Benefits Of Leadership Promotion Within Organizations Management Essay

Benefits Of leadinghip Promotion Within Organizations Management examine in that respect confine been numerous arguments as to whether business drawshiphip should be promoted from in admittances or turn outside the memorial t adequate to(p)t. This project was aimed to as real whether lead progress at heart governing body may benefit the general per course of studyance of the organisation or if lead advance or recruitment from outside leave help an organisation to do better, the case of near gold coast Ltd.OPOKU BOAKYE put back of contents1 INTRODUCTION 41.1 BACKGROUND 41.2 escortk MOTIVATION 41.3 Aims and Objectives of the Study 51.4 The seek question 51.5 signifi empennagece of the pick out 52 LITERATURE REVIEW AND conceptual FRAMEWORK 62.1 INTRODUCTION 62.2 UNDERSTAND THE CONCEPT OF lead 62.3 THEORIES OF drawship 72.3.1 PSYCHODYNAMIC opening OR LEADER-MEMBER EXCHANGE (LMX) THEORY 72.3.2 CONTINGENCY AND SITUATIONAL drawing cards THEORY 72.3.3 NEW LEADE RSHIP THEORY 82.4 ORGANISATIONAL CULTURE AND LEADERSHIP onward motion 92.5 LEADERSHIP PROMOTION IN ORGANISATION 102.5.1 LEADERSHIP PROMOTION indoors ORGANISATION 112.5.2 LEADERSHIP PROMOTION OUTSIDE ORGANISATION 112.6 LEADERSHIP PROMOTION IN SUPERMARKETS 122.7 SUMMARY 123 METHODOLOGY 133.1 METHODOLOGY OF THE RESEARCH 133.2 RESEARCH dodge AND blueprint 133.2.1 RESEARCH STRATEGY 153.2.2 RESEARCH DESIGN 153.3 SOURCE OF DATA 163.4 DATA ANALYSIS 163.5 ETHICAL CONSIDERATION 174 DATA ANALYSIS AND treatment OF RESULTS 184.1 INTRODUCTION 184.2 BACKGROUND OF RESPONDENTS 184.3 RELEVANCE OF LEADERSHP IN ORGANISATION 194.4 LEADERSHIP AND ORGANISATIONAL BEHAVIOUR 204.5 LEADERSHIP PROMOTION IN ORGANISATIONAL 214.6 SUMMARY 225 CONCLUSION AND RECOMMENDATIONS 235.1 CONCLUSION 235.2 RECOMMENDATIONS 235.3 LIMITATIONS 245.4 REFERENCES 25Appendix A Questionnaire for Staff 28appendix B semi structured interrogate questions for staff 30Chapter wholenessIntroduction1.1 Background lead can be drag as a dynamic process in a convocation, whereby maven individual cultivates former(a)s to contribute voluntarily to the masterment of group problems in a given circumstance (Gill, 2009). It has been ob inspection and repaird that, in more governings, leading advance is d ane outside the establishments. Some critics like gold-worker et al (2003) hurt ob served that lack of confidence on the dissipate of or so lead make about companies promote electromotive force leaders from outside their organizations.However virtually critics have argued that leading is the lifting of quite a littles great deal to a higher sight, the raising of their performance to a higher standard, the building of their personality beyond its normal limitations (Goldsmith et al, 2003). By this, it could be vital for organisations to promote leadership from indoors. leading involves diagnosing situations, determining what inevitably to be d whizz and marshalling bodied efforts sufficient t o achieve a desired early or turn a trend significant problems. Therefore if individuals be promoted inwardly an organisation, since they actualise the organisational civilisation and see its structures, they can promote whatever vision or kick the organisation have to a certain height. Effective leadership entails the routine of power and persuasion to localize and determine the changing and ongoing problems in spite of appearance an organisation and, either other opportunities, while working to address solutions and actions call for to cope with the situation (Goldsmith et al, 2003).1.2 look MotivationThe motivation behind this probe came up as a result of my observation in leadership forwardings in many organizations that I have worked as a pulverisation operative or give-time staff member. What was observed over the layover is that, instead of organizations promoting their leadership from within the organisation, the promotion was do externally. In other wor ds, each time thither is leadership vacancy, the office staff is advertised and qualification job seekers, who have leadership qualities being sort, apply and the recruitment is made from the applicants. Some critics have argued that, some of the leadership priorities atomic number 18 concerned with ensuring continuity, ripening, improvement, monitoring, and paygrade both for the work being d wholeness and for those affect in fortune those intents to be achieved. Therefore if leadership is promoted within an organisation, much(prenominal) continuity is non curtailed.If leadership is promoted from outside an organisation, it has a lot of serious consequences as pointed out by Mendenhall et al (2008). For instance, if staff members notice that there are potentiality members who possess the same qualification and employment suffer as those recruited from outside, the recruited leaders work or efforts may be sabotaged, therefore opening the door of failure ajar. In some cas es they may decide not to integrated or intentionally put up lackadaisical attitude to erupt his/her leadership. It is against this background that this investigation becomes rattling master(prenominal) for organisations such as cuddle gold coast Ltd, to understand the benefits that could