Assignment 8; Signature Assignment

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Recommended: Leadership styles

Today’s organizations require leadership styles conducive to supporting an organization’s culture, competiveness and effectiveness for survival in the 21st century. The depth of leadership presents leaders and managers with the task of understanding and supporting the needs of employees while maintaining strategic goals and missions throughout daily leadership. However, when an organization’s culture falters due to various factors, does leadership style bear the overall responsibility for internal discord?

Contemporary organizations expect advantageous styles of leadership to lead and facilitate operations as we move forward into the 21st century. This need requires leaders and organizations to instill a style of leadership advantageous to supporting and leading a culture towards organizational effectiveness and connecting to support and uphold organizational strategies. Thus, the success of an organization usually contains successful leaders who understand and support the needs of the employees. The characteristics of successful leaders include selflessness, mentoring, empowerment, influence, support and empathy among other positive traits (Hoffman, Bynum, Piccolo & Sutton, 2011; Karakitapoglu-Aygun & Gumusluoglu, 2013; Sabir, Sohail & Khan, 2011; Shankers & Sayeed, 2012).

However, as the military and the missions continue to change, the need for supportive leadership must change as well. Leadership styles base on an authoritarian leadership styles are no longer favorable to the overall culture of the military as the needs of member and the global community begin to shift. Therefore, military leadership must shift its direction to correlate with its personnel and those dependent on its services.

The current study ...

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...Interactive effects of transformational leadership with moral and authoritarian leadership behaviors. Journal of Business Ethics, 116, 629-640. DOI: 10.1007/s10551-012-1486-0

Shanker, M., & Sayeed, O. B. (2012, January). Role of transformational leaders as change agents: Leveraging effects on organizational climate. The Indian Journal of Industrial Relations, 47, 470-484. Retrieved from www.srcirhr.com

Shurbagi, A. M., & Zahari, I. B. (2013). The relationship between transformational leadership and organizational culture in National Oil Corporation of Libya. International Journal of Business Administration, 4(4), 26-34. DOI: 10.5430/ijba.v4n4p26

Sims Jr., H. P., Faraj, S., & Yun, S. (2009). When should a leader be directive or empowering? How to develop your own situational theory of leadership. Business Horizons, 52, 149-158. DOI: 10.1016/j.bushor.2008.10.002

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