fulfilled psychological commitments (Novitasari et al., 2021). This is because they result in favourable employee results. These include the following:

Intention to reduce turnover

Enhancement of work performance

Positive attitudes and actions

As previously stated, the success or failure of an effective commitment affects the fortunes of leaders. As seen with the aforementioned occurrences, it is difficult to understand why leadership would want a contract to fail (Herrera and Las Heras-Rosas, 2021). Because most psychological contracts are executed by the prospective or present employee, leaders have relatively little influence over their personality traits. However, if given the right information, they have the power to sway public opinion.

Whether human resource professionals or CEOs are aware of it or not, the truth is that agreements have the potential to have a big impact on how employees perceive their employer. There is a possibility that it will have an impact on their relations with the business and with their coworkers.

3. The influence of leadership on talent acquisition and retention

Good and trustworthy leadership may help to strengthen corporate culture, motivate staff, and instil a sense of goal and motivation in those who might have been uninspired or unimpressed. There is a plethora of evidence to back up this claim (Mey, Poisat and Stindt, 2021). According to one study's findings, the majority of per cent of those surveyed saw leadership as a vital influence in fostering employee satisfaction and influencing staff retention. According to the research, leadership impact may be remarkable when it comes to staff retention and plays an important part in preserving the group's talent. Style of leadership is critical for staff retention (Palanisamy, Chelliah and Muthuveloo, 2021).

Executives responsible for talent development must have a solid awareness of the talent environment to function properly in placing qualified candidates inappropriate roles at the appropriate time. In today's difficult and demanding job market, talent management and recruitment have emerged as the two most important skills to have on one's resume (Priya, 2021).

It's not only about filling open jobs that talent acquisition is focused on; it also requires a long perspective (Petrovskaya, 2021). To fill a position, a person in charge of recruiting new employees must identify the ideal applicant. So when a person is "acquired" instead of "hired," everything is taken into account, from scouting for potential employees to training and incorporating them into the company's culture. The job of a talent acquisition manager has become increasingly difficult and demanding in recent years. For instance, Google has grown from two people to over 32,000 in the previous 14 years, making it difficult to maintain its agile and hardworking startup days. Google employs experts like “Jessica Wisdom” to reintroduce that feeling.

As they stated, "our ultimate aim is to keep them here, to keep them focused on their job, and studies do indicate that when people are quite happy, they are more productive and motivated."

Effective executives at Google are also enthusiastic about acquiring the appropriate data, assessing it, and integrating it into every design decision, from evaluations to conferences and consultancy services to product development. They have even done psychographic assessments over the course of several decades (Harsha, 2021).

In that case, Loreal in China is also employing the employees based on the judgement of their talents. From their statement, it has been seen that “Real skill is what we're searching for in pupils. We want individuals that are a better fit for our corporate culture and the abilities we want, and they are not always going to possess those capabilities”.

A leader's involvement in staff retention is far more critical than a manager's job. It is critical to retain competent individuals who are committed to the business and capable of making a positive contribution. Strong retention strategies must be implemented to retain high-potential workers who have spent significant time in the business and are intimately familiar with it (Barkhuizen and Gumede, 2021).

The following are the roles and obligations of leaders in the context of employee retention:

It is the team leader's responsibility to recognise the efforts of the team members and to show gratitude for their accomplishments and performance. Top performers in the organisation must be recognised and given extra attention to accomplish consistent outcomes (Petrovskaya, 2021).

Each employee should be treated fairly. All employees must be subject to the same regulations and standards. It is advisable to refrain from showing favour to somebody at all costs (Harsha, 2021)

Leaders should communicate openly with their staff. Employees ought to be satisfied with how they are communicated since this will encourage them to stay loyal to the firm.

4. A contemporary leadership approach to performance management and the impact on organisational performance

The success of any organisation is dependent on several different factors. The importance of leadership cannot be overstated. Regardless matter how affluent an organisation is in respect of monetary, intellectual, and resource extraction, if the individuals responsible for coordinating its operations are incompetent managers, the organisation will fail to achieve its objectives (WANASIDA et al., 2021).