derive from leadership promotion within it or else than getting potential leaders from outside the organisation.1.3 Aims and Objectives of the StudyAims The aim of the study is to ascertain some of the benefits that go forth be derived from leadership promotion within organisation rather than recruiting people from outside the organisation to lead the teams within the organisation.Objectives To achieve the supra aim, the study exit be achieving the avocation objectivesTo examine the reasons behind wherefore organisations need leadership instead of managersTo assess wherefore leadership promotion within organisation may benefit the overall performance of the organisationTo analyse some of the embarrassingies involved in promoting leaders within an organisation rather than from outside the organisationUnderstand how organisations could kindle its performance through internal promotion of its leadership.1.4 The explore questionThe research is aimed at serve considerablying this research questionWhat are the benefits involved in promoting leadership from within an organisation, and what are some of the challenges associated with this start out?Answering the above questions forget help in the achievement of the objectives and through that, some recommendations leave behind be enkindleed for the formulation of policies to address some of the leadership promotional challenges.1.5 consequence of the studyThis study go forth benefit all stakeholders in both large and small scale businesses as a result of in force(p) recruitment decision reservation by organisations.Chapter TwoLiterature inspection and Conceptual Framework2.1 IntroductionChapter one talked a bout the introduction which gave a clear background of the study and how it has become very important for such an investigation to be carried out. In this chapter, the various themes that underpin the study go out be reviewed in more detail. The concept of leadership and leadership theories will be made very explicit. Organisational agri gloss and leadership promotion will in addition be examined in more detail. The chapter will end by smell at the relevance of leadership promotion from within or outside organisations.2.2 Understanding the concept of leadershipleaders can be described as dynamic processes in a group whereby one individual will influence the others to change them make voluntary region to the achievement of a group or organizational tasks in a given situation (Mendenhall, et al, 2008). leading involves diagnosing situations, determining what needs to be done and marshalling collective efforts sufficient to achieve a desired hereafter or avert significant probl ems. It entails the use of power and persuasion to define and determine the changing nature of an organization and solving its problems, as comfortably as making use of all opportunities, finding solutions to its problems and taking actions where infallible and helping it to cope with any given situation (Goldsmith, et al (2003). Leaders are supposed to set their organizational vision knowing where the organization is and where it is suppose to go. They excessively set the tenaciouser term vision for the organization.A leader in an organization is overly a member of that organization, federation, institution, etc whose purpose, vision, and determine are for the benefit of the entire organization and its stakeholders, and those values and vision are roled by the entire organization. He or she is supposed to see his/her members as not just followers, but also as stakeholders form to achieve that same purpose, vision, and values. The leader mobilises, motivates, inspires or encourages others. He/she mustinessiness be exemplary in his or her dealings. Leaders must be able to motivate, inspire and energize their members (Gill, 2009 Fulop et al, 2004). To ensure that teams voluntarily follow and resources are attracted to the cause, ideas must be translated into simple, direct and positive statement of what the leader is going to do, how and why this is to be achieved and the benefits that it will bring to others (Mendenhall, et al, 2008). Leadership therefore become the or so influential aspect of an organization so a penny-pinching leader is suppose to ensure that supremacy of his or her organization is paramount and achievable, even off within turbulent times.2.3 Theories of leadershipTheories of leadership have been utilise to justify the characteristics of those whom we expect them to be leading or are seen leading their organizations. There are many leadership theories, but most leadership theories explain how the style of leadership help s hapes organizational nicety. According to Gill (2009), there are so many types of theories of leadership. He stated psychodynamic theory or leader-member give-and-take theory, contingency and situational leadership theory and the new leadership start out which comprises of visionary theory as some of the theories that this study will be looking at.2.3.1 Psychodynamic theory or leader-member ex shift (LMX) theoryPsychodynamic theory, or leader-member exchange theory as some writers explained, looks at the usefulness of leaders as a function of the psychodynamic exchange that occurs between the leadership