Leadership practices and organizational performance

By

TABLE OF CONTENTS

TABLE OF CONTENTSII

CHAPTER NO 2: LITERATURE REVIEW1

Scholarly Articles1

Historical View of Leaders and Leadership8

Defining Leadership9

Leadership Theories11

Organizational Performance20

Perspectives on Organization Performance21

Organizational Performance in Business23

Organizational Performance in Non-Profit organization24

Leadership and Organizational Performance25

Transformational Leadership and organizational performance27

Transactional Leadership and organizational performance29

Passive-Avoidant Leadership and organizational performance31

REFERENCES32

CHAPTER NO 2: LITERATURE REVIEW

The literature review will provide the relevant literature about leadership practices used in organizations and its effect on organizational performance. The articles analysis of 3 articles will be provided which will be used in the study.

Scholarly Articles

The article by David Melchar and Susan (2010) provided the leadership practice of servant leader and how does it influence organizational performance. It investigates whether servant leaders are capable enough of developing other servant leaders. The research question of the study was to investigate how servant leaders can develop and attract other servant leaders. The research methodology used for this study includes Barbuto and Wheeler's (2006) Servant Leader Questionnaire which was used to determine the mid service mangers of 3 automobiles dealership and it helped to determine if they exhibited servant leadership behaviors which was considered for the employees.The theoretical framework of the study was based on the model of leadership which was proposed by Greenleaf and it helps in providing empowerment to employees which help in job satisfaction for the employees. Greenleaf also states that in this case the focus of servant leaders in on others rather than leaders as a servant. The findings of the study was based on five servant-leader characteristics and determined that servant leaders can create an organizational culture which can help in developing lower level managers. Similarly, strategic level managers help in creating organizational culture for servant leaders' development. The characteristics of servant leaders were based on organizational stewardship, altruistic calling and areas of wisdom. The limitation for the study was that only one industry was used for the study to test servant leadership development. The sample size used for the study was small. Therefore, the results may not be generalizable.

Dag (2006) provided the leadership practice and its relationship between organizational performances in a Norwegian context.The research question of the study was to investigate the relationship between leadership and leadership practices and organizational in a contemporary Norwegian context.The study used surveys which include 16 item 30 item LPI leadership questionnaire Excel performance questionnaire and questions of demographic nature.Many scholars view transformational leadership as a universal theory and others assume leadership practices varies in different contexts and cultures. LPI (Leadership Practices Inventory) consisting of “New Leadership” was chosen as the framework and the independent variable for the study. LPI is considered as reliable instrument in comparison with other leadership instruments. It uptakes factors and items from new leadership theories which include MLQ and TLQThe findings of the study demonstrate that transformational leadership has a positive strong relationship with organizational performance. It further suggests that 50% of organizational performance is dependent on leadership practice.The study has certain limitation which is based on the fact that the study results are not generalizable ...