Organization: Leadership and Its Influence

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Leadership in Management System of an organization is one of the most significant facets of the working framework. Thus, it is important to assess the importance of leadership and the influence of an individual as a leader within an organization. In order to develop a point in this paper the attributes of Leadership should be clear to the reader. Thus, the paper would set out by defining what is meant by leadership. Leadership is often illustrated as the practice of social authority in the course of which an individual can procure the assistance and support of other people in order to fulfill a common objective shared by them. (Alchian, A & Demsetz 2007) Various experts put forward a definition encompassing the concept of followers which states that Leadership is eventually about constructing an approach for individuals to put in their effort in order to make something extraordinary happen. As per various researchers, psychoanalysts and various other professionals, Leaders must shoulder three most significant responsibilities. (Hiatt 2003) The Leader must take care of the welfare of those he leads. The leader or the prospective leader must craft out a social framework in which his people possess a sense of security and finally, that this leader must present his followers with a certain way of thinking and a set of ideals. (Barney 2006)

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Leadership Theories

There are various theories associated with the concept of leadership. One of the most prominent amongst them is the trait theory which attempts to typify the behavioral aspects and personality inclinations related to efficient leadership. As per supporters of this theory, the foremost leader qualities include: Drive– A wide-ranging expression which incorporates accomplishments, impetus, aspiration, vigor, persistence and capacity to come up with innovative ideas; Leadership motivation– the aspiration to go in front, but not to perceive authority as the ultimate force; Honesty, Integrity and Self-reliance– qualities that are coupled with psychological firmness; and finally, cognitive competence and awareness about the business settings. Although it is less substantiated characteristics such as charm, ingenuity and flexibility are often associated with Leadership values. (Hargreaves & Fink 2003)

Often, in the organizational culture there is a false tendency to perceive leaders in a typified persona. Leadership may and surely does emerge in several diversified profiles and forms. Effective and first rate leaders do not adhere to a conventional template. However, it is essential to accept the fact that individuals nurturing their leadership proficiencies often experience a setback on account of their or other people’s perception of a leader’s appearance (Alchian, A & Demsetz 2007). In such cases it’s vital to realize that the approach of a leader is not only entirely individualistic but also has to be developed with conviction, strong willpower and fortitude by the individual aspiring to assume the role of a leader. In addition, leadership qualities will be accepted in different manners by each of the individuals they are going to lead.

One may receive unconditional support from some, while others may put forth an understanding attitude. That, obviously, will be as a result of the leader’s capability to recognize the needs of his subordinates. (Alchian, A & Demsetz 2007) Furthermore, not all leaders acquire the heading of a great leader in terms of the people around them acknowledging their leadership grade. Scores of leaders get no ‘public’ acknowledgement, but have only their individual contentment of a job well done (Walumbwa 2005).

Methods in Leadership

So, to address the issue of the paper and understand the influence of an individual as a leader in an organization it should be noted that there are several perspective of leadership. It is often stated that “Leaders are born, not created”, (Hargreaves & Fink 2003) one cannot force someone to assume a leadership role if he doesn’t wish to be seen in that role. It’s not like the unenthusiastic individual who reluctantly steps into the shoes of a leader and discovers that things are not so bad after all. If a prospective leader is not completely dedicated to the aspirations of becoming a leader, teaching them leadership skills and nurturing them as future leaders would be a misuse of time, money and other important resources.

However, when an individual steps into a new leadership position, or displays greater potentials in terms of how they manage the workforce, and they exhibit an inherent enthusiasm to build up and acquire new skills, then it’s in actuality feasible to provide these individuals with an opportunity to enhance and nurture their leadership skills. Each individual can build up their capability to lead, in any sphere of life, provided they have the will to do so. When a person is devoted to, and puts their leadership potential into application in all aspects of their life, then they surely can widen their own prospects as a leader.

Having said all of that, the existence of born leaders cannot be denied. They are the individuals who are looked up to by the others. Even at a very early age they show signs of being eager to be observed and heeded, are open to risks and firmly stand for their believes, morals and values. They possess a certain personality and people oblige them by hearing out their views. They have an attitude of wanting to accomplish certain objectives and bring others beside with them. They seem to be comfortable in the limelight even when it’s a tight spot to be in and have a ‘vision’ for the fraternities they lead. However, even born leaders ought to sharpen up and nurture their leadership talents. Just like all others, to grow and develop in life, they too have to practice, and put their vision into application. (Dierickx 2006)

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Leadership influence and attributes

