Leadership Effects on  Organizations


      Some leaders motivate their employees by rewarding or providing them with a raise, a good performance review, a promotion, and new responsibilities to make them followers. In contrast, others will use knowledge, expertise, and vision to change those around them. Leadership style has a great impact on employees’ effectiveness, the organization’s culture, and structure. In essence, there is a great relationship between the leader and employee motivation, group dynamic, organization structure, and culture (2010). A great leader focuses on developing his team; they are compassionate, they lead by example and serve their organization with a servant attitude. Every leader’s goal is to ensure the mission’s success. A great leadership style begins with the natural feeling that one wants to serve, to serve first because conscious choice brings one to aspire to lead, unlike an autocratic style of leadership that expects followers to obey his orders. A bad leadership style can damage the organization by forcing its employees to play roles and services for the leader’s ego satisfaction. Other leaders will follow the company’s policy to drive execution (Altheeb, 2020).

    Transformational leadership focuses on inspiring to achieve company goals; they are straightforward, open-minded, adaptable, and innovative. This leadership style is idealized influence; inspiration motivates employees, is intellectual stimulation, and considers its followers. This style of leadership uses inspirational motivation to inspire followers to attain the company’s goal. For example, a supervisor with a transformational leadership style will describe his goals in an attractive and compensating manner and motivate his employees challenging them to pursue those goals. Employees love to work with leaders that talk the talk and walk the walk. An idealized leader makes sacrifices and is a role model for the team. Providing vision and mission for subordinates about the company’s objectives makes the leaders a role model in front of the employee. With performance, transformational leaders have high ethical conduct with selfless 3 service to the organization willing to do anything for their team. This is a sure way to manage cultural change as a flexible and continuous process. For example, living by example affect employees’ attitude toward the organization. Employees are honest because the leader portrays geniuses of values and ethics in the workplace (Mercadal, 2020). These sacrifices help build and maintain the organization’s culture.

    This quality of leader inspires, coaches, and trains subordinates and stimulates them to get experiences. In this, the leader pays attention to the individual growth level. The attitude causes employees to have better relationships and respect for their leadership, focusing on building team dynamics. For example, team members will want to succeed on a task, and so they work together by equipping each other through encouragement and building a team member who falls short. There is an effect of transformational leadership on team effectiveness. A good leadership style will influence how groups interact with one another. The group will work better if the dynamics are effective. This Leadership style focuses on task-oriented behaviors. The group focuses on the vision and mission because the transformational leadership style provides the team a vision plan and direction. Transformational leaders will change the organization’s goals to fit the vision and motivate the group to accomplish the mission. An example is that individual team members will focus on building their talent to win. Groups and teams love following leaders that have compassion and confidence in their ability. This kind of strong attitude makes their followers believe that they follow a leader that will guide them into success. Transformational leadership style contributes to workgroup creativity. In China, other scholars have noted that authoritarian leadership styles negatively impact group creativity while transformational leadership style positively impacts group creativity (Zhang & Wang, 2011). Groups want to feel empowered by someone who cares and has the gift to empower others and not 4 someone who just gives orders.

    A company culture that believes in micromanaging and putting pressure on the employees will hire an authoritarian supervisor. Leaders’ behavior plays a huge role in team performance. For example, transformational leadership believes that behavior has an indirect effect on team performance through team empowerment. An example is a behavior becoming a norm and culture in a team that encourages team members to have a better relationship among colleagues to build team performance. In essence, the supervisor shows love, compassion, and selfless service. This behavior influences the employee’s perspective about dedication and how it impacts the company, group, or team success (Cole & Bruch, 2011). One of the critical qualities of the transformational leadership style is that they help their employees grow by setting up goals, providing opportunities, and develop the employees by providing feedback so the employee can mature. Transformational leadership helps employees understand their responsibilities toward achieving organizational goals and help build a hierarchical arrangement of lines of authority, communications, rights, and duties of an organization (Garg & Krishnan, 2003). An example is a supervisor who holds meetings with assign leaders to make sure they play their roles and fulfill their responsibilities within the organization. Leaders and followers uphold each member in the team to higher accountability of motivation, value and morality. The leaders set goals, set a plan, prioritize work, delegate, lead, and manage their group. 

                                                                       Reference

Altheeb, S. A. (2020). Leadership style and employee motivation: A study of Saudi Arabian work environment. Journal of Educational Psychology - Propositos y Representaciones,

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Garg, G., & Krishnan, V. (2003). Transformational leadership and organizational structure: the role of value-based leadership. ResearchGate. https://www.researchgate.net/publication/258919400_Transformational_Leadership_and_Organiz ational_Structure_The_Role_of_Value-Based_Leadership.

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Cole, M. S., Bedeian, A. G., & Bruch, H. (2011). Linking leader behavior and leadership consensus to team performance: Integrating direct consensus and dispersion models of group composition. The Leadership Quarterly, 22(2), 383–398. https://doi-org.ezp.waldenulibrary.org/10.1016/j.leaqua.2011.02.012

Wang, D. C., Hall, M. E. L., Shannonhouse, L. R., Mize, M. C. B., Aten, J. D., Davis, E. B., Van Tongeren, D. R., & Annan, K. (2020). Why humility is vital to effective humanitarian aid leadership: a review of the literature. Disasters. https://doi-org.ezp.waldenulibrary.org/10.1111/disa.12446   

Kingsley Nkrumah PhD  Candidate

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