and the group members following the leader (Gill, 2009). Leaders are supposed to provide direction and counselling for the organization or the members through their influence given to them by members or management or the organisation. In some cases it is the board members who give the powers to those who are supposed to lead the organization, but the leaders will be influencing certain decisions depending on their power of influence. The LMX approach defines the effectiveness of the leaders and as a function of the psychodynamic exchange that is occurring between the leaders and group members that is, the followers or sub-ordinates. The leaders provide direction and guidance for the organization through influence permitted to them by members.Exchange theories focus on the characteristics of the leader, their individual followers and how they link with their followers. In contrast to leadership-style theories, LMX theorists argue that leaders-member relations are sufficiently varying and it is suppose to warrant on each pair of leaders and their members in a separate dimensions and that the members may differ markedly based on their descriptions and how they perceive the leader (Dansereau et al., 1975 Graen, 1976 Graen et al., 1977). The upshot of psychodynamic theory is the understanding of oneself and others and in hurt of results and performance of the organization and the transactional nature of the style of the leader and the leader-follower relationship (Stech, 2004).2.3.2 casualty and situational leadership theoryContingency and situational leadership theories suggest that there is no one best style of leadership (Graen, 1976 Graen et al., 1977). They explained that successful and stick out leaders use different styles consort to the nature of the organization they lead, the situation at stake and the followers. A condition or situation may engage a leader to change his/her behavior, while some of the situations political, social or economic may compel some leaders to their style, sometimes making them become authoritarian leaders, due to certain circumstance. Graen et al. (1977) noted that contingency theories suggest that there is no one best style of leadership. Nevertheless, successful and enduring leaders use different styles according to the nature of the organizational culture, the situation they may be handlin g and the followers. Such leaders know how to call for a different style for a new situation, regardless of how effective any one particular style has been in the past.The effectiveness of a particular style of leadership depends on the relationship between the characteristics of the leader, the followers and the situation as suggested by Graen (1976) and Graen et al (1977). Bass et al, (1975) found that proper(postnominal) leadership styles are associated with different ways in which organization operates, the task at stake, personal and interpersonal characteristics or relationship. Hodgson and White (2001) argued that effective leadership is by finding the best fit between good behaviour, context and need. Contingent and situational theorists therefore argue that, there is not acceptable form of leadership, rather, the situation will justify what type of leadership is appropriate and must be applied. This gist those in leadership set must be able to change their leadership s tyle based on the situation.2.3.3 immature leadership TheoryThe new leadership theory comprises of visionary, charismatic and transformational leadership theories. Transformational leadership occurs when leaders raise peoples motivation to act and create a sense of higher purpose as explained by Graen (1976). He make headway noted that it is distinguished from transactional leadership, because it involves an exchange between the leader and the followers with an stress on correction mistakes from requirements and providing a material or extrinsic avenge systems in relent for compliance with the leaders orders or wishes. The new theories also place emphasis on strategic leadership and pragmatic leadership styles. Burns (1978) explained that vision, charisma and transformation are some of the keywords for the New Leadership theory.The concept of transformational leadership arose from a study undertaken to understand rebel leadership and revolution form of leadership that occurred in the early 1970s (D declareton, 1973). However, others also argued that it was James MacGregor Burns who was seen as a political, historian and biographer, who in a seminal book published in 1978 first described transformational leadership and blended it with transactional leadership style (Burns, 1978). Transforming or transformational leadership as he explained them occur when both the leader and followers raise each others motivations to a sense of higher purpose. Transactional leadership on the other hand is a form of transaction or exchanges that occur between a leader and followers, such that it provides material or psychological reward systems in return for followers compliance with the hope of accomplishing their wishes.According to Sashkin visionary leadership, concerns itself with transforming an organizational culture such that it falls in line with the leaders vision it