Leadership And Organizational Performance Of An Organization - amazonia.fiocruz.br

Leadership And Organizational Performance Of An Organization Video

Leadership plays an essential part in creating competitive advantage and well-being among employees. One way in which formal leaders can deal with the variety of responsibilities that comes with their role is to share their responsibilities with team members i. Although there is abundant literature on how high-quality peer leadership benefits team effectiveness TE and well-being, there is only limited evidence about the underpinning mechanisms of these relationships and how the formal leader can support this process. To address this lacuna, we conducted an online survey study with employees from various organizations.

Original Research ARTICLE

The results suggest that an empowering leadership style of the formal leader is associated with higher perceived peer leadership quality PLQ on four different leadership roles i. In addition, formal leaders who empower their team members are also perceived as better leaders themselves. Moreover, Leadership And Organizational Performance Of An Organization improved PLQ was in turn positively related to TE and work satisfaction, while being negatively related to burnout. In line with the social identity approach, we found that team identification mediated these relationships. For many decades, organizational structures were vertically structured with the formal leader being hierarchically placed above the followers. This conceptualization inferred that leadership is a downward process in which a single individual in a team or organization — the formal leader — influences his or her followers Pearce and Conger, ; Bass and Bass, However, since the beginning of the new millennium, organizations are faced with fast-changing environments and increasing workload with complex tasks Day et al.

Build a high-performing organizational culture

These changes place unrealistic expectations upon formal leaders, as it is unlikely that a single person can effectively perform all leadership responsibilities Yukl, As a result, organizations have increasingly started to question this conventional single-leader paradigm. This debate gave rise to a shared leadership approach, which implies that rather than burdening one individual with all the responsibilities, it is more realistic and effective to rely on the strengths of the team members to share these leadership tasks. This approach entails that leaders cannot only be formally appointed in their role, with leadership responsibilities being officially and explicitly assigned to them e.

Instead, leaders can also emerge as informal leaders due to their natural interactions with their colleagues Pearce and Https://amazonia.fiocruz.br/scdp/blog/work-experience-programme/the-otago-youth-wellness-trust.php, During the last decade, the interest in shared leadership has substantially increased and the topic receives considerable recognition in performance psychology.

What does organizational leadership mean?

Indeed, research in organizational teams revealed a positive impact of shared leadership above and beyond that of vertical leadership structures on a variety of outcomes, including goal commitment, team confidence, and tangible performance indicators such as productivity e. In particular, the literature focusing on modern shared leadership structures in organizations, such as self-directed and agile teams, points towards the positive impact of shared responsibilities because they foster the sharing of values and norms and generate a stronger sense of team competence Solansky, ; McIntyre and Foti, Moreover, shared leadership has also been found to buffer against team conflict e.

The efficiency of a structure of shared leadership has been argued to hinge upon a transparent definition and allocation of roles Bray and Brawley, Bales and Slaterfounders of the role differentiation theory, proposed a dual leadership structure including two leadership roles focusing Oganization either task activities instrumental leader or socio-emotional activities expressive leader.

A team structure encompassing both Leadership And Organizational Performance Of An Organization instrumental and an expressive leader was found to minimize time, effort, and psychological tensions between team members Pearce and Conger, Throughout time, researchers also suggested considering other leadership roles, such as goal setter, planner, and group symbol as well as coach and promotor of team learning Krech et al.

However, it should be noted that most of the studies on role differentiation Organizatiojal focused exclusively on the roles of formal leaders e. Despite numerous calls of scholars in the field emphasizing the need to also identify leadership roles for peer leaders within organizational teams e. Earlier research findings from the team sports context might provide inspiration to fill this knowledge gap.

In this regard, research on peer leadership revealed that athletes in sports teams could occupy more leadership roles than the traditional roles of task and social leadership, outlined by Bales and Slater First, Loughead et al. Finally, more recent research in the sport context further added the role of motivational leader, who was able to motivate team members to give their very best Fransen et al.

This resulted in a peer leadership categorization of four leadership roles, including the task, motivational, social, and external leader for definitions of each of these leadership roles, see Table 1. Noteworthy is that sports teams continue reading which leadership across these four leadership roles was occupied by different team members appeared to perform better than teams relying on one heroic team captain Fransen et al.]