When an individual enters the professional world, ideally, his growth and development course becomes the responsibility of the organization he is a part of. Organizations look to nurture leaders for the future. No individual becomes an outright leader at the onset of his career. Even with all willingness and inherent quality of a leader, an individual is a follower of another leader at the onset. The most significant lesson a follower, who aspires to be seen in the role of a future leader, learns is that no matter what his objectives are, he can not acquire all by himself. To be a successful and efficient leader one has to realize and acknowledge the fact that support of those an individual leads is of the essence under all circumstances. (Walumbwa 2005) Followers need to realize who or what has backed and enthused them in the course of their progression, and what sustenance they still require to get accomplish their objectives. They should make a personal list of the leadership paradigms, and reflect on the persona those individuals possess that inspire, enthuse and attract them. They have to be taught to understand their own beliefs and morals and more importantly analyze themselves in the perspective of the others. Individuals need to realize that exceptional leadership necessitates much more than just being remarkably good at their trades. It entails inventive judgment, generating optimistic, constructive and inspirational influences and perhaps most significantly the ability to encourage others. Followers should nurture their aptitude to reflect and take steps that are ‘out of the box’ and are should believe in their actions even if they lie outside the conventional grid of ‘right’ ways of doing things. Future leaders have to be competent enough to recognize the requirements of the upcoming time and craft an original leadership framework, instead of merely adhering to traditional leadership styles. The way of life of the future would be one where transformation and originality are the order of the day. The followers need to be taught that divergent thinking and identifying prospective requirements go alongside each other in becoming a successful leader of tomorrow. (Cameron & Green 2004)

To develop a business venture or to improve one’s career, one must have a grip over certain fundamental proficiencies in administration and leadership. These fundamental proficiencies include forecasting, resource management, delegation, interactive capability, decision making and the capacity of dealing with various problems. Effectual teamwork is an additional indispensable leadership feature in the contemporary arena of leadership skills. However, perhaps most notably, leaders must possess a knack for delicately tackling problematic issues which is frequently known as ‘tactical proficiency’. (Hofstede 2005)

Public speaking is an aspect which ranks very high in the list of requirements that contemporary leaders need in order to flourish in the professional world. It is also one of the most horror-ridden activities for a major portion of the entire populace. However, public speaking skills are very essential in today’s business arena and is a skill every efficient and successful leader possesses. However, nothing comes as easily as is perceived by ordinary people when they hear their leaders talking and interacting. It is all the result of tremendous hard work and countless hours of practice. In order to be a good orator, aspiring leaders must clearly understand their beliefs and things they are going to put forward in front of their audiences. They need to understand the psyche of the audience and put their dialogues accordingly. (Bissell 2002) Enthusiasm and confidence are key features in this context. Audiences need to feel connected with the leader while he is speaking and the leader should speak in a manner which doesn’t require the audiences to make explicit efforts to pay attention to what the lead is saying. Public speaking skills are awfully significant for a leader as this quality alone has the potential to either raise the leader to great heights or snatch away his status of a leader. (Wilson 2002)


These skills involve shouldering responsibility, real time decision-making, achieving set goals and recognizing strong and weak aspects of team-working. It is an easily recognized verity that most individuals in leadership roles in an organization have exceptional problem solving expertise that has matured with experience. Nevertheless, one must bear in mind that each and every individual possesses such abilities. Each individual utilizes such skills in varying degrees on an every day basis to make sure that their objectives are adequately accomplished. (Rowold 2009) However, all employees do not exploit these dexterities to their fullest extent under work conditions where they are most vital since and can straightforwardly influence the upshot of a certain task. Good problem solving techniques at work embarks on the correct approach to an issue, affirmative view of the circumstances and concentrating on the actual central part of a problem. While no institution of executive education can bestow a person with effective problem solving expertise requisite in a real work situation, leaders gradually gain confidence in their roles by accepting accountability for their actions and applying real dedication to all the responsibilities assigned. The momentum of tactical abilities and the merit of solutions reveal the one’s essence as a leader. Thus, it can be well stated that an individual can influence an organization with leadership elements by a large margin and a good leader possesses several qualities or attributes for success.


Alchian, A & Demsetz, H. (2007) ‘Production, information costs, and economic organization’ American Economic Review, Vol. 62, Issue 2, pp 777-95.

Bissell, B. (2002) Resistance Change: Leadership, Ebsco publishing, Sydney.

Cameron, E & Green, F. (2004). Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change. Kogan Page Publishers, NY.

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Dierickx, I. (2006). ‘Asset Stock Accumulation and Sustainability of Competitive Advantage’, Management Science 35(4) 1504-1511.

Hargreaves, A & Fink, D, (2003) Sustaining Leadership, Ebsco publishing, Sydney.

Hiatt, J. (2003). Change Management: The People Side of Change, Prosci, London.

Hofstede, G. (2005) Culture’s Consequences: International Differences in Work-Related Values, SAGE, London.

Rowold, J. (2009) ‘Transformational and transactional leadership styles, followers’ positive and negative emotions, and performance in German nonprofit orchestras’, Nonprofit Management and Leadership, vol. 20, no. 1, pp. 41-59.

Walumbwa, O. (2005) ‘Transformational leadership, organizational commitment, and job satisfaction: A comparative study of Kenyan and U.S. financial firms’, Human Resource Development Quarterly, 16, no. 2, pp. 235-256.

Wilson, C. (2002) A Strategy of Change: Concepts and Controversies in the Management of Change, Cengage Learning EMEA, NY.

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