Page 1 of 4
Journal for Studies in Management and Planning
Available at http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 03 Issue 11
October 2017
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 367
An Analytical Study on the Importance
of Organizational Culture and Its Relation
with Leadership Behavior and Job
Satisfaction
Ms. Monika
Net. Mcom House no. 4054 Defense Colony Jind (Haryana)
ABSTRACT
The ability of leaders to have a profound and extra-ordinary effect on their followers has been
termed as a characteristic of their charisma. Research has also focused on the situational
characteristics of leadership and attempted to study whether there are conceptual conflicts
between the practices of leadership and management.
Leadership is associated with deeper levels of meaning that is absent from much of leadership
theory and research. When leadership is combined with a desire to serve, then the characteristic
of servant leadership emerges which attempts to build high quality dyadic relationships of trust.
One of the important contributions of leadership is also to engage with the temporal dynamics of
the team in order to ensure positive contributions to performance.
Leadership research thus seems to have focused on the characteristics of the leader, its
implications for management, levels of meaning, quality of dyadic relationships and team
performance. This indicates an emphasis on the personality of the leader and the functional
benefits derived from the leader. Yet as the emphasis on the meanings involved in the phenomena
of leadership indicates, the practice of leadership is often a socially shared space rather than a
personality driven space, and while considering meanings, there may be a great advantage
obtained from studying the aesthetics emerging from the practice of leadership.
KEYWORDS: Leadership, Aesthetic, Leader
INTRODUCTION
Inspired leadership may need to move away
from measurement oriented paradigms and
instead focus on crafting organizational
accounts what must really matter to the
collective. Leadership research must focus
not only on the effective traits of leaders but
also on what constitutes ineffective
leadership.
Transformational leadership has a more
positive effect on contextual performance
than on task performance. Rather than
assuming contexts to be limiting conditions,
they must be understood as a composite of
the phenomena of leadership. Organizational
aesthetics emerges in the relational processes
that develop between leaders and followers,
and such a view downplays any idea of
Page 2 of 4
Journal for Studies in Management and Planning
Available at http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 03 Issue 11
October 2017
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 368
individual heroics that might be considered
as a part of leadership.
While there is some attention to aesthetics in
leadership research, it has been largely
explored where the contexts themselves are
aesthetic such as the music industry. It will
be interesting to consider the aesthetic
dimensions of leadership in other managerial
contexts in the business world. One
important aesthetic aspect of leadership
might be the nurturing and sustenance of
communities which creates a sense of
belonging among organizational members.
Communities create a basis where
organizational members can share their
thoughts and feelings with each other in a
free way. The sense of community creates the
foundations of being together and expressing
opinions to each other frankly without having
to look over each other’s shoulders.
The process of others affirming somebody as
a leader may begin with an individual
recognizing her own leadership potential
first. Women could also bring several
important perspectives to leadership such as
collectivism and life long relationships.
Leadership research can also draw from post
colonial philosophical thought and thus
transcend stereotypical views of leadership.
Subaltern expressions of leadership can often
strongly emphasize the ideals of justice as
one of its important anchors. Sometimes the
excessive individuality of a leader can lead to
rigid positions in which she is trapped.
Cohesion and conflict resolution can play
important roles in enabling team leadership
to be translated into effective performance.
Leadership research has also focused on the
methodological imperatives that can allow a
contextual accessing of the phenomena of
leadership. A sense of shared goals and
purposes can also lead to the emergence of a
shared sense of leadership with voice playing
an important role in the process.
Empowering leadership has a positive effect
on the creativity of employees when it
succeeds in creating a sense of psychological
empowerment in them. In the context of
leadership, power distance orientation of
individuals can have an impact on procedural
justice perceptions.
Leadership can create inspiration and derive
greater respect for it when it provides
followers with a space for expressing dissent.
Dissent ensures that alternative perspectives
are always considered and a particular view
is not rigidly held without adequate debate or
discussion. Space for dissent also indicates
the prevalence of a culture of organizational
democracy where the views of organizational
members are valued. Such a culture ensures
that employees feel a sense of dignity and
respect and feel happy to share their views in
the organization. The feeling of being valued
also emerges from the fact their opinions are
considered on merit and hierarchical
considerations do not come in the way of
neglecting their opinions.
Highly skilled teams which need to perform
urgent and unpredictable tasks may rely on
de-individualized systems of leadership in
order to perform their tasks effectively.
When Chief Executive Officers (CEOs)
emphasize economic values, they are
perceived to have autocratic leadership styles
and when they emphasize stakeholder values,
they are perceived to have visionary
leadership styles.
Leadership may often involve the interaction
of performance and maintenance orientations
Page 3 of 4
Journal for Studies in Management and Planning
Available at http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 03 Issue 11
October 2017
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 369
and the exercise of autocratic styles in order
to achieve results may not always be
effective. The process of the emergence of
leadership in an organizational setting
involves co-construction and depends on the
evolving nature of social interactions. It is
suggested that boards may focus on
leadership development in the early stages of
CEO tenure and then shift attention to
managing opportunism in later stages of CEO
tenure.
The focus of leadership research appears to
be on bringing an alignment between the
objectives of individuals and that of
organizations. Yet this instrumental focus on
leadership may not create inspirational and
aesthetic outcomes as the performance of
instrumental roles may depend on managerial
incentives and disincentives than on
leadership dynamics. One of the ways in
which inspirational objectives may be met is
when leadership demonstrates its
responsibilities towards marginal actors in
the organization.
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