The Importance Of Organizational Leadership

In Mayfield’s et al. (2014) research, the ML conceptualization—termed as motivational language—argued that a more versatile strategic leader language repertoire would serve to better engage, motivate, build commitment, and create a shared organizational vision with workers, thus improving firm-level performance and quality of work life. Mayfield et al. (2014) suggests from the theory, a leader articulates a strategic imperative clearly so that employees understand the specifics of what needs to be done—including processes, time frames, and what will be gained as a result of excellent performance—direction-giving language is being applied. Below is a table that shows rapport between MLT and select research in the extensive and well-articulated

According to (Eddy, 2006), leadership has been recognized as an activity that can “bubble up” in various places within institutions and no longer is only focused on formal leadership roles. Mujtaba and Sungkhawan (2011) states that situational leadership is the most popular leadership model of the day because it is practical and applies to every aspect of life, including government and corporate management. Transformational leadership theory has captured the interest of many researchers in the field of organizational leadership over the past three decades. According to Henman (2016) this theory states that leadership is the process by which a person engages with others and can create a connection that results in increased motivation and morality in both followers and leaders. Givens (2008) states this theory was developed by Burns in 1978 and later enhanced by Bass in 1985 and 1998 and others (Avolio & Bass, 1988; Bass & Avolio, 1994; Bennis & Nanus, 1985; Tichy & Devanna, 1986). Givens (2008) opined that transformational leaders inspire employees to accomplish more by concentrating on their values and helping them align these values with the values of the organization. Transformational leadership has been linked to an array of outcomes, such as employee commitment. Therefore, on some of Given’s basis of evidence, this would seem to be one of the most used theory of the 21st Century. However, the transformational theory has been criticized for being a political process; transforming an existing organization is a huge, ambiguous and grueling endeavor and such change run the risk of losing audience attention, in other words transformational leaders must empower others, those who do not adjust may find their career severely disrupted (Mohrman,