The success of organisations in the modern market is usually depended on the profitability of these firms, as presented in their financial statements. In practice, it seems that the level of a firm’s profits should not be a decisive criterion for evaluating organisational…
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"Organisational success is determined by effective leadership. Discuss, using examples from organisations to illustrate your argument"
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It is proved that the traditional thoughts on effective leadership its relationship with organisational success should be reviewed. Moreover, it has been made clear that the criteria for characterizing a leadership style as effective can be different across countries with different social ethics and culture. In any case, it is made clear that effective leadership can lead to organisational success, even in the long term.
The criteria used for evaluating the success of modern organisations can vary. Usually, organisational success is related to the performance of an organisation in terms of employee satisfaction (Sims 2002, p.144). More specifically, it is believed that a high level of employee satisfaction reflects the ability of the firm to communicate with its stakeholders, a condition that its critical for its success (Sims 2002, p.144).
Kirby & Watson (2003) note that organisational success is often evaluated using one of the following criteria: ‘a) survival, b) growth and c) profitability’ (Kirby & Watson 2003, p.46). Each of the above criteria includes a series of sub-criteria; for example, growth reflects a firm’s potential to expand and to keep the performance of its employees at high levels (Kirby & Watson 2003, p.46). Still, the evaluation of an organisation’s success using the above criteria can be inaccurate mostly because the potentials of each organisation to achieve high profits or to survive in the market are differentiated according to the years of the firm’s presence in the market (Kirby & Watson 2003, p.46). For example, the criteria of growth would be more valuable when referring to ‘the start-up of the organisation’ (Kirby & Watson 2003, p.46). Profitability also should not be used as a criterion for evaluating organisational success in the early years of the firm’s presence in the market (Kirby & Watson 2003, p.46). Rather, profitability would be a critical criterion for evaluating ...
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A good leader always leads the organisation and its employees towards success. Thus, there is no right or wrong answer about importance of leadership for an organisation’s success. Organisations always depend upon capable and effective leadership that guides them through unpredictable changes.
1. Introduction The success of organisations in the modern market is usually depended on the profitability of these firms, as presented in their financial statements. In practice, it seems that the level of a firm’s profits should not be a decisive criterion for evaluating organisational success.
Engaged employees, thus perform their duties in ways furthering their organisation’s interests. Employee engagement, therefore, can be defined as the measurable degree of an individual’s emotional attachment to their work (Kruse 2012). Engagement measures both negative and positive attachment, commonly displayed in the various attitudes held by employees towards their job(s).
It is an innate tendency for human beings to live in their comfort zone. On the other hand, organizations need to survive in the current business environment where change is inherent. Therefore, organizations should be prepared to live with the change in order to stay at the top of the competition (Chapman, 2006).
A leader permeates a sense of accomplishment and directs the group to attain a specified goal. Numerous theories have been proposed by psychologists to determine and elaborate the characteristics of leaders. Some integral traits of leader as listed by researchers include extraversion, intelligence, conscientiousness, self-efficacy, and openness to exposure.
In several occasions, leadership has been confused to be synonymous with seniority. However, there has been clear evidence of the existence of powerful leaders with very lower ranks. Besides, some forms of leadership requires inborn traits and this has brought several contradicts as to whether a leader should be born or made (Van and Suino 2012).
However, all the beliefs and practices in the different cultures of the world usually have some similarities. This means that different cultures may have different beliefs and practices but they all share some similar outlines (Dyson and Brown, 2006). On the same note, cultures create a substantial difference among communities when comparing their norms, traditions and beliefs.
China managed its way up like a corporation through its people and for its people. The Chinese companies may have been late entrants to the global market place but they experienced shorter learning processes facilitated by advances in technology