The success of an organization

The capacity to give the talented pool of individuals in managerial positions the appropriate competences is the only factor that determines whether a company will succeed in accomplishing its mission and goals. In order for an organization to succeed, leadership development aims to meet its needs in a specific situation while also preparing junior employees to take on new challenges in the future (Purcell & Hutchinson, 2015). However, the majority of leadership or management schools, including MBA programs, concentrate on one of the important components that define leadership. This circumstance shows that just one-third of the components necessary for management success are covered in typical business courses.Therefore, what are some of the leadership styles in organizations, and ways of improving leadership skills?

Developing leadership skills

First-line manager

First-line managers rarely get to these positions because of their leadership capabilities instead it is because they are the top performer on their work (Purcell & Hutchinson, 2017). In the new job, they encounter new challenges like increased responsibilities, having new stakeholders, and managing their former colleagues. As Human resource department, to develop your frontline talents into leadership roles like first-line managers, it is essential to tell them what to expect beforehand so that when they take on such responsibilities, they are aware of what is expected. Face-to-face workshops, coaching, team building, and giving feedback is essential when addressing inadequate knowledge and behavior gaps.

Middle-level managers

While first-line managers are involved in operational, middle-level managers engage in organizational management. Human Resource department and individual managers have various ways of developing their skills (Purcell & Hutchinson, 2017). After identifying critical capabilities, managers can take it upon themselves to further their education to address competencies needs. Moreover, the Human Resource can design professional development plans selecting specific skills for enhancement.

Senior-level managers and CEOs

Though CEOs are in charge of transition management, they should be able to perform all the management responsibilities along the levels of the organization. Organizations should have a clear roadmap in leadership succession. Many agencies that develop top leadership in the group to take on senior management positions like CEOs remain stable (Purcell & Hutchinson, 2015). Organizations take over three years to efficiently resume after a change in leadership especially when the new CEO introduces new management style.
Senior managers should be encouraged to develop strategic plan to guide them in decision making and to have a good sense of goals, roles and what will constitute progress. Managers can practice SWOT analysis to help identification of critical areas that may require adjustment from his/ her team. Moreover, senior managers need to perform a self-assessment to know their natural leadership style; this knowledge provides the manager with a baseline to build on their leadership abilities.

Strategic and operational leadership styles

Strategic management process provides insight into the business environment and developing the best strategies to achieve desired performance while operations management involve the implementation of the business strategy on a daily basis. Although the two processes involve management procedures, there are inevitable differences.
Strategic management covers and provides for long-term processes while operations management focuses on short-term objectives, a day to day objectives (Crossan et al. 2013). Moreover, strategic management requires complex managerial skills hence highly trained personnel while operational control involves an average set of skills and does not necessarily need specialized training.
Critical success factors of an organization are managed and run through the strategic management process. Therefore, survival of a group is defined by the management ability to formulate achievable strategic objectives (Crossan et al. 2013). Although operational management is not directly linked to the success of an organization, day to day activities form the cumulative performance that determines the achievement of the strategic objectives.
Entrepreneurial enterprises aim to identify and exploit new or opportunities that remain underexploited by their competitors (Wilton, 2014). These opportunities might present high returns if all the resources necessary are invested and adequately utilized. Therefore, strategic management is vital in the entrepreneurial venture with the long-term goal of becoming a dominant entity in the business industry. Strategic management provides for alignment between the enterprise external and internal business environment, helping organizations to create value by developing a sustainable competitive advantage over competitors.

Organizational preference leadership style

The type of leadership employed by enterprise significantly affects the business operations from small businesses to large corporations. These techniques influence corporate culture, performance, and the managerial staff. Although different organizations employ various leadership styles, transactional leadership remain dominant in most institutions (McCleskey, 2014).
This type of leadership relies on rewards and performance. A transactional leader formulates evaluation criteria to formalize the relationship between awards and performance then exchange it for responses that aim to improve the subordinates' performance (McCleskey, 2014). Transactional leadership style offers employees opportunity to trade their performance for rewards to the management. Moreover, leaders get to motivate subordinate through corrective actions, contingent reward and enforcement of the rule.

References

Crossan, M., Mazutis, D., Seijts, G., & Gandz, J. (2013). Developing leadership character in business programs. Academy of Management Learning & Education, 12(2), 285-305.
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117
Purcell, J., & Hutchinson, S. (2017). Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence. Human Resource management journal, 22(1), 3-20.
Wilton, N. (2014). The impact of work placements on skills development and career outcomes for business and management graduates. Studies in Higher Education, 37(5), 603-620.