Besides this it also avoid the fall into emotional disengagement and de

Besides this it also avoid the fall into emotional

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skills related to emotions that permit both to take sense of belonging and level of motivation. Besides this, it also avoid the fall into emotional disengagement and de-empowerment along with management of conflicts that arise in the company. It is also important to maintain contacts that are constant with the individuals to modify and modulate the interventions. Conclusion A leader when he successfully completes his role is recognized by several aspects, and it becomes a testimony of life as an example. It also has an unmistakable authority and conquers the respect and admiration of people through characteristics that it possesses as, thinking, speaking and acting. Leadership is detected through the behavior and characteristics such as knowing how to influence people, listening, teaching and many more. However, the leader just as any other employee needs encouragement to exercise his or her function successfully. There are ingredients that are fundamental in motivating a leader's career, such as transparency, autonomy, opportunities to show who is doing a good job. Performance of employees is due to the behavior of the leader, the greater the degree of employee motivation and satisfaction, the results will be greater, so the leader must always meet
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the need for employees and the organization as a whole, always seeking and aiming for the success of each with encouragement and effort.
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References Day, D.V. and Lord, R.G., 2008. Executive leadership and organizational performance: Suggestions for a new theory and methodology. Journal of management, 14(3), pp.453- 464. Elenkov, D.S., 2012. Effects of leadership on organizational performance in Russian companies. Journal of Business Research, 55(6), pp.467-480. García Morales, V.J., Lloréns Montes, F.J. and Verdú Jover, A.J., 2008. The effects of transformational leadership on organizational performance through knowledge and innovation. British journal of management, 19(4), pp.299-319. Jing, F.F. and Avery, G.C., 2008. Missing links in understanding the relationship between leadership and organizational performance. International Business and Economics Research Journal, 7(5), p.67. Lieberson, S. and O'Connor, J.F., 2012. Leadership and organizational performance: A study of large corporations. American sociological review, pp.117-130. Ogbonna, E. and Harris, L.C., 2010. Leadership style, organizational culture and performance: empirical evidence from UK companies. International Journal of Human Resource Management, 11(4), pp.766-788. Wang, H., Tsui, A.S. and Xin, K.R., 2011. CEO leadership behaviors, organizational performance, and employees' attitudes. The Leadership Quarterly, 22(1), pp.92-105.
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