Sample Report on Dynamics Of Leadership by Expert Writers

A <strong>Sample</strong> <strong>Report</strong> 

On 

DYNAMICS OF 

LEADERSHIP

TABLE OF CONTENTS 

INTRODUCTION .......................................................................................................................... 3 

ROLE AND PROCESS OF LEADERSHIP .................................................................................. 1 

POWER AND INFLUENCE OF LEADERSHIP .......................................................................... 4 

WAYS TO MOTIVATE EMPLOYEES ........................................................................................ 9 

DEVELOPMENT AND EFFICIENCY OF TEAM ..................................................................... 10 

ORGANIZATIONAL CHANGE ................................................................................................. 11 

LEADERSHIP STYLES .............................................................................................................. 13 

COMPLETE PARTICIPATION .................................................................................................. 15 

CONCLUSION ............................................................................................................................. 16 

REFERENCES ............................................................................................................................. 17

TABLE OF FIGURES 

Figure 1Hill's leadership model ...................................................................................................... 3 

Figure 2Lewins model .................................................................................................................. 12

INTRODUCTION 

Leadership is the ability that is required in an organization that facilitates the proper flow 

of information and it also ensures proper and efficient delegation of authorities. In a 

management, motivation is required so that to persuade the employees to play an important role 

in the workplace. Leader plays an important role in an organization as it provides proper 

guidance to its subordinates. An efficient work environment helps in sound and stable growth 

(Adair, 2010). The main function of management is leadership which helps to maximize 

efficiency and this thereby helps in achieving objectives. 

Leadership and motivation are interrelated to each other as leaders are the only persons 

that motivate the employees so that to increase efficiency in performance level. In this present 

study, researcher has chosen the ‘U’ care organization which is a national charity and having 

regional manager in their firm. Their role is to co-ordinate a small group of full time staff and 

volunteers. This report presented some objective on the ground of leadership which has to be 

fulfilled. Keeping the objectives in mind role, process, power, personality, team development, 

style and many more n respect of leadership will be discussed (Adair, 2011). At last a conclusion 

will be drawn out which provide an essence of this report. 

ROLE AND PROCESS OF LEADERSHIP 

It is required to motivate the employees so that to increase job satisfaction and it also 

encourages productivity. Both the leader and the management of U care organization play a 

significant role in employee motivation. A leader motivates the employees in such a way that it 

combines organizational goals with individual goals (Adams, 2012). The role of leaders and 

managers has been explained as under: 

Understand the factors that motivates employees 

Create a fair system 

Increases the efficiency in performance 

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Builds effective communication 

Helps to get high competitive advantage 

Resolves the issues and conflicts 

Fair means of reward system (Alvesson, 2012) 

Improves the productivity of employee and this thereby helps in organizational productivity 

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Leadership is not an easy task to perform, Infect he/she is the representative of group or 

organization. Their roles and responsibilities are so high. Roles that they follow are: leaders are 

liable to manage the operations of team (Adair, 2010). In a group or team leader delegate 

authorities to their member and work has to be done accordingly. Leader provides proper 

guidance, supervision and cooperation to their team members if they find any problem in any 

task. Last is leader deciding the fund that has been required to carry out the work means they 

prepare the budget? 

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The above mentioned chart on leadership model displays four layers or steps in the team 

leadership model. Those four steps are: 

At the top layer, all members of a team perform and the organization evaluates the 

performance of the team and determines the effectiveness of the team. 

There is an internal and external analysis of the leadership level at the second stage. 

The third level determines the task, relational and environmental aspects. At this stage the 

leaders are required to identify the goals and structure of the organization so that to organize 

training sessions Figure 1Hill's leadership model accordingly (Eacott, 

2010). 

