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Dichotomy Of Leadership Book

Ryan sits down with Jocko Willink and Leif Babin the authors of the best selling book Extreme Ownership, Jocko Willink, and Leif Babin and has the pleasure to visit with them about their new book; The Dichotomy of Leadership. The conversation about their new book visits a few different topics, ranging from coaching, athletics, hazing, and of course, extreme ownership. Pick up a copy of The Dichotomy of Leadership at your local bookstore, or use this link.

Management Styles And Organizational Effectiveness: An. 2.1 Management Styles Management style is a managerial parlance often used to.

Today's questions for our guests:

  • Did either of you play any athletics in high school?
  • What early lessons did you learn from your coaches or teachers?
  • What are your best practices for coaches trying to build a high performing team?
  • What is it about the message of Extreme Ownership that has resonated so well?
  • How do you view the pivot that your careers have taken post-military life?
  • What about the new book (Dichotomy of Leadership) excites you the most?
  • How would you handle situations where people are engaging in situations that are counter to your organization's ideals?
  • What do you say to undergraduates who feel that trials are necessary to prepare a group?
  • How does a 9-year-old get over his fear of riding his bike?

Host:Ryan Wakefield

The dichotomy of leadership buy

Guests:Jocko Willink and Leif Babin

Dichotomy

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The Dichotomy Of Leadership

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Advances In Management
Review Paper:
Vol. 7(2) February (2014)
Leadership styles Nanjundeswaras wamy T. S. * and Swamy D. R.
Department of Industrial Engineering and Management, JSS Academy of T echnical Education, Bangalore, INDIA * [email protected]
Abstract
team innovation with the mediating effects of knowledge 14 sharing and team communication .
In this global competitive environment, effective leadership style is necessary to reduce the attrition rate. From the effective leadership styles only it is possible to achieve organizational goal productively. Leadership styles affect on the employee performance and productivity. This paper summarizes and analyzes the available literature of leadership styles and effect on different components of Quality of work life.
Exploring the Relationship between Organizational Culture and Style of Leadership we used the factors like Organizational Culture, Charismatic Leadership, Transformational Leadership and Transactional Leadership. 37 Voon et al found out the influence of leadership styles on employees‟ job satisfaction in public sector organizations in Malays ia. They used the factors like salaries, job autonomy, job security, workplace flexibility. Out of these factors, they found that transformational leadership style has a stronger relationship with job satisfaction.
Keywords: Leadership styles, productivity, performance, work life.
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Introduction
Chung – Hs iung Fang et al identified that leadership style can affect organizational commitment and work satisfaction positively and work satisfaction intern can affect organizational commitment and work performance positively. Leadership is largely culturally orientated, embracing traditional beliefs, norms and values and a preoccupation29 . According to Goh Yuan et al17 study, leadership style is significantly influenced by the leader‟s immediate and extended family, clan and tribe. This study finds the linkages between organizational leadership and business ethics, thereby making a contribution toward increasing the quality of organizational life which may have a positive influence on both members of the organization and the wider community. Lu Ye et al27 study explained employees‟ perceptions about transactional or transformational leadership style of executive, both have highly positive correlation with perceptions about executive‟s encouragement factors of its innovation climate.
An effective leader influences followers in a desired manner to achieve desired goals. Different leadership styles 30 may affect organizational effectiveness or performance . Transformational leadership is a stronger predictor of both 7 job satisfaction and overall satisfaction . In the study it was concluded that organizational performance is influenced by a competitive and innovative culture. Organizational Culture is influenced by leadership style and consequently, leadership style affects organizational performance.
Review of Literature Leadership Styles: Leadership is a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organization goals 10 . A leader can be defined as a person who delegates or influencing others to act so as to carry out specified objectives 28 . Today‟s organizations need effective leaders who understand the complexities of the rapidly changing global environment. If the task is highly structured and the leader has good relationship with the employees, effectiveness will be high on the part of the employees. The study further revealed that democratic leaders take great care to involve all members of the team in discussion and can work with a small but highly motivated team.
Podsakoff et al32 said that leadership behavior can affect trust and satisfaction of employees to organization and organizational citizenship behavior further enhances the relationship between leadership style and organizational commitment directly. Transactional leadership is considered as the subordinates‟ rewards through their efforts and performance. Guang-yi et al18 compared the Transactional leadership. Transformational leadership theory is deemed to improve the subordinates‟ performance by changing the motives and values of employees.
1
Barchiesi et al measured the leadership effectiveness and leadership role and its influence on performance, leadership behaviors, attitudes. They found that high leadership indexes are not related to past performance records but associated both to higher potentiality of enhanced performance and to higher reputation of organizations, pointing in the direction of a meaningful influence of behavioral complexity and dynamics on the leadership perceived level. A mechanism of leadership styles affecting team innovation in the private research centers investigated the relationship between different leadership styles and
