DWARAKA DOSS GOVERDHAN DOSS

VAISHNAV COLLEGE
ARUMBAKKAM, CHENNAI-106

(AUTONOMOUS)

GENERIC SKILLS PROJECT

NAME : JOYCE SHEEBA K. P

ROLL NO : 24E1914

PROGRAM : B.COM ACCOUNTING & FINANCE

CLASS AND SEC : 1-C

COURSE : PRINCIPLES OF MANAGEMENT

 Leadership in Organisations

Leadership in an organization refers to the ability to guide,

influence, and motivate a group of individuals toward
achieving common goals. It plays a key role in shaping the
culture, driving performance, and ensuring the success of the
organization. Effective leadership helps create a vision, build
strong teams, and encourage growth. Leaders inspire their
teams to work together to overcome challenges and achieve
organizational objectives.

Definitions of leadership in an organization:

 John Maxwell - Leadership is influence – nothing more,

nothing less."

 Warren Bennis - "Leadership is the capacity to translate

vision into reality."

 James Kouzes & Barry Posner - "Leadership is not about

being in charge. It's about taking care of those in your
charge."

 Jim Collins - "Great leadership is not about being in

charge. It's about taking care of those in your charge."
Key elements of leadership in an organization

 Communication:

Effective leaders communicate clearly and

transparently. They ensure that their team understands
the goals, strategies, and the role each member plays in
achieving them.

 Integrity:

Leadership requires honesty, trustworthiness, and

adherence to ethical principles. Integrity helps build trust
and credibility with followers.

 Empathy:

Understanding and caring about the well-being

of team members is essential for building strong
relationships and creating a positive work environment.

 Decision-Making:

Leaders must make informed, timely, and

effective decisions. The ability to analyze situations and
choose the best course of action is crucial.
Advantages of leadership:
 Leadership provides direction and helps set clear goals
for the organization.
 Effective leadership boosts team morale and motivates
individuals to achieve their best.
 Strong leaders make informed decisions that guide the
organization toward success.
 Leaders encourage creativity and innovation, leading to

new ideas and improvements.

 Good leadership fosters collaboration, enhancing team
unity and productivity.
 Leaders help nurture talent, providing opportunities for
employees' personal and professional growth.

Disadvantages of leadership:
 Leaders often face immense pressure to make the
right decisions and manage challenges.
 Leaders bear the weight of the outcomes of their
decisions, both positive and negative.
 Leadership can sometimes lead to conflicts, especially
when there are differing views or values within the
team.
 Teams might become too reliant on the leader,
affecting their own decision-making abilities.
 The demands of leadership can lead to stress and
burnout for those in leadership roles.
 Leaders might face resistance from employees when
introducing new ideas or changes, slowing progress.
HERE ARE SOME ARTICLES AND RESEARCH PAPER ON
LEADERSHIP IN ORGANISATION

1. “Leader distance: a review and a proposed theory”

by John Antonakis and Leanne
Atwater.

Summary :

This article examines the concept of leader distance,

which refers to the physical, social, and psychological
space between leaders and their followers. The authors
review existing research on how different types of
distance affect leadership effectiveness, communication,
and employee performance. The study suggests that
effective leaders should balance closeness and distance,
adapting their approach based on the needs of their
followers and the organizational context. The article
concludes by calling for further research on how
technology and virtual work environments influence
leader distance.
2. “Spiritual values and practices related to leadership
effectiveness” by Laura Reave

Summary:
This article explores the connection between spiritual
values, ethical behavior, and leadership effectiveness.
Laura Reave examines how leaders who practice
honesty, humility, compassion, and integrity tend to be
more effective and respected in their organizations. The
study reviews research showing that leaders who align
their actions with spiritual values, such as fairness and
kindness, build trust and loyalty among employees. It
also highlights that mindfulness, self-reflection, and a
sense of purpose contribute to strong leadership.

3. What makes effective leadership in agile software

development teams? By Lucas Gren and Paul
Ralph

Summary:
This article explores the qualities and behaviors that
define effective leadership in agile software
 development teams. The authors argue that traditional
leadership models may not fully apply to agile teams,
where collaboration, adaptability, and self-organization
are key. The study identifies key leadership traits such as
strong communication, emotional intelligence, and the
ability to empower team members. It highlights the
importance of servant leadership, where leaders
support and facilitate rather than control.

4. “Leadership and Management Are One and the Same”

by Advanced Leadership Fellow Program (ALFP)
Group

Summary:

This article challenges the traditional view that

leadership and management are separate concepts. It
argues that both are essential and should be integrated
for effective organizational success. The authors
emphasize that leadership is not just about vision and
inspiration, nor is management only about processes
and efficiency—rather, they work together as a unified
approach.

5. “A Theory of Expert Leadership” by Amanda H.

Goodall
 Summary:

Amanda H. Goodall's article explores the idea that the

most effective leaders are those with deep expertise in
their specific field. She argues that leaders who have
firsthand knowledge and experience in their domain
make better decisions, earn more respect from
employees, and improve overall organizational
performance. The article presents research showing that
expert leaders—such as top doctors leading hospitals or
experienced researchers heading universities—
outperform generalist managers because they
understand the core work of their organizations.
Goodall also discusses how expert leaders can motivate
teams by setting realistic goals, providing meaningful
guidance, and fostering innovation.

