Leadership and Organizations.

The key ingredient in effective management is an effective leader, as the leaders are energetic and effective, the subordinates also in line with his mission and vision, play an effective role. As the leading person has an effective personality, his followers and subordinates will be self-motivated, committed, and devoted towards wonderful performance, otherwise, the system will slow down in performance indicators. 

Leadership is that phenomenon that influences, inspires, and motivates the masses' through his clear cut directions, analysis of the objective, into small activities, their outputs, and the results, that lead to the successes. The person having these capabilities can be a talented leader.

We will see the leadership styles, how they can show the effective managerial functions, and also will concentrate on the cultural influence over the leadership styles. Then we will also concentrate on leadership powers through certain sources. We will also focus on the contemporary dynamics of empowerment and its relationship with effective leadership.

Personal Leadership Style and Managerial Tasks

A personal Leadership style of a manager is the person's style, who adapted the specific manners to take work from others. Though it is very tough for them, to become the leader of a system, the distinction between the leader and manager can be analyzed through this ability, because the leader has the vision, to tackle the issue, while someone has appointed the manager, and has given him a chance, to perform the functions, to achieve a specific task. The managers are taking the decisions with consents of the bosses, while the leaders are doing to accomplish the task.

The leaders look towards the future, while manager look towards organization's goals, they are deciding within the instructions of bosses, while leader converts the boss decisions according to his vision and convince them to pass an order accordingly. If the manager adopted the quality of this leader, so he has become the personal leadership style's manager to achieve the target.

 Leadership Styles across Cultures:

Cultural dominance the leadership style of the individuals in certain countries, as Japanese prefer the group work or teamwork, while European managers prefer the humanity based management, both the leadership styles have their importance, because the management has a materialistic approach, cannot get success, because the human being involved in their developmental activities, if they feel best for themselves and company, then they do their work more dedicatedly while the group work or teamwork is result-oriented but sometimes loses its importance when they face the humanity issue, so human-centric management will multiply the progress of the teamwork. As the Japanese style of collective efforts means, to a chain of command from bottom to top and top to bottom, as twin track approaches, which suited the companies. If this approach included the human-centric feelings, it will multiply in results. The leadership style of European countries cannot be implementable appropriately in Asian countries, because the events and situations differ in both cultures.

 The cross-Cultural difference occurrence in time horizons introduces another cross-cultural leadership style. As we know the United States has a short-term profit orientation, while the Japanese emphasize the long-term objectives. The managers who are working in the United States prefer brief-term goals, while the Japanese are working on long-term goals.

Power: The Key to Leadership

The effective leadership evoked when all cultural studies carried out, it is come up with the leadership style, no matter what is the style of leadership, but it owes to affect the masses' behavior and provide them the vision, to do the actions according to his motives. We can see several types of powers, including legitimate, Coercive, reward, and referent powers. The leaders owe to gain all the said powers to ensure the beneficial way for the masses because if they failed to acquire the same, they cannot change the system for the masses, and certain elements will oppose with support of the opposition.

Legitimate Powers:

The legitimate powers of the authority to a leader, will lead to a change in policy development and also to generate new legislation, and the managers will change the system of the organization effectively but depend on the owner's perspectives to change because sometimes, it does not suit the owners, that means the manager cannot gain the said powers without the leadership qualities, to exercise his perspectives. 

Coercive power:

This is the power of a manager to punish the workers on their wrong deeds, but he should exercise it in a very critical time when he felt, it will badly affect the organization's reputation and cause huge damage, otherwise, he should avoid this power, because the good leaders are compromising in a certain issue, they are seemed to ignore it, in the great interest of the organization. The overuse of coercive powers can produce tremendous damage to the manager and the organization, so the minimum use of this power favors the company, and the manager concerned.

Reward Power:

If the manager has the power to reward the subordinates, then he will perform extraordinarily, otherwise, the masses will consider him as the just required part of a system, which only fills the gap, and nothing more than their colleague, to entertain the duty only, and the progress will remain as per usual. 

So it is important for the organization owner, to devolution the powers of reward to the manager for extraordinary progress, which suited to the business development. This is the actual power that can provide the morale to the manager to keep his team motivated towards the desire goals, otherwise, he will not found the single person to perform up to the desired level, that leads to the failure, of a manager to make possible the change in organization's earnings and reputation in the interest of the owners.

Expert power

The top-level managers should have the 25% product knowledge along with 75% his managerial skills, the middle-level manager should have 50% knowledge about the product and 50% managerial skills, while the lower-level manager should have 75% product knowledge along with 25% managerial skills. The expertise of a manager ease him to influence the team members and compliance of his orders will be on top-level, if they have no expertise on product, the subordinates will breach him. The expertise of the manager on the product will lead him to control his subordinates.

 Referent power 

This is the personal characteristics of the manager to influence his subordinates, that can be received through give and take, if the manager respect to his subordinates, they will reflect it in a shape of progress, if he owes to exercise his powers wrongly, they will oppose him. This power favors the organization to take the smooth running of the system and also payback in the shape of high-quality feedback of progress, the manager will also enjoy the progress and owners perspective achievement.

Conclusion:

I am concluding :

1. The manager of the organization should fully empower to exercise his managerial skills to achieve the organizational objectives, otherwise, his failure will be the failure of the organization.

Muhammad Israr Umar 

An NGO worker for the last 17 years 

muhammadisrarumar6@gmail.com