It's been shown time and time again that no successful business would be where it is now without strong leadership. It is important to point out that leadership is not about credentials or even recognition (French et al.,2021). Developing effective leadership is a far more substantial process that requires hard effort and dedication.

Types of leadership Approaches

To guide others, develop a strategy, and inspire them, a leader must have a certain style of leadership.

Transformational Leadership

This leadership style motivates subordinates to look beyond their self-interest to accomplish corporate goals that exceed stated standards. This is accomplished by modifying their perceptions, actions, morality, thoughts, ambitions, and values (WANASIDA et al., 2021). This leadership is concerned not just with achieving corporate goals that exceed stated objectives, but also with developing the capability of their workers or employees.

Transactional Leadership

This style of leadership is well-known for being the first to employ a carrot-and-stick strategy to accomplish organisational objectives. Conditional reward, active error control, and passive event managerial staff are the three elements that make up this system (Silva et al., 2021).

Laissez-faire Leadership

Despite its ruggedness, this leadership style lacks authority. Failure to lead and coordinate activities are defined as the "inability or demonstration of a general failure to accept responsibilities for leadership and coordination, exhibiting leaders who resist making choices, delaying to act, and also being absent in key moments." The absence of interference by the leader in employees' decision-making processes, as well as how employees try to attain organisational goals left to them, are other characteristics of this type of management style (Alhashedi et al., 2021).

Participative Leadership

This type of leadership is known as democratic leadership in many circles. When making a decision, participatory leadership consults with employees and carefully considers their suggestions (Silva et al., 2021). If an organisation is undergoing transition, the participative leadership style makes it easier for employees to adjust to change because they have been given a significant role in the process of execution.

Bureaucratic Leadership

To be effective, a leader must adhere to a strict set of rules and ensure that all of his or her subordinates do the same. In this system, there is no place for new ideas or operating by the book. Hospitals, colleges, banks (especially those dealing with large quantities of money) and government institutions commonly employ this leadership style to combat corruption and improve security (WANASIDA et al., 2021). The inability of an organisation to adjust to a changing environment is a common source of dissatisfaction among high-energy, high-confidence individuals.

Charismatic Leadership

The team is motivated by an excess of energy and enthusiasm, which is provided by the dynamic leader who is always thinking forward. It serves as a role model for the organisation and inspires others to follow in their footsteps (Silva et al., 2021). The early theories of leadership emphasised the attributes that distinguished leaders from non-leaders; however, subsequent theories of leadership addressed additional aspects such as specific situations and skill set composition.

5. Conclusion

The ability of a person or organisation to inspire and lead others, whether they are members of the organisation or not, is referred to as "leading by example." Numerous people have been moved to action by the charismatic leadership of a few individuals throughout civilization. Almost every industry has seen substantial changes in the incredible technical and economic progress that has occurred in the last century. In today's world, leaders are incredibly valued because of their ability to adapt to changing circumstances. There are several ways in which they might come up with fundamental concepts that will help them make sense of their surroundings.

However, one thing is that the expectations of the people are never completed and that is why the perceptions of the people are constantly changed. Regarding this fact, Organizations and people in positions of leadership are compelled to accept a new environment that is significantly different from the previous one. Whether embraced or otherwise, it is the unavoidable future that is rapidly becoming a reality in many enterprises. Simultaneously, there is an option between denying and reacting to these socio-economic upheavals or acknowledging and embracing them.

According to the respondents, to be more effective, businesses must increase their usage of leadership networks. The first step for businesses should be the development of an intelligent leadership structure that can focus and diffuse in response to a variety of operational issues. They may include individuals from a variety of geographical locations, job functions, and levels of expertise both within and outside the organisation. Firms that grow their social networks and build a shared leadership culture acquire more adaptability and collective strength in the same way that the brain's neural nets and connections proliferate with time.

In the event at least some of the changes indicated in the preceding section take place, there are presently no paradigms or programmes that can create the necessary leadership capabilities. If the previous leadership practises were devised 10 years ago to deal with problems, it would be simple for companies just to reproduce them. This will necessitate a new era of innovation.