has for the organizations early (Sashkin,1988). Sashkin and Rosenbach have also suggested that ther e are three personal attributes that postulate the leaders behavioral approaches. They include self-efficacy, power orientation and cognitive capability (Sashkin and Rosenbach, 1998). Cognitive capability therefore concerns itself with understanding complex that is cause-and-effective chains to be able to take action at the right time to achieve organizational desired outcomes (Streufert and Swezey, 1986).Very good leaders are a good deal perceived as charismatic or born leaders, because of how they are machine-accessible with their followers. They inspire them and encourage them to follow their cause. Charismatic leadership may be found at most levels within the organization, though they are oftentimes found at authorize most part of the organization (Bass, 1992 Sashkin, 1992). They tho noted that it is associated with greater trust that members or the followers will have in the leaders and achievement that have been noticed among followers. The charismatic leader weaves a sp ell outside that of the organization and may attract shareholders, customers and enthronisation in troubled times, as argued by Flynn and Staw (2004) the French researcher. Waldman et al. (2001), however, in a study of senior managers in Fortune 500 companies in the join States, also noted that charismatic leadership is associated with net simoleons borderline registered with some organisations, but save under conditions of environmental uncertainty. Charismatic leadership appears to be dysfunctional in predictable conditions, perhaps because it may yield unnecessary change.2.4 Organizational culture and leadership promotionCulture has been described in many ways, and it has become very tricky to find a consensus or a common and clear definition. Some critics have argued that culture describes what an organization is about or how organization conducts itself (Smircich and Cala, 1987). Leigh and Maynard (2000) see culture as a heady combination of organisations vision, its val ues, tradition, ethos and its self-image. temporary hookup the Work Systems Associates (1996) also describe culture as the lifestyle of the organization its main core values, its vague assumptions or beliefs, systems, policies, programmes and procedures, and the way it conduct its business everyday and its relations with stakeholders. Linstead (2004107) has argued that, leaders can exert a powerful influence on the culture of their organization, especially if they are the founder, for that matter can profligacy a very significant role in promoting those expected to be leaders or to lead it.Understanding the organization culture and how leaders influence promotion of leaders within it become very significant for the organization. While some of the organizations have a culture of promoting leaders from within it, others prefer getting leaders from outside. The later is preferred because some schools of thought argue that, if leaders are promoted within an organization there is litt le respect for those who will be promoted, while exercising their authority also become difficult because of familiarity with members. The ability to perceive the limitations of ones own culture and to intermit the culture adaptively is the essence and ultimate challenge of leadership. The most important message for leaders at this point is how they have to understand the organizational culture, give what is due, and ask how tumesce the culture could be unders in like mannerd which the leadership is embedded (Schein, 1992).The need for leaders to create and manage organizational culture is consistent with the increasingly graceful accepted part of organizational-wide leadership concept or become an sound of distributed leadership style (Ashkanasy et al., 2000). With regards to leadership style, and how culture may influence its promotion, significant, verifying pervasive effects on organizational performance could also be very significant (Gill, 2009. Linstead (2004) has explai ned that, since leaders can shape the culture of their organization more especially if they are the founder, promoting leaders could be very easy, because they have direct influence on the culture of the organization. The culture of an organization and how leaders are promoted therefore could be very significant because every organization has a way of conducting itself and how it may decide to promote its leaders. Ogbonna and Harriss overall deduction was that organizational culture mediates the relationship between leadership style and organizational performance and in effect has a positive role to play in promoting leaders (Gill, 2009).2.5 Leadership promotion in organizationLeadership promotion takes place, of course, mostly on the job and in many organisations. In fact most of what we know about leadership and leadership promotion and how it can be done is learned through experience in real life rather than in the classroom. Formal training in general, and leadership cookment programmes in particular, aim to sharpen organizational development and performance through a come up managed organization. Leadership promotion could serve as a learning process for those