Bass 5 divided leadership style into transformational leadership and transactional leadership. Transformational leadership has the characteristics of individual influence, spiritual encouragement and intellectual stimulation. They often take individual into consideration, establish vision and aim ins ide, create open culture, trust the staff to reach their goals and give full play for staff's potential.
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Advances In Management
Vol. 7(1) January (2014)
Transactional leadership is focused on staff‟s basic and external demand, the relationship between leaders and subordinates is based on the contract. They tend to attain organizational goal by pacific job roles and mission des ign, their basic purpose is to maintain a stable organization.
According to Bass and Avolio2 , transformational leaders encourage followers to view problems from new perspectives, provide support and encouragement communicates a vision, stimulates emotion and identification. Bruce et al9 said that transformational leaders are able to define and articulate a vision for their organizations and their leadership style can influence or “transform” individual-level variables such as increasing motivation and organization-level variables, such as mediating conflict among groups or teams. Podsakoff et 32 al disclosed transformational leadership had active influence on individual and organizational outcomes such as employee satisfaction and performance. Higher levels of transformational leadership were associated with higher levels of group potency.
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Podsakoff et al said that leadership behavior can affect trust and satisfaction of employees to organization and organizational citizenship behavior further enhances the relationship between leadership style and organizational commitment directly. Leadership style is the „relatively consistent pattern of 15 behavior that characterizes a leader‟ . Today‟s organizations need effective leaders who understand the complexities of the rapidly changing global environment. Different leadership styles may affect organizational electiveness or performance30 . According to the Oladipo et al31 , the success or failure of proper organizations, nations and other social units has been largely credited to the nature of their leadership style,
Transactional Leadership styles: Transactional leadership relies more about 'trades' between the leader and follower by which followers are compensated for meeting specific 36 goals or performance criteria . The transactional leader will first validate the relationship between performance and reward and then exchange it for an appropriate response 34 that encourages subordinates to improve performance .
Jeremy et al22 explained in manufacturing company, leadership is really a process for impacting on others commitment towards recognizing their full potential in achieving goals, vision with passion and integrity. The study also revealed that the associations between leader and worker give additional factor employees‟ satisfaction which are considerably affected through the leadership style adopted by the leader. However from the available literature we can summarize the different dimensions of leadership styles and their effect on employee satisfaction, team work, organizational change and employee performance. Table 1 lists some of the dimens ions of leadership styles and components as viewed by the scholars along with the type of the sectors and outcomes.
Transactional leadership in organizations plays an exchange role between managers and subordinates 24 . Transactional leadership style is understood to be the exchange of rewards and targets between employees and management20 . Bass and Avolio2 explained Transactional leaders motivate subordinates through the use of contingent rewards, corrective actions and rule enforcement. Bass Bernard et al6 explained that transactional leadership depends on contingent reinforcement, either positive contingent reward or the more negative active or passive forms of management-by-exception. Transactional leaders motivate followers through exchange; for example, accomplishing work in exchange for rewards or preferences38. Kahai et al33 found group efficacy was higher under the transactional leadership condition. According to Burns 11 , transactional leader tends to focus on task completion and employee compliance and these leaders rely quite heavily on organizational rewards and punishments to influence employee performance.
Transformational Leadership styles: Transformational leadership style concentrates on the development of followers as well as their needs. Managers with transformational leadership style concentrate on the growth and development of value system of employees, their inspirational level and moralities with the preamble of their 21 5 abilities . According to Bass , the aim of transformational leadership would be to „transform‟ people and organizations inside a literal sense - to alter them in the mind and heart enlarge vis ion, ins ight and understanding clarify reasons make behavior congruent with values, concepts and brings about changes which are permanent, self-perpetuating and momentum building.
Conclusion It is observed that from the available literature, all the studies conducted are related to the large sector which interns reveal that leadership style, organizational commitment and work satisfaction are interrelated. Thus, leadership styles can affect the quality of work life. Since much work has not been carried out with respect to SMEs, there is a need for the study of the effect of Transformational and Transactional leadership styles on the Quality of work life of employees working in the SMEs.
According to Bass and Avolio4 , transformational leadership happens when leader become wider and uphold the interests of the employees, once they generate awareness and acceptance for the purpose and assignment of the group, so when they blend employees to appear beyond their own self-interest for the good of the group.
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Advances In Management
Author Berson Jonathan 7 Linton