(Source Bowerman, 2003) 

The process of 

leadership is not an easy 

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task. Leadership is the art whereby a leader by his performance influences others. It is required 

for the leader to make number of followers so that to bring effective coordination in an 

organization. In a U care organization, a number of activities are there and it is the main duty of 

the leader to employ the employee in that place where they can put their best efforts. It is a 

process whereby the subordinates of an organization follow the given directions framed by their 

leader. Leadership is defined as the process where every individual is suppose to follow their 

immediate leader and leader lead the group towards the accomplishment of common objective 

(Finkelestein and et.al., 2009). Management is more transactional whereas leadership is more 

visionary or dynamic. In the process of leadership, leader required an art which can help the 

individual to achieve the objectives of organization as well as individual objectives (Bowerman, 

2003). 

POWER AND INFLUENCE OF LEADERSHIP 

Leader is not an ordinary person, he have to have some special skills that differentiate 

them with others employees. He/she is the person who poses some special power that make them 

called as leader. Power and influence of leader can be seen in following points shared below: 

The management of U care organization would be more competitive enough if the power of 

regional manger follows the steps shared below: (Gitlow, 2004) 

Cultural challenges 

In an organization there various employees that follow different culture and this is the 

main reason that creates issues in an organization. It is required for the U care organization to 

follow the culture of the country so that it does not affect the interest of the society (Griffith and 

et.al., 2009). 

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Ethical challenges 

It has been seen in several cases that in order to get high appreciation for their 

organization and even funds, organizations generally involved in unethical practices. So regional 

manager have to take care that under their supervision this should not be done and should be 

done with full ethical means. 

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Difficulty in decision making 

In an organization, there are various employees and it is required for the management to 

take opinions from its employees so that to get suitable advices (Finkelestein and et. al., 2009). 

Hasty decisions leads to improper functions and this thereby affects the decision making ability. 

Effectiveness is required so that to take correct decisions. Power and influence can be seen best 

out there by molding the behavior of employees towards the common aim of organization and 

further persuade them to become leader’s supportive role (Holt and et.al., 2003). 

Gender issues 

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A lot many issues have been seen related to the gender biasness. Equal importance should 

be given to all the employees so that to remove discrimination. But if the leader with ful 

confidence educate their employees to not to raise such issues as they are equal for this 

organization, then the regional manager can more effectively direct the operations and 

performance of their volunteer and staff (Hughes and Beatty, 2011). 

Improper training 

There are many employees in a U care organization that requires training as medical 

services cannot be granted without having proper knowledge (Finkelestein and et.al., 2009). 

Leader can shoe their power to choose employees for training whose performance are not up to 

the mark because carefulness in their work may dishearten the underprivileged young people. 

Efficient training sessions are required so that to increase the efficiency of the employees and 

this can help the organization to deliver better services (Kanter, 2004). 

Time management 

Time management is the essential task that requires efficiency. It is the main issue with 

all the managers that they are not able to manage the activities. So in order to remove the issues, 

they have to make best use of their power in assessing training regards to time management 

(Hughes and Beatty, 2011). 

Moreover, along with the above discussion power of leadership can also be defined 

through this chart which explains the power of leadership at each level, they are as under: 

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Personhood 

People Developer 

Production 

Permission 

Position 

Level 1 – Position (Rights) 

It is the most basic level of leadership where the people have to follow the order of their 

immediate leader. This level drives the fellowship because of authority and position that leaders 

possess in their team. Without these authority he/she is not able to lead their team (Mulki and 

et.al., 2011). In this level of leadership it is delegated on the ground of hierarchy bass and is 

applied only to lower level of an organization. 

Level 2 – Permission (Relationship) 

This level is completely opposite of former level. As in this level leader tries to make 

relation with people around them. Their main of building such relationship is to enhance their 

capability of leadership, this relationship let people to follow their leader as p their interest. This 

relationship helps leaders to be like by their fellow members. So the essence of this level is to 

build a healthy relationship with their members (Osborne and Brown, 2005). 

Level 3 – Production (Results) 

In the level of this leadership, leader always try to perform with the best of their efforts 

and wants to contribute outstanding in their organization. This is basically done under this level. 

