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Compare theories on leadership in organizational context




- Universitetin, məktəbin və proqramın adı; UNEC Biznes Məktəbi

- Fənnin adı;

- Layihənin adı: Compare theories on leadership in organizational context



- MagistrantƖarın adı;

- MüəƖƖimin adı:

- Tədris iƖi və semester; (2021/2022, payız semestri)

- Kurs;

- Qrup;

- İƖ; 2021

Baku – 2021

Contents


INTRODUCTION 3

2.Organizational Theory of Leadership 6

3.Organizational Leadership Concepts 8

CONCLUSION 10

References 12




INTRODUCTION


Leadership often is defined as the ability or organizational role of an individual who sets clear goals, communicates a personal vision to others and balances conflict among individuals. Many leaders become business owners because they enjoy the opportunities and challenges of this arduous task. Motivation is a key cog of organizational leadership. Leaders from big and small businesses have a strong sense of self-motivation and inspire others to accomplish tasks in the business environment.

Leaders often have a strong incentive to strive in business because they are personally invested in their company. Failure is not an option for leaders. Creating an organizational culture to succeed in business is a significant goal for leaders. Organizational leadership typically requires a set of policies or standards. Leaders use the policies and standards to create the company’s mission and vision framework. Organizational policies also can provide guidelines for employees to follow when working in the company.

In the past 15 years or so, there have been increasing calls in the literature for the necessity to give more attention to the role of the organizational context as a major factor affecting leadership behavior and outcomes. Consistent with those calls, the basic premise of this article is: Leadership in organizations does not take place in a vacuum. It takes place in organizational contexts. The key issue, therefore, is whether, and to what extent, the organizational context has been front and center in recent leadership literature. That is, does a relative void still exist in the research literature on the impact of the organizational context on leadership? If it does, the situation would seem to be like the weather: many talking about it, but very few doing much about it insofar as empirical research is concerned. Progress in filling this void, to the extent that it exists, would seem to be essential for a better understanding of leadership phenomena. In the field of organizational behavior generally, there has been a relative lack of attention to how the larger organization context affects specific areas of individual and group behavior.





  1. Analysis of relevant articles by components of organizational context

There is no universally agreed-upon set of components that comprise the context for leader behavior, or other types of behavior, occurring within an organizational setting. However, an examination of several relevant sources in the literature suggests a fair degree of consensus that the following components (listed alphabetically) are important and deserve study in their own right:

• Culture/climate

• Goals/purposes

• People/composition

Processes

• State/Condition

• Structure

• Time

Articles were assigned to this category if they discussed or investigated the type of culture or climate prevalent in an organization, the behavioral norms reflective of an organization's culture, or the prevailing values of a given culture or climate, for example, an emphasis on ethical behavior




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