In today’s workplace, organisations frequently include employees coming from different backgrounds, varied range of competencies and diversified languages, are required to focus on tasks accomplishments while also addressing the employee’s expectations through engagement activities so as to ensure effectiveness in being a contributing member of the organisation. Organisational leaders are regarded as coaches who will assist them in understanding and ultimately perform their task effectively (Hamlin 2002). The employees of their leaders expect effective communication and directions to prevail over their work-related issues via motivational skills.
The concept of leadership is made of various components such as personality, ideologies, intellect,
Fiedler postulates that the performance of groups is contingent on the engagement of leadership style and situational favorableness (Fiedler, 1971). It takes into account the differences in leaders and situations and that triggers the need for a leader. It assumes that influencing followers lies on a combination of leader-member relations, task structure and position power. Fiedler suggests that through his Least preferred Co-worker scale, certain leadership is more effective in certain situations. Avery (2004) however argues that leader's behaviour, styles and actions may change to suit the demands of the current
By clearly delineating tasks, removing obstacles and rewarding performers, the path goal theory suggests that “subordinates will be motivated if they think that they are capable of performing their work, if they believe their efforts will result in a certain outcome, and if they believe that the payoffs for doing their work are worthwhile” (Northouse, 2013, p. 137). Satisfaction has been made contingent on effective performance. The intensity of the way the leader leads will depend on the circumstances. For example if the follower is capable or motivated, or the given task is easy or difficult, the method of this leadership style may vary from dictorial to the leader being participative. According to House and Mitchel, depending on the circumstance, the leader could adopt four different styles - supportive, directive, participative and