This achievement lead the leader in their group and boost up their confidence and inoculate 

positivity in their behavior and relation (Mulki and et.al., 2011). In this level whatever the 

challenge is given to leader, they make it happen and perform with their best. This makes the 

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organization ore successful one and winning one. This performance is highly enjoyed by the 

commercial organization when the results are being achieved on time (Schein, 2010). 





Level 4 – People Development (Reproduction) 

Under this phase of leadership model, members are suppose to follow their leader due to 

their contribution in developing them in their carrier. Leader under this level believes to develop 

their fellow members to improve their working style and improve their efforts. By doing so they 

are actually developing their members in an organization and this makes the leader feel happy as 

their members are obeying their orders. These concerns for their members make the members 

and leader both happy and strengthen their relationship and people will follow them in future as 

well with full loyalty. This leadership form is seen in the world of academic (Storey, 2013). 

Level 5 – Pinnacle (Respect) 

Last but not the least, this step is defined as personhood step. In this stage people follow 

their leader because what he/she actually is and what he represents was totally differe4nt. In this 

step leader makes their own rule of doing the work and is work on the intuition to achieve single 

goal (Wart, 2012). 

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WAYS TO MOTIVATE EMPLOYEES 

Regional managers have to deal with many personalities in their organization and every 

personality possesses different views and opinions (Hughes and Beatty, 2011). In that case 

leadership plays an influential role in motivating the workforce in an organization. In order to 

increase the productivity and to motivate them for common goal, it is required to know about 

various theories. Here are some motivational theories that will be showing the importance of 

motivation at workplace and help regional managers to tackle different personality (Concepts of 

Leadership, 2010). 

Maslow 

Maslow believed that the needs of an individual can be expressed in a hierarchical form 

whereby different needs can be defined. The first need in the hierarchy is the basic needs such as 

food, cloth and shelter. After satisfying the basic needs, the level of motivation changes and it 

moves towards the upper needs. Thus, by this Maslow suggest that it is required to identify the 

needs of employee so that to address them properly (Kotter, 2012). The five levels in need 

hierarchy are physiological, safety, social, esteem to self actualization needs. 

Herzberg 

The theory is based upon those facts that lead disappointment. There are several factors 

that demotivate the employees and the theory identifies the reasons that results in dissatisfaction 

(Osborne and Brown, 2005). The main factors are concerned with the job of an employee. Other 

elements are those that affect the work performance and motivation level. Motivation at this 

stage is required so that to develop the growth aspects and also bring efficiency in work 

performance (Leadership and Strategy, 2011). 

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Cognitive theory 

Cognitive theory can be classified into three categories and such are equity, goal setting 

and expectancy theory. All the theory emphasizes on motivating employee by achieving the 

desired objectives (Leadership and Strategy, 2011). 

Power theory 

The theory focuses on employee empowerment in which opinions must be taken from 

the employees at the time of decision making and it also states that proper delegation of duties 

increases the opportunities of employee growth (Employee Commitment & Productivity Study, 

2011). 

DEVELOPMENT AND EFFICIENCY OF TEAM 

An organization can achieve productivity as well as effectiveness when having efficient 

team members. For the development of team, they have to go through five stages. Each stage is 

having its own importance in the development of team because they all are striving together for 

developing a strong team. Such stages are mentioned as under: 

Forming: Under this stage the group of people comes collected to perform the work for the 

accomplishment of common objective. The members introduced each other formally. 

Storming: At this stage, the organization combines the team members so that to build 

effective relationships. Coordination can be achieved at this stage (Leadership Traits, 2010). 

Norming: At this stage, the team members works with coordination so that to achieve 

organizational goals. At this stage, team members focus on achieving team objectives. 

Performing: At this stage, the team members integrate the work performance with 

organizational goals so that to identify the effectiveness and functioning of team members. 

