Managerial Leadership

This paper analyses the art of strategic decision making. It first discusses the theory that underpins decision making by top management in the organisation. It explains in detail how the three leadership styles, visionary, managerial and strategic impact decision making in an organisation. It is reported that some traits and characteristics influence decision making. The paper highlights the impact of attributes such as age, personality, experience, expertise, position in the organisation and propensity to risk will affect the leader’s ability to make decisions. It expands on characteristics discussed by other philosophers as influencing strategic choices such as marital status and gender. These are some of the modern theories on strategic leadership and decision making.

The purpose of this research is to assess the effective leadership as specified in Hersey and Blanchard’s Situational Leadership Theory (SLT). This research reviews major theories of leadership. This research presents the application of the Hersey-Blanchard Situational Leadership Model in the corporate world. With the help of this research, we are able to draw an inference about the leadership style of Area Service Manager (ASM) in the Service department of a mobile company. The nationality of the ASMs, along with their leadership style, was also described for a better understanding. The impact of the leadership styles is also observed and studied in detail.

This paper analyses the art of strategic decision making. It first discusses the theory that underpins decision making by top management in the organisation. It explains in detail how the three leadership styles, visionary, managerial and strategic impact decision making in an organisation. It is reported that some traits and characteristics influence decision making. The paper highlights the impact of attributes such as age, personality, experience, expertise, position in the organisation and propensity to risk will affect the leader’s ability to make decisions. It expands on characteristics discussed by other philosophers as influencing strategic choices such as marital status and gender. These are some of the modern theories on strategic leadership and decision making.

This paper analyses the art of strategic decision making. It first discusses the theory that underpins decision making by top management in the organisation. It explains in detail how the three leadership styles, visionary, managerial and strategic impact decision making in an organisation. It is reported that some traits and characteristics influence decision making. The paper highlights the impact of attributes such as age, personality, experience, expertise, position in the organisation and propensity to risk will affect the leader’s ability to make decisions. It expands on characteristics discussed by other philosophers as influencing strategic choices such as marital status and gender. These are some of the modern theories on strategic leadership and decision making.

Leaders strive everyday to become successful in leading the organization. Encouraging collaborative and productive team relationships is one among the solutions. To be successful, it is believed that a leader must be able to bring out the best in each team member and the team as a whole. This article proves this claim as it analyzed the importance of relationship building towards an effective leadership. Relational leadership theories were reviewed and it emphasizes the importance of leaders building quality relationships with their followers to achieve individual and organizational effectiveness. Both theories also demonstrate the importance of effective communication that allows both leaders and followers to build trust and commitment. It was found out that the quality of the relationship followers has with their leader is the primary driver of these feelings of engagement. Therefore, relationships really matter as a fundamental enabler of the organization's ability to attract, keep and get the very best out of the people. In this article, various concepts were discussed to help leaders equip the necessary characteristics in becoming an effective leader. Further, effective leaders must be open and transparent with their followers and serve the community in a way that benefits everyone.

This article examines leadership in practice through an investigation of how 62 managers (including project leaders), competing in a cutting-edge environment, perceive and describe the characteristics of everyday leadership. Based on the common notion of fragmentation in managerial work, as well as the unfortunate lack of understanding of how managerial work relates to the overall work processes of the organization, the article addresses the integrated job of managing (e.g., see Barley and Kunda, 1992; Hales, 1986, 1999; Mintzberg, 1994). In this study, everyday leadership is uncovered as a sense-making process consisting of three sets of activities — interpretations, constant adjustments and formulations of temporary solutions. Another striking feature of everyday leadership is that, to a considerable extent, it is event-driven. We therefore suggest that everyday leadership, as an event-driven activity rather than an intention-driven activity, should focus on skills such as improvisation and the ability to tune in.