who may have the potential and skills to become future leaders. Examples of leadership promotion in an organization could be to rotate job responsibilities, taking on the leadership of special projects or assignments, deputizing others of for the bosses and leading in a cross-functional team (Economist, 2001d).The value of real experience is well demonstrated by the way in which some of the top consulting firms have become a rich source of CEOs, through leadership promotion. It is almost as if the experience and ideal leadership program follow within such organizations, because of how the leadership promotion is well nurtured to develop future leaders (Linstead, 2004). Leadership promotion becomes very important for organization to effectively manage its affairs. Most organizations prefer to promote staff onto higher position within their organizations, while others promote from outside the organization. However, even though some organizations may prefer promoting from within others also prefer to do their promotion from outside the organization even if there are skillful individuals to serve as leaders within it.2.5.1 Leadership promoting within organizationLeadership promotion within organization means instead of getting people from outside an organization to occupy leadership positions, organization promote its own staff that it considers to be very effective or have the leadership potential or skills that are needed and get promoted. One may argue that such a move is very good and that, since members in a company are used to the way things operate and understand the system very well, promoting such individuals is a form of continuous process. That is since employees know the system already, if they are promoted internally, they are familiar with the situation so the y will know what to do from day one. It might be a change of position, but continue doing what they already have an idea of how it is done.Linstead (2004) has argued that, when a company is small, and the leaders are easily seen, the influence they can have in the development of the company can easily be seen, than if it were to be a multinational company. Promoting leaders from within a small company although could be bringing some benefits as explained by Linstead familiarity which will bring disdain could also affect the leaders performance and his or her ability to cipher his or her full authority and powers as a leader. While some critics also argue that, promoting from within is the best way because most members that are promoted from within an organization are familiar with the job, the culture and structure of the organization. This will serve as a good foundation for those promoted to be leaders from within to have a basis to begin their leadership assignment.2.5.2 Leader ship promotion outside organizationPromoting leaders to higher positions is another way that many organizations or institutions have to adopt as a means of motivating their employees. It is not just to promote them because they have to be propel in one form or the other, but when staff gets promoted within their organization, they feel motivated to work very hard. Like promotion within an organization, other critiques also argue that, promoting within an organization is very sorry and support promotion from outside an organization. They are that, since individuals become stagnant and too familiar with colleague when they have worked in the same place for long, making become seniors in the same workplace may not enhance respect being given to them by other members.2.6 Leadership promotion in supermarketsLeadership promotion is very crucial in every organisation. It is not solely supermarkets that need to promote leaders in their organisation, although leadership promotion is very v ital for organisations to remain competitive and improve. Supermarket like any other organisation also must improve or develop its leaders so as to make the organisation move forward. all organisation should have those who can set its vision and communicate the vision to the members to enable them support it.2.7 SummaryIt can be said that effective leadership place a central role in the success of every organisation, regardless of the size, form or structure. Leadership therefore needs to be effectively promoted such that all stakeholders will feel part of the organization and therefore promotes its standings within todays market.Chapter ThreeMethodology3.1 Methodology of the queryThere are three main methodologies, which can be used to undertake research in the real world they are quantitative, qualitative and mixed methodologies (Kumar, 1996 Robson, 2003). The study will adopt both qualitative and quantitative methodologies to ascertain the relevance of managing across cultures and the techniques managers need do so effectively, which according to critics like Flick (2002) and Kent (1999) will give the researcher to gather good info. To do so successfully, employees from selected organisations will be interviewed alongside managers and chief administrator officers to seek their views about the topic under investigation. The interviews will be conducted on a one-on-one basis for both ordinary workers and some individuals in management