Goh Yuan Sheng et al17
Liliana pedrajarejas,Emilion RodriguezPonce,Y Juan Rodriguez39 Ponce Bunmi 10 Omolayo
Jui-Kuei Chen and I-Shuo Chen23 Lirong Long and Minxin Mao26
Hsien-Che Lee Yi-Wen Liu 40
Chung-Hsiung 13 Fang et al
Vol. 7(2) February (2014)
Table 1 Leadership styles and components on which leadership styles effect Dimensions of Components Type of the Outcomes leadership styles Industries 1 Transformational Employee Telecommunication Impact of transformational Leadership, Satisfaction firms leadership styles is more 2 Transactional And significant to establish quality Non- Transactional, environment in the R and D part 3 Laissez-Faire of Telecommunication firms Leadership 1 Transformational 1 Job Performance, All types of SMEs The result indicates that the Leadership, 2 Deontology in Singapore ethical behavior of leader have an 2 Transactional Ethical Approach, important mediating effect leadership, 3 Teleology Ethical between their leadership styles Approach. and job performance of employees 1 Participative style Effectiveness SMEs In Chile Supportive and participative 2 Supportive style leadership styles have a pos itive 3 Instrumental style influence on effectiveness in SMEs. Instrumental leadership has a negative influence on effectiveness in small organizations. 1 Autocratic 1 Job-Related Manufacturing Results shows that workers Leadership Style Tension And organizations Lagos under democratic leadership style 2 Democratic 2 Psychological State, Nigeria do not experience higher jobLeadership Style Sense Of related tension than workers Community In Work under autocratic leadership style. Organizations Also, workers under autocratic style of leadership do not experience higher sense of community than workers under democratic style of leadership 1 Active Participant Big- Five Personal Professors and The results of the study show that Style Traits lecturers from leadership style has a significant universities in relationship to innovative Taiwan operation. 1 Transformational Organizational Employees from The findings indicate that both Leadership change different types of transformational leadership and 2 Transactional private and public transactional leadership have Leadership organizations in positive impact on organizational China change. 1 Transactional 1 Organizational Electronics The leadership style has a Leadership Innovation Information Industry positive relationship on 2 Transformation Performance, in Taiwan organizational innovation Leadership 2 Organizational performance, and the leadership Innovation style moderates the relationship Capability between organizational innovation capability and organizational innovation performance. 1 Staff Work Hospital Employees Leadership has a significant, 1 Leadership Style Satisfaction, positive and direct effect on work 2 Organizational satisfaction and can affect Commitment 3 organizational commitment and Work Performance work performance indirectly through work satisfaction.
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Advances In Management
Vol. 7(1) January (2014)
Yafang Tsai, Shih-Wang Wu, and HsienJui Chung 41
1 Charismatic leadership 2 Transformational leadership 3 Transactional leadership 4 Team leadership
1 Organizational Culture 2 Ideological Culture 3 Hierarchical Culture 4 Coordinate Culture
Hospitals employees in Taiwan
Cong Yang Yu Wei 42
1 Leader‟s Charm,
tourist hotels employees China
Duanxu Wang 14 et al
1 Authoritarian Leadership 2 Transformational Leadership 3 Transactional Leadership 4 Benevolent Leadership
1 Staffs Psychological Empowerment. 2 Staffs Satisfaction. 1 Team Innovations 2 Team Communications. 3 Knowledge Sharing
Li-Ren Yang and Yen-Ting Chen 43
1 Transactional Leadership 2 Transformation Leadership
1 Teamwork a. Communication, b. Collaboration c. Cohesiveness 2 Performance
Employees of Taiwanese industry, Taipei, Taiwan
Voon et al37
1 Transactional Leadership 2 Transformation Leadership
Job Satisfaction.
Malaysian executives working in public sectors, Malaysia
Lu Ye et al27
1 Transactional Leadership 2 Transformation Leadership
1 Innovation Climate, 2 Job Independency, 3 Job Challenging
Employees of hightech corporations in Hebei
60
Employees and supervisors in the PRC , China
The results show us that organizational cultures influence the style of leadership. There is positive correlation between ideological culture and transformational leadership. There is positive correlation between hierarchical culture and charismatic leadership. There is positive correlation between coordinate culture and team leadership. There is positive correlation between rational culture and transactional leadership. Leader‟s charm has positive effects on employees‟ Satisfaction and service innovation. Study suggested that knowledge sharing & team communication completely mediated the negative relationship between authoritarian leadership and team innovation, and partially mediated the contributions of transformational leadership and benevolent leadership to team innovation. The analyses suggest that project manager‟s leadership style, teamwork, and project performance are highly correlated. The findings also indicate that teamwork dimensions may partially or fully mediate the relationships between leadership style and project performance. The results showed that transformational leadership style has a stronger relationship with job satisfaction. This implies that transformational leadership is deemed suitable for managing government organizations The empirical study show that employees‟ perceptions about transactional or transformational leadership style of executive both have highly pos itive correlation with perceptions about executive‟s encouragement factors of its innovation climate. Between them, transformational leadership style has had a higher influence on cognition of leader‟s motivation,
Advances In Management
Vol. 7(2) February (2014) 17. Goh Yuan, Sheng Victor and Geoffrey N. Soutar, University of Western Australia, The Role Of Ethical Behaviours In The Relations Between Leadership Styles And Job Performance, ANZMAC Conference: Corporate Responsibility (2005)
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(Received 30 2014)
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November 2013, accepted 05
January
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