Article Summary
The article on Leadership Style Emotion has broadly explored the impact of negative and positive organizational behaviors. According to the authors, all leaders aim at maximizing the ultimate performance of their workers in regards to achieving their organizational goals (McColl-Kennedy & Anderson, 2002).
The leadership style administered is therefore very crucial for reaching and achieving the set goals. The authors assert that the transformational approach in leadership is more yielding compared to the transaction approach (McColl-Kennedy & Anderson, 2002).
They argue that the style of leadership used contributes greatly in the performance of the subordinate.
Links Between Performance and Leadership
Nonetheless, McColl-Kennedy & Anderson (2002) are careful to note that leadership style cannot be the sole determinant factor in regards to workers’ performance. Factors such as worker’s perception of their leader’s style in leadership greatly affect their performance (McColl-Kennedy & Anderson, 2002).
Workers feelings about their ability to perform with the type of leadership provided has a great influence on their willingness to perform their duties as the authors assert (McColl-Kennedy & Anderson, 2002). The article shows the links between performance and leadership styles as well as the implications of an imbalance between the two.
Organizational behavior is greatly influenced by the leadership in an organization. Workers respond positively or negatively in their performance due to the organizational leadership structure.
Leadership structures may cause the workers to feel more closely attached to the organization or it can create a social distance that can be detrimental to the success of the organization. There are a number of models of organizational behavior, which include, Autocrat, custodial, supportive, and collegial models.
Leadership Models
In the models mentioned above, each meets a certain need. For instance, the autocrat model meets the subsistence needs of the employees. The custodial model on the other hand provides the employer with security and benefits. These two models according to research have been proven to have a minimal performance response.
The supportive model as well as the collegiate model both focuses on encouraging the workers hence enhancing their performance.
However, with the four models above, not many organizations operate with one exclusively without engaging at least an extra model. Managerial leadership that supports teamwork encourages employees to be responsible and demonstrate friendly relations will fellow colleagues (Roman & Boyce, 2001).
This positive organizational behavior can contribute greatly in achieving organizational goals. If for instance the management could consider investing in their employees through training, the performance of the organization would increase.
Case Study, Hypothesis
The management in a particular company decided to hold a training program aimed at improving workers’ knowledge on the market needs. They decided to offer training free of charge to their employees. Other employees also attended the seminar from different organization but they had to pay.
Almost 90% of the employees of the organizing company attended the seminar, which was designed to improve their skills and productivity in the industry (Gilbreath & Harris, 2002).
A few months later after the conference, there were notable changes in the organization in terms of workers’ interaction as well as financial growth. The performance of the company went up.
The company’s workforce became more free and interacted more efficiently with each other and a friendly culture was developed within the organization. The training helped the workers to have closer relations and work as a team.
Best Leadership Models
Leadership that focuses on the employees is more often successful compared to one that does not (Geller, 2001). Applying such leadership models that focus on the employees’ welfare such as the supportive and the collegial models, workers’ performance improves.
This is partly due to a feeling of belonging and being part of the company. A company that supports and pays more attention to employees’ prerequisites benefits from greater loyalty compared to one that does not. With workers feeling as part of the company, their performance will definitely improve positively.
Quality of Work Life, QWL and Its Effects
For best performance among the workers, a leader must be keen to address the organization’s Quality of Work Life, QWL from time to time (Abernathy, 2001). Quality of Work Life refers to the favorable or the unfavorable working conditions in an organization.
Leaders are tasked with the responsibility to ensure that the working environment is perfect and that it can allow effective and maximum productivity. According to McColl-Kennedy & Anderson (2002), working conditions greatly influence the emotional buildup of workers.
The authors indicate that both the leaders and the subordinates may have some negative or positive feelings depending on the working conditions they are subjected to (McColl-Kennedy & Anderson, 2002).
Conclusion
The article therefore has outlined the ways through which leadership in organizations can influence the organizational behavior. According to the authors, subordinates respond positively or negatively to the leadership style that is in place.
This means that before engaging a leadership model it is critical to analyze its impact on the organizational culture. A leadership style that contradicts workers’ culture will be rejected hence escalate negative emotions. As the authors have indicated, I agree that leadership styles have great impacts on organizational behavior.
References
Abernathy, B. (2001). Focused vs. Consolidated Measures in Performance Pay Systems. The Behavior Analyst Today, 3 (1), 7–12.
Geller, S. (2001). Behavioral Safety: Meeting the Challenge of Making a Large-Scale Difference. The Behavior Analyst Today, 2 (2), 64–75.
Gilbreath & Harris (2002) Performance-Based Pay in the Workplace: Magic Potion or Malevolent Poison? The Behavior Analyst Today, 3 (3), 311–316.
McColl-Kennedya, J., & Anderson, R. (2002). Impact of leadership style and emotions On subordinate performance. The Leadership Quarterly, 1 (1) 545–559.
Roman, H.R. & Boyce, T.E. (2001). Institutionalizing Behavior-Based Safety: Theories, Concepts, and Practical Suggestions. The Behavior Analyst Today, 3 (1), 76–82.