Organizational Behaviour

Introduction

Effective leaders are authentic, open, ready to incorporate others ideas, and are committed to the employees’ success (Lindale, 2007). The leader moves the subordinate beyond immediate self-interest using various strategies such as inspiration, communication (Rafferty & Griffin, 2004), intellectual stimulation, idealized influence and individualized consideration (Bass, Avolio, Jung, & Berson, 2003; Bass, 1999). This paper will highlight the different leadership styles used within the Ministry of Environment’s Environmental Protection (EP) division, and more specifically my working unit within the division. This paper addresses the difference between managers and leaders. This paper also attempts to break down managers’ personality dimensions to further understand behavioral and leadership theories. I will then be able to identify the proper leadership style that corresponds appropriately with subordinates while addressing contingency factors. Not having effective leadership has left my organization in dire states. Choosing the appropriate leadership style based on the situation at hand is imperative to my organization’s success.

Management’s leadership style in my organization is decades behind the proverbial eight ball, failing to recognize todays quickly changing and exceedingly competitive environment. Firstly, it is vital to recognize the importance of distinguishing and understanding employee behavior. This organization today employs a younger generation who are eager, capable, and seeking mentorship to sustain their own growth. However, management hierarchy is often in a state of stagnancy, lacking organizational growth, mentorship, and ultimately effective leaders to achieve this.

Managers vs Leaders

The Managers’ focuses are on the day-to-day activities. They maintain behaviour, standard practices, culture, and rely on control. In my organization, this is achieved through transactional rewards such as recognition, job reclassifications, and earned time off. Comparatively, a manager is concerned with doing things right, whereas a leader is concerned with doing the right things (Colvard, 2003).

From experience, managers in EP are administrators and are content with maintaining the status quo. My supervisor, responsible for managing solely myself, goes as far as stating “maintain the status quo” as an annual work planning objective. Unfortunately, I feel this tactic will be to our division’s demise. My organization needs leaders that do not maintain the status quo but rather promote innovative and unique solutions. This strategy transfers where managers provide leadership, and leaders perform management functions. Also, traditionally, managers don't perform the unique functions of leaders. A manager's critical concern is efficiency; a leader focuses