Leadership style in Joothor Development Services - Essay Example

Leadership style in Joothor Development Services Contents Leadership styles in modern organisation 3 Introduction 3 2.Description of the topic 3 3.Data analysis and results 4 3.1Analysis of leadership at Juthoor Development services 6 3.2Employee empowerment and Involvement 6 3.3The Functional Model 7 3.4 Team Leadership 7 4.Discussion and Recommendations 8 5.Conclusion 9 Leadership styles in modern organisation 1. Introduction This leadership project epitomizes on effective leadership styles in modern organizations. It begins with an introduction to leadership reviewing the leadership styles and their theories. The center of this research will be on Juthoor Development services discussing the type of leadership styles and strategies applied in the company. Further focus will then be on team leadership which is practiced in Juthoor Development services. A leader is a person possessing a mixture of skills and styles that influencing a team to follow his direction (Deming and Orsini, 2013). Leadership thus can be described as the ability of motivating and influencing a team to achieving the set target and goals. It is about creating a vision and converting it to reality. In the business world leadership is related to performance with effective leadership with effective leaders being those with an ability of adding value to their company. It is a fact that most organisations around the world lose because managers are not adequately skilled and knowledgeable and failing to acknowledge the leadership issues that should form part of their decision making activities hence the need for this project. 2. Description of the topic Strategic leadership is vital in the organisation’s endeavours of accomplishing and sustaining their competitive advantage in this era (Northouse, 2010). Effective leaders are gaining recognition on the important role they play in identifying opportunities and making the right decisions that add value to businesses through effective procedures. In this century, with the rapid change in business, studies and theories are centred on leadership as a whole, the followers and the nature of leadership exhibited in organizations. This has facilitated the need to studying leadership with the focus on managing invariable change which is normally referred to as New Paradigm model. The New Paradigm model focuses on model theories for instance charismatic leadership, visionary and transformational leadership. Visionary leadership is described as the act of creating practical and sensible, robust vision for the future of a company (Northouse, 2010). Charismatic leadership entails creating of influential personality where individuals are naturally drawn to the leader whereas transformational leadership focuses on positive follower-transformation. Modern theorists view leadership as development of social capital with the need for studying “follower ship” as opposed to the old models entailing motivation and goal achievement. 3. Data analysis and results To effectively analyze and evaluate the effectiveness of the leadership style employed in the Jothoor Development Service Company, I sought to collect data from senior employees on the effectiveness of the leadership style employed and opinions on other styles of leadership in relation to the performance of the company. I administered a questionnaire which was divided into four sections to ten senior employees in which I needed responses concerning: the leader, the subordinates, the prevailing situation and other possible factors that may contribute to the leadership style used. The results were as follows: Number of employees Authoritative leadership Participative leadership Laissez faire leadership 10 2 7 1 Chart representing leadership styles at Jothoor Service Company From the data above, two of the ten managers at the company representing 20% still use the autocratic leadership style, 70%b representing 7 managers use participative which is the most preferred style by transformational leaders while 10% prefer laissez faire where they delegate all the powers to the employees to decide for themselves. 3.1 Analysis of leadership at Juthoor Development services Juthoor development services is an organization comprising of real estate development professionals providing comprehensive client services across the Middle East. The company works with clients through the project feasibility phase, project implantation and development control phases. The whole entity is based on team work with each employee assuming a critical role to participate which is valuable to the organization. The success of the organization is based on the ability of employees working as a team to achieve the company’s vision. Relationship of leaders and their followers is fundamental in determining the success or failure of an organization. Involvement and employee empowerment are key attributes worth possessing by a leader. At Juthoor, the leader recognizes the vitality of the relationship between the team members and himself by adopting the following two attributes: 3.2 Employee empowerment and Involvement Involving the employees by asking questions as opposed to giving answers. (For instance, asking employees “How do we proceed on this?” “In your thinking what is our next step”). This kind of involvement provides a purposeful sense and satisfaction among employees enabling the employees better their efforts in improving their part of the job. Followers in this company are given an opportunity to lead (Deming and Orsini, 2013). This is achieved for example by asking an employee to lead a meeting or delegating responsibility to an employee in a task that the manager is also involved as a participant. This empowerment accords an employee with the ability to develop confidence and aid him take ownership. Being a team based organisation, my focus on this project will be team leadership. 3.3 The Functional Model The model focuses on work groups in companies are lead rather than focusing as to who is their leader (Northouse, 2010). The effect of this model is a reduction in time spent on focusing on the person holding a leadership position by paying attention to the leadership function taking place. It controls its argument on the nature of the work group and the followers that the leader has. This model describes what is taking place at Juthoor Development Company, where work is done by teams which have high team spirit and ensures transparent communication. Owing to the fact that this company is a service provider for real estate development, it attributes success to the collaboration among the team members. The business is housed on team work with high interdependence level working towards achieving a common goal. A team has numerous advantages to any entity among them: Maximizing the human resource value: any achievements or failures of a team are not attributed to individuals, but rather the entire team since team members are trained and coached by their workmates.Continuous improvement and development: management of a team has a great impact on its success (Deming and Orsini, 2013). In Juthoor, the leader upholds commitment to the team as well as the mission to be accomplished and desire to support the team and lead them to experience, enthusiasm and energy driven by his ability to build the team and achieve more as a team. 3.4 Team Leadership Team work and team spirit are the pillars of enhancing all the dimensions of growth in an organisation. Indeed, two heads are better than one, assuming all the duties and responsibilities alone may not assist an organisation in achieving the desired outcomes. Different individuals are bestowed with different skills and talents which, when brought together will outperform any individual. 4. Discussion and Recommendations Personal transformational leadership is a calling for managers in order to utilize their compassion and social expertise. Modern organisations’ managements including Juthoor development have challenges in building and developing emotional intelligence. To build their competencies adequate involvements are required, which can be achieved through education and intensive training related to their roles. Through constant self-education and learning, managers need to be encouraged to make improvements and also develop their skills. Modern companies have an obligation to offer support and encourage staff to learn and improve their management and supervisory emotional competencies and team building techniques required to perform their tasks. During recruitment and selection, companies should recruit people who will uphold the vision of the organisation and who have a pleasant personality. Suitable shifts are vital in their organizational structure to discourage more of complicated hierarchies and encourage more of flat structures. This change will further aid in rewarding staff when appreciating learning and self-development. Changes in the culture of the organisation and structure should serve to encourage the managers to chase emotional intelligence competencies they require to better motivate employees. The most difficult part of leading a team is motivation and it is an essential part determining performance, it is thus crucial that management spends considerable time and include a motivation element in their plans. 5. Conclusion In this century, companies and organisations are growing complex due to numerous factors among them diverse work environment, globalisation, culture issues and quality improvement programmes and systems. The constant changes in the external business environment call for flexible organisations in order to sail through and succeed. A number of theorists, authors and researchers argue that appropriate practice of leadership is anchored on the transformational leadership theory to enable organisations manipulate the ever dynamic business environment. Effective change management is only practical when key characteristics of transformational leadership are given superiority. The predominant bleive is that companies practicing proper leadership are the ones that gain competitive advantage. References Deming, W. and Orsini, J. (2013). The essential Deming leadership principles from the father of total quality management. New York: McGraw-Hill. Northouse, P. (2010). Leadership: theory and practice. Thousand Oaks: Sage Publications. Read More