positions. Some employees will also be made to answer questionnaires to triangulate the interview dataForms methods such as observation participants or non-participants will not be suitable for the data gathering. According to Kent (1999) looking at non-participant observation method for instance, although it may be suitable for the research, position of the researcher and his/her inability to probe whatever may transpire makes it difficult for adequate information to be obtained from the respondents. Besides, clarification cannot be done during data collection. Respondents may also exaggerate their activities if it becomes obvious that the researcher is amongst them gathering data. While others may also decide to withhold information, that will enhance the item of biases that may affect validity of the data. These reasons have made it very important to adopt both questionnaire and interview and will neglect the other methods.3.2 Research Strategy and DesignNestle gold coast LtdNestl started in the 1860s by Henri Nestl, a pharmacist, whose initial aim was to develop food for babies who were unable to breast feed.A study by the Institute of IDE-JETRO (Institute of Developing Economies, Japan External duty Organisation), Nestl is not only one of Switzerlands largest industrial company, but also, currently, one of the worlds largest food companies. They products include Perrier, Nescafe, mineral water, pet food. It is also fast increasing its share of the ice cream market.The study continued that Nes tl gold coast express mail is one of the divested businesses by Nestl whose origination dated back in 1957 under the trading name of Nestl Products (Gh) Limited with the importation of Nestl products such as milk and chocolates. It was corporal as Food Specialties (GH) Limited to manufacture and market locally well known Nestl brands in 1968, however, in 1987, it became Nestle Ghana Limited.Services and ProductsNestl Ghana Limited has numerous well-known brands including IDEAL Full Cream Evaporated Milk, gillyflower Filled Milk, Carnation Tea Creamer, MILO, CEREVITA Porridges, CERELAC Maize/Milk and CERELAC Wheat/Milk. Nestl Ghana also imports and distributes brands such as NIDO Milk Powder, LACTOGEN baby Formula, NAN Infant Formula and NESCAFE Soluble Coffee among others.Number of EmployeesNestle Ghana Limited employs 1,000 people.Financial InformationNestle Ghana Limiteds turnover in 2008 was US$173,491 and net profits US$18,499.Market ShareNestl Ghana exceptional is ranked 43 7 in the Top 500 Companies in Africa 2009 and as one of the top ten companies in Ghana for 2009 (6th position overall and it is the only company in the food industry category on the refer of top 10).Business ObjectiveThough Nestls business objective is to manufacture and market the Companys products in such a way as to create value that can be sustained over the long term for stakeholders, however, Nestle Ghana Limiteds aim to be the number one company not only in business terms and the highest profit making business but also the best employer, the most socially responsible citizen and ethically sound company.Ownership of BusinessNestle Ghana Ltd owns 76% of the business with 24% belonging to the Ghana government.Benefits Offered and Relations with GovernmentThe numerous business and social activities undertaken by Nestl Ghana Ltd is hailed as a direct contribution to the Ghanaian economy. Aside aiming at maximising profit, they also undertake series is of activities which promote the growth of Ghanas workforce. For example, Nestle Ghana Ltd promotes checkup students in health sciences, supports child education and social events as well as sports. These achievements have earned them a place by the Ghana Government who qualifies the company as a responsible citizen.Source Jetro, I. ().old age (African Growing Enterprises) File.Available http//www.ide.go.jp/English/Data/Africa_file/Company/ghana04.htmlanchor1. Last accessed eleventh Oct 2012.3.2.1 Research StrategyThe use of Nestle Ghana as the only company being used for the study justifies the case study approach being adopted. As it has been argued by May (2001), the exploratory study helped to develop understanding and analysis of the issue under investigation. However, according to Gray (2004) research in real world could be carried following the qualitative, quantitative or a combination of two research methodologies. Robson (2003) and May (2001) explained that, the choice of methodological analysis dep ended on the research question that were answered, the nature of organisation and also the respondents who were involved in the study. The study utilized the survey questionnaires to generate data from employees of Nestle Company and their understanding of how BSC could be applied in the organisation to enable it measure its performance. In the process of finalizing the questionnaire survey, informal discussions with those knowledgeable about BSC or measurement of organisational performance was carried out. The survey instrument used for this research was a carefully designed.3.2.2 Research DesignThe data collection tools were designed in a way that could make it possible for the research objectives to be achieved. One of the ma