Transforming: The volunteers of regional managers in U care were performing so well, that 

they consider it as one of the most efficient team till now for the organizational development 

(Mumford and Gibson, 2011). 

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At every stage motivation is also required for the team members so that to retain efficient 

employees and skills in the organization. A group is different than a team. Team member focuses 

on achieving overall objectives of an organization whereas groups are formed for the purpose of 

achieving individual goals. Group dynamics refers to a set of behaviors and psychological 

processes in a social group (Employee Commitment & Productivity Study, 2011). 

ORGANIZATIONAL CHANGE 

Change is the rule of nature and no one can resist the change. In the same way, it is 

applicable in organization as well where the management after a specific period of time brings 

the change in the process to meet the new trends of working in a competitive world. This change 

in an organization not only let the organization to match up with the new trend but also provides 

them a opportunity to get a edge over their competitor and lead them all (Murphy, 2008). But it 

is said that no organization can easily bring change in their organization. To cultivate this it they 

need to first perform a in-depth research that what change in required and where it is required 

and why it is required and what benefits they will get after the change. This all concepts has to be 

cleared from the side of management so that they can communicate this to their employees in a 

more specific and logical manner. Still people willed finitely result the change and this is can be 

very drastic in nature. So to overcome such problem, in our case regional managers have held 

responsible some volunteers which will be first educated about the change from the starting and 

will be educated about the positive implication of the change in their U care, so that in future 

they may not resist and can educate fresher’s in future that to how to bring the change and what 

are the positive side of change (Schein, 2010). Regional managers can follow the Lewins model 

of change which described as under: 

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Unfreeze Change Refreeze 

Figure 2Lewins model 

(Source: Nash and Hwang, 2012) 

Above shown was known as Lewins model which is widely used model in every 

organization. In our case a team is being hired to bring the change in U care and follows the 

following steps: 

A. Unfreeze: In this stage of Lewins model, organization or management put their efforts to 

educate their staff for bringing change into their organization. But it doesn’t seem to be an 

easy task, because people will definitely resist the change as they are molded in older style of 

working. For eliminate this, they have to be proper communicated that why the older style is 

being eliminated and why the new style is bringing. Drawbacks of earlier style also have to 

be communicated and the positive implications of new process are communicated. This 

session can possibly be done through educating and training session (Pauleen, 2003). This 

stage comprises of more efforts and wear and tear that’s why it is also known as the most 

stressful stage in the Lewins model. In that stage employee’s value, belief and attitude has to 

be considered and the main focus on these things only. This has to be handled so carefully 

that the employee’s value and belief may not get affected. These explanation describe the 

unfreeze factor of Lewins model. 

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B. Change: Change phase in the Lewins, model is used to cultivate the change that has been 

decided by the organization or by the management of organization. The regional managers of 

U care were trying their best to bring change so as to protect their volunteers and staff and 

also to protect their environment (Crossman, 2010). This change is not a machine that can be 

bring at any time, else it is a complete re-engineer of process which is being cultivated after 

imparting a proper training to employees, in the same way regional managers of U care are 

doing so by imparting proper and effective training to their volunteers and staff. This training 

session let employees to educate that why these training is providing them, what benefit is 

going to be gain, what implication will they have. Answering to this question by the 

management prepare their staff mentally strong and drive them towards the change and will 

force them to accept the change for further benefits in future (Densten, 2002). 

C. Refreeze: In the state of refreeze, it is being explained that when employees or people start 

accepting the change and working as per the changing procedure then the organization strat 

the process of refreezing. But just by molding them in a refreeze state is not an end, To make 

this process a successful one U care have to continuously educate their employees regarding 

the positive aspect of change and why this change is being cultivated in our organization. 

Moreover leader must celebrate the success of change with their employees or subordinates 

so that employees feel that this change was actually beneficial for them and for organization 

(Eyal and Roth, 2011). 

