Organisational Change and Leadership Essay Example | Topics and Well Written Essays - 3750 words

Organisational Change and Leadership - Essay Example Using the example of Property Services Agency privatisation already embarked upon in the United Kingdom, the report will review the issue of organisational change and leadership, while giving a thorough analysis of the agency, conducting empirical research of the problem within the limits of current time period, and in accordance to established legislation. The end of the report will identify the ultimate conclusions on the effectiveness of the privatisation processes for both, the government that has taken the object to its privacy, and for the object of privatisation itself that has either started to perform more successfully, or experienced to meet the downfall in its operational activity. When speaking of organisational change - n important tool in management that is aimed to provide sustainable development and constant growth, - it is worth to mention leadership which is vital quality of manager who is eager to come with the best solution and outcome for the planned change or innovation. Being a private organisation, PSA aims to provide, manage, maintain, and furnish the property used by the government, including defence establishments, offices, courts, research laboratories, training centres and land until restructure and organisational change have come into play and imposed PSA to government's privacy. Within the leadership literature, researchers have sought to identify and describe effective leadership from various perspectives. Universal theories proposed that the same leader traits (e.g., for a review, see Bass, 1990) or behaviors (e.g., Bowers & Seashore) create favorable results in all situations. An inability to consistently predict effectiveness (for a review, see Yukl, 1989) led to the development of situation-contingent theories. Researchers postulated that a leader's effectiveness would be moderated by situational variables that either intensified or decreased the effects of a leader's traits (e.g., Fiedler, 1967) and behaviors (e.g., House, 1971; Vroom & Yetton, 1973). Research testing the utility and predictive value of this real-trait, real-behavior research has produced mixed results ( Yuki, 1989). More recently, an alternative, cognitive-attribution approach has been developed to explain the link between leader performance and perceptual processes ( Lord & Maher, 1990). Research suggests that leadership perceptions, indeed, may often be based on both traits ( Lord, De Vader, & Alliger, 1986) and behaviors and events ( Calder, 1977; Meindl & Ehrlich, 1987; Meindl, Ehrlich, & Dukerich, 1985). Rather than attempting to understand a leader's effectiveness in terms of real traits and behaviors, however, this interpretation is based on observers' subjective realities, as described by more general accounts of person perception and information processing ( Lord, 1985) or attribution theory ( Calder, 1977). In other words, leadership is in the eye of the beholder. A leader may assert influence stemming from several different bases of power (e.g., French & Raven, 1959). The success or failure of an influence attempt depends, however, on whether the influence target actually accords such power to the leader. Without follower responsiveness, leader power is meaningless. The specific relationship between