The Effects of Management and Leadership Styles on Employees

1825 Words4 Pages

Introduction

The significance of leadership style is a subject that has drawn much contentious discussions. The term “leadership” has various meanings that are relative to the educator (Stogdill, 1974). This paper defines leadership as the process through which a person, a manager in this case, manipulates the others towards the realization of a certain objective (Stogdill, 1974). Most studies in leadership have been directed towards government agencies, the military and business organizations with little attention directed towards sports. However one generally accepted conclusion is that the style of leadership used by an organization has an effect on its performance outcome. Leadership style has a direct impact both on the employees and the general success of the organization (Eisenbeiss, Knippenberg, and Boerner, 2008). It influences the effectiveness and execution of institutional strategies. Leaders are common actors, usually referred to as managers, in any institution including Golf club organizations. Leaders manipulate employees around them so as to obtain the utmost benefit from the resources of an organization. To achieve this they employ the use of various styles including autocratic, bureaucratic, democratic, charismatic, situational, transactional, and transformational leadership styles. These management styles can either impact on the employees positively or negatively. This essay therefore seeks to examine the impacts of these leadership styles on employee with reference to golf club organizations.

Autocratic leadership

Leaders under this style use the phrase “do as I say” in their management. Employees have to follow their directives without questioning. This leadership style can be damaging to the organizati...

... middle of paper ...

... since employees are assets he cannot do without.

Works Cited

Eisenbeiss, S., Knippenberg, D. and Boerner, S. (2008): Transformational leadership and team innovation: Integrating team climate principles. Journal of Applied Psychology, vol. 93, no. 6, pp. 1438.

Harvard business essentials (2003): managing creativity and innovation, Harvard Business School Press, Boston, Mass.

McHugh, D.E (2004): Golf and the game of Leadership: an 18-hole guide for success in business and in life. AMACOM, New York

Milligan, R.A, Maloney, T.R and Maloney, T (1996): Human Resource Management for Golf Course Superintendents. John Willey and Sons, New Jersey

Slack, T and Parent, M.M (2005): Understanding Sports Organizations: The Application of Organizational Theory, 2nd Edition. Human Kinetics, USA

Stogdill,R.M (1974): Handbook of Leadership. The Free Press, New York.

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