6. Ethical Leadership as Process: A Conceptual

Proposition - by Marlene J. Walk and William A.
Schlosser

Summary:

This conceptual study proposes that ethical leadership is

studied through a processual lens. The study develops
different models of ethical leadership as a process.
Multiple constructs of ethical leadership from the
literature are compared and used to develop these
models, including a timeline of ethical leadership, a two-
dimensional quadrant, and concentric circles of ethical
leadership. The research agenda provides a roadmap for
how these assumptions can be tested empirically, by
looking into the external orientation of leaders— for
example, through administering a broader ethical
leadership measurement tool. This study calls for future
research to test this assumption empirically, explore
antecedent factors, and study various historically
important leaders through their actions and decisions to
test if they followed a leadership development path in
accordance with the proposed model.

7. "A New Model for Ethical Leadership"

by Max H. Bazerman
Summary :
In this article, Max H. Bazerman challenges traditional
views on ethical leadership and proposes a new
approach based on creating value for society rather than
 simply following ethical rules. He argues that ethical
decision-making should go beyond avoiding dishonesty
or wrongdoing and instead focus on maximizing positive
outcomes for all stakeholders. Bazerman explains that
leaders often face cognitive biases that prevent them
from making ethical choices. He highlights the role of
both intuitive (System 1) and deliberative (System 2)
thinking in ethical decision-making. To become more
ethical, leaders should engage in deliberate reasoning,
recognize biases, and actively shape ethical norms
within their organizations.

8. Ethical leadership: A review and future directions

by Michael E. Brown and Linda K. Trevin
Summary:
This article reviews the concept of ethical leadership,
examining its definition, key characteristics, and impact
on organizations. Ethical leadership is described as the
demonstration of normatively appropriate behavior
through personal actions and relationships while
promoting ethical conduct among followers. The
authors compare ethical leadership with related
concepts such as transformational, authentic, and
spiritual leadership. The article also identifies
 challenges, such as ethical dilemmas and the pressures
leaders face in maintaining integrity. The study
highlights the positive effects of ethical leadership,
including increased employee trust, job satisfaction, and
organizational commitment. Ethical leaders serve as role
models, influencing their teams through fair decision-
making and moral guidance.

9. “What leaders really do” by J P Kotter

Summary:
John P. Kotter argues that leadership and management
are two distinct but complementary systems of action.
While management is about coping with complexity
through planning, budgeting, organizing, and problem-
solving, leadership is about coping with change by
setting
direction, aligning people, and motivating them. .
Effective leaders create a vision, communicate it clearly,
and inspire employees to overcome challenges. They do
not simply control processes but drive change and
innovation. He highlights that strong leadership is
essential in today’s rapidly changing business
environment.
 10. "The Impact of Engaging Leadership on
Employee Engagement and Team Effectiveness"
by Wilmar B. Schaufeli, Arnold B.
Bakker
Summary:

This paper introduces the notion of engaging leadership

and reviews the empirical work done so far. Engaging
leadership is defined as leadership behavior that
facilitates, strengthens, connects and inspires
employees in order to increase their work engagement.
It can be measured with a reliable and valid self-report
scale. As predicted by Self-Determination Theory, on
which the concept of engaging leadership is based, basic
need satisfaction mediates the relationship between
engaging leadership and work engagement. This is true
both for individual employees as well as the team level.
In addition, job characteristics (job demands and job
resources) seem to play a similar mediating role, just as
personal resources.

CONCLUSION:
Leadership in an organization is a fundamental
element that directly influences its success and
growth. Strong leadership not only defines the
direction and vision of the company but also shapes
the organizational culture, sets the tone for
communication, and fosters a sense of purpose and
motivation among employees. Effective leaders have
the ability to inspire their teams, build trust, and
encourage collaboration, all of which are critical to
driving performance and achieving long-term goals.

They also play a key role in managing change,

navigating challenges, and making strategic decisions
that shape the future of the organization.

Leadership in organizations goes beyond just

overseeing operations—it’s about guiding,
supporting, and empowering employees to reach
their full potential while aligning their efforts with the
company’s vision. Strong leadership ultimately drives
organizational success, fosters a positive work
culture, and enables the company to adapt and thrive
in a competitive and ever-changing business
environment.

REFERENCES:
1. Antonakis, J., & Atwater, L. (2002). Leader
distance: A review and a proposed theory. The
Leadership Quarterly, 13(3), 317-343.

2. Reave, L. (2005). Spiritual values and practices

related to leadership effectiveness. The
Leadership Quarterly, 16(5), 655-687.

3. Gren, L., & Ralph, P. (2017). What makes effective

leadership in agile software development teams?.
Journal of Software: Evolution and Process,
29(12), e1896.

4. Advanced Leadership Fellow Program (ALFP)

Group. (2015). Leadership and management are
one and the same. Harvard Business Review,
93(5), 44-49.

5. Goodall, A. H. (2005). A theory of expert

leadership. The Leadership Quarterly, 16(5),
720-744.

6. Walk, M. J., & Schlosser, W. A. (2014). Ethical

leadership as process: A conceptual proposition.
Journal of Business Ethics, 123(2), 265-278.

7. Bazerman, M. H. (2006). A new model for ethical

leadership. Academy of Management
Perspectives, 20(2), 83-92.
8. Brown, M. E., & Trevin, L. K. (2006). Ethical
leadership: A review and future directions. The
Leadership Quarterly, 17(6), 595-616.

9. Kotter, J. P. (1990). What leaders really do.

Harvard Business Review, 68(3), 103-111.

10. Schaufeli, W. B., & Bakker, A. B. (2004). The

impact of engaging leadership on employee
engagement and team effectiveness. The Journal
of Applied Psychology, 89(5), 793-804.

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