Concept Of Leadership And Its Nature Essay


You will need to find SIX (6) academic journal publications relevant to the management discipline.


Concept of Leadership and its nature

The study is on the topic leadership and its different aspects. Leadership is a quality which is needed to be developed or it can be inborn for an individual to lead in proper way in the personal as well the professional life (Giltinane, 2013). The leaders should have the moral ethics intact in them to do the business well and for getting employed in a well structured manner in organizations (Giltinane, 2013). The leaders should have different leadership styles to be adopted in order to become successful not only in the personal life but also in the professional life as well. There might be chances that different leadership styles might be rejected by the team members working in an organization. The leadership style followed by one organization may not be applied in other organizations. Leaders are the people who are accepted by the team members in an organization. Leaders should be inspirational as they inspire others in the organization to work harder (Lukic, 2013).

According to Giltinane (2013) leadership is viewed in various ways. It could be the expression of the individual characteristics which the leaders bring to their jobs. Leadership is useful when it helps in the development of the environment in which others could be performed. According to Lukic (2013) leadership both work as a process as well a property. It is seen that as a process there is the use of non coercive influence for shaping the organizational goals and motivating the behavior of the individuals for the achievement of the goals. Leadership is set of characteristics which are defined in every individual who are basically the non-coercive leaders

Evaluation of five levels of leadership

According to Schyns and Schilling (2013) position is the lowest level of leadership. The influence it comes is only from the position at this level. The people follow as they have to do it. It is based on the rights which has granted by the position and title. The position is the poor substitute for influence. The leaders are not getting the demand at this level. The leader has subordinates and not the team members at this level.

In accordance with Voegtlin, Patzer and Scherer (2012) the level of permission is based on relationships. The people follow the leaders as they need to. At this level leaders could be able to develop trust for the team members. Leaders could be able to found out who will be their people. Leaders need to like the people in the team in order to lead them at this level.

In accordance with Voegtlin, Patzer and Scherer (2012) in the production level, the leaders could be able to gain influence and credibility and people should be beginning to follow them. At this level, the leaders lead others as they feel it is fun. The leaders will become change agents at this level and tackle complex issues. They also make complex decisions at this very level and they also take the people to the next level of effectiveness.

In accordance with Strom, Sears and Kelly (2014) at the level of people development, leaders should be able to empower others. They use the power of relationship, trust and productivity in inspire the followers until they become leaders in the future. The leaders reproduce themselves and team work goes at a very high level.

According to Schyns and Schilling (2013) the pinnacle stage indicates that this is the last level and the most difficult one for the leaders to adopt it. This requires the skills and the hard work for the leaders to be able to implement it. In this stage, the followers are developed to lead in their own way.

Analysis of the leadership choices by leaders

Voegtlin, Patzer and Scherer (2012) state that business leaders have the choices in how they will compete in an organization. They should be following either the high road or the low road strategies in order to compete in the business organizations they are working for. It is seen that the high road organizations will have the option of providing high employee morale, develop long lasting relationships with them, boost the productivity of the workers and support the high wages and excellent quality customer service for fostering the growth. The low road strategies seeks only for the profits for the shareholders by reducing the overall costs incurred for providing benefits to the employees and controlling the labour.

Walmart in US has been the largest retailer. They have the innovative marketing tagline of everyday low prices. They are controlling and minimizing the labour costs, investing very little on the training and development of the workers and avoiding unions as well. Costco on the other hand places high value for the products, invest high amount in training and has higher employee benefits which enhances trust and employee loyalty towards organization they are in (Voegtlin, Patzer & Scherer, 2012). Leaders need to choice whether they will go for low road or the high road options.


Giltinane, C. L. (2013). Leadership styles and theories. Nursing Standard (through 2013), 27(41), 35.

Lukic, R. (2013). Sustainable cost management in retail. Revista de Management Comparat International, 14(2), 268.

Schaubroeck, J. M., Hannah, S. T., Avolio, B. J., Kozlowski, S. W., Lord, R. G., Trevi?o, L. K., ... & Peng, A. C. (2012). Embedding ethical leadership within and across organization levels. Academy of Management Journal, 55(5), 1053-1078.

Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158.

Strom, D. L., Sears, K. L., & Kelly, K. M. (2014). Work engagement: The roles of organizational justice and leadership style in predicting engagement among employees. Journal of Leadership & Organizational Studies, 21(1), 71-82.

Voegtlin, C., Patzer, M., & Scherer, A. G. (2012). Responsible leadership in global business: A new approach to leadership and its multi-level outcomes. Journal of Business Ethics, 105(1), 1-1

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