LEADERSHIP STYLES 

Different styles of leadership have diverse kind of impact on strategic decision of an 

organization and every style has their own pros and cons, some of them are discussed below: 

• Autocratic Leadership Style – In an autocratic style of leadership the in-charge person has 

total authority and control over decision making. It is also known as authoritarian leadership 

as it clearly explains in the division between workers and leaders. Leaders following this 

leadership trait do involve in employees in any kind of decision making and leaders have full 

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confidence with the decision making responsibility for organizations operating and strategic 

planning (Clark, 2010). 





• Participative Leadership Style – In this style a leader motivates in team members to 

participate in the decision making process. In this team members feel motivated and 

encouraged and actively participate in the decision making areas. In such kind of style, leader 

take the final decision but along with that they also involve their team member in taking any 

decision. and their motivate creativity and tend to provide in job satisfaction to the team 

members (Corapi, 2012). 

• Bureaucratic Leadership Style – These leaders work under by the book and they follow 

responsibilities and make sure that their team members follow procedure superficially. It is 

an appropriate style of leadership that is mainly preferable when employees undertake 

routine tasks (Nash and Hwang, 2012). During strategic decision making it is generally not 

much used because it is ineffective in teams and maximum of time bureaucratic leaders attain 

their position preferably because of their rules and not of their qualifications (Pike, 2003). 

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• Charismatic Leadership Style – It resembles much of transformational style of leadership as 

the leaders inspire enthusiasm among the team members and are very much energetic in 

motivating others to move ahead and achieve the ultimate goal. The leaders using this style 

are mostly focused on themselves and would not prefer to change anything. In organizational 

strategic decision making undertakes great responsibility and it leaders following charismatic 

leadership do not prefer in long commitment for a work (Densten, 2002). 

• Laissez – Faire Leadership Style – This involves in French phrase in it and it defines the way 

leaders facilitate their people to work on their own and this kind of leadership mostly occurs 

naturally and when managers do not have much of control over their people or work. In this 

style leaders provide in their team members complete freedom to undertake their work and 

frame their own deadlines. Leaders only offer team support and advice at required point of 

time and it can be effective if the leader from time to time motivates subordinates and it leads 

to high job satisfaction and enhanced performance of employees (Pauleen, 2003). 

COMPLETE PARTICIPATION 

To make the event successful one, fund raising event calls for active participation of the 

members of U care organization like their staff, regional leader and other volunteer. There active 

participation can only lead them this event as a successful one. Basically this activities are being 

done for special purpose that is to help under privileged people and the funds that is being 

collected is also for their purpose like for their medicine, for their livelihood and for their 

accommodation (Crossman, 2010). Activities that are going to be held from the side of U care 

are raffles, street collections, social fund raising events and local corporate sponsorships. The 

efforts of volunteer and staff to perform these activities can be direct only by the regional 

managers of U care. With their guidance and support only their sub-ordinate will perform which 

in turn gives fruitful result to U care (Corapi, 2012). To facilitate the participation of staff 

members and volunteers, leader should go for following points: 

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Manage motivation: Being a leader it is required for him to arrange motivation programs so 

that to encourage the employees for fund raising events. 

Creating confidence: It is essential for the leader to recognize the performances as this 

encourages them for participate in activities. 

Greater communication: Communication is required at each level as it maintains proper flow 

of information. With the help of effective communication, employees can able to take out the 

expected results of events (Feldman, 2013). 

CONCLUSION 

From the above discussion it can be concluded that strategic leaders are mainly 

responsible for U care organization and can influence their staff and volunteers. These leaders 

establish different organizational structure, distribute resources and communicate their strategic 

vision (Leadership and Strategy, 2011). Strategic leaders need to work in an uncertain 

environment with highly complex issues that impact on firms. It is the skill that dominates in 

corporate leaders with more complex and increased uncertainty and an increased number of 

unintended outcomes. 

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REFERENCES 

Books and Journals 

Adair, E., 2010. Strategic Leadership: How to Think and Plan Strategically and Provide 

Direction. Kogan Page Publishers. 

Adair, J., 2011. Effective Strategic Leadership. Pan Macmillan. 

Adams, A., 2012. Mapping a strategic approach to HR leadership. Strategic HR Review, 11(1), 

pp.31 – 36. 

Alvesson, M., 2012. Understanding Organizational Culture. SAGE. 

Bowerman, K. J., 2003. Leadership development through action learning: an executive 

monograph. Leadership in Health Services, 16(4), pp.6 – 14. 

Clark, R. C., 2010. Evidence-based Training Methods: A Guide for Training Professionals. 

American Society for Training and Development. 

Corapi, R., 2012. Superhero Training Methods. ROBERT CORAPI. 

Crossman, J., 2010. Conceptualising spiritual leadership in secular organizational contexts and 

its relation to transformational, servant and environmental leadership. Leadership & 

Organization Development Journal, 31(7), pp.66-89. 

Densten, L. I., 2002. Clarifying inspirational motivation and its relationship to extra effort. 

Leadership & Organizational Development Journal, 23(1), pp.223-246. 

Eacott, S., 2010. Tenure, functional track and strategic leadership. International Journal of 

Educational Management, 24(5), pp.448 – 458. 

Eyal, O., and Roth, G., 2011. Principals' leadership and teachers' motivation: Self-determination 

theory analysis. Journal of Educational Administration, 49(3), pp.48-67. 

Finkelestein, S., and et. al., 2009. Strategic Leadership: Theory and Research on Executives, Top 

Management Teams, and Boards. Oxford University Press. 

Gitlow, L. A., 2004. Being the Boss: The Importance of Leadership and Power. Beard Books. 

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Griffith, W. S., and et. al., 2009. Gridiron Leadership: Winning Strategies and Breakthrough 

Tactics. ABC-CLIO. 

Holt, T. D., and et. al., 2003. Facilitating organizational change: a test of leadership strategies. 

Leadership & Organization Development Journal , 24(5). 

Hughes, L. R., and Beatty, M. K., 2011. Becoming a Strategic Leader: Your Role in Your 

Organization's Enduring Success. John Wiley & Sons. 

Kanter, M. R., 2004. The challenges of leadership: Interview with Rosabeth Moss Kanter. 

Strategic Direction, 20(6), pp.7 – 10. 

Mulki, P. J., and et. al., 2011 Critical Role of Leadership on Ethical Climate and Salesperson 

Behaviors. Journal of Business Ethics, 74(4), pp.125-141. 

Mumford, D.M., and Gibson, C., 2011. Developing Leadership for Creative Efforts. Journal of 

Management, 13(3), pp. 243-247. 

Murphy, J., 2008. The place of leadership in turnaround schools: Insights from organizational 

recovery in the public and private sectors. Journal of Educational Administration, 46(1), 

pp.3-9. 

Nash, R., and Hwang, K., 2012. Collaborative School Leadership: Practical Strategies for 

Principals. Rowman & Littlefield. 

Osborne, P. S., and Brown, K., 2005. Managing Change And Innovation In Public Service 

Organizations. Routledge. 

Pauleen, J. D., 2003. Leadership in a global virtual team: an action learning approach. 

Leadership & Organization Development Journal. 24(3), pp.131-167. 

Pike, R. W., 2003. Creative Training Techniques Handbook: Tips, Tactics, and How-to's for 

Delivering Effective Training. 3 rd ed. Human Resource Development. 

Schein, H. E., 2010. Organizational Culture and Leadership. 4 th ed. John Wiley & Sons. 

Storey, J., 2013. Leadership in Organizations. 2 nd ed. Routledge. 

Wart, V. M., 2012. Leadership in Public Organizations: An Introduction. 2 nd ed. M.E. Sharpe. 

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Online 

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. [Accessed 21 st 

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