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Leadership Styles And WAYS OF Data Collection Management Essay

"Leadership Style identifies the more or less steady patterns of thinking, feeling, and behaving that characterize the way in which the leader package with people and situations in a leadership framework. Leader ship style is one of the strongest tools the market leaders have in their repertory as leader".

Four of leadership styles will be focused on, managerial style, transformational style, transactional style and proper style. An investigation will be influenced through three organizations in Al Ain town to examine the leaders ship`s style that used by leaders.

This search opts to investigate the different leadership styles executed in three chosen organizations, Furthermore it'll be emphasized on the consequence of this search, what might we learn and the type of feature that lead to the effective leadership.

Methods of data collection

Questionnaire is the technique we used for collecting data "The usage of questionnaire is usually the least costly way for collecting information. It is a powerful way to acquire a large amount of information in a short period of your time. (Ivacevich 2010)

Surveying Tool: Leadership Style Questionnaire (LSQ)

The tool used to study the leadership style of Leader is the "Leadership Style Questionnaire" (LSQ) that is designed by Preiss (2009) as a personal diagnosis tool to help individual understanding their leadership styles. The study mainly assesses the average person inclination toward a transformational-transactional or strategic-managerial leader style. It really is designed in a manner that helps individuals who utilize it to develop an understanding with their leadership features; it also supports their understating of similarities and distinctions among leadership styles and types of market leaders.

The LSQ involves total of 20 pairs of statements that are split into two categories: transformational vs transactional leadership style and proper vs managerial leadership style. Each category includes 10 pairs of statements( see Appendix 1). Individuals who complete the LSQ are requested to divide five items (in positive amount, no zero) between your two statements of each pair according to their beliefs or perceptions of themselves and which assertion better reflects their characteristics. The assertion pairs could be linked to either of styles and only the final ratings reflects the leadership style. The ultimate scores are found by summing the factors, in columns, given for each assertion. The higher column total signifies if individual agree more or mirror more either a transformational or transactional or tactical or managerial leader (Preiss, 2009). Here is an example of the statements of category one:

1A. I've a primary quest of maintaining stability []

1B. I have a primary quest of change []

It is clear that affirmation 1A reflects the transactional style while 1B reveals the transformational style; and so one.

To gather information about the leadership style of Leader; the review was allocated for Leader himself, his superintendent (HR Manger), five of his subordinates (followers) and two peers who are also in a respected positions in various department but with business relationship with Leader. The sample is selected ideally in line with the participants' eager to be part of the survey which was distributed as a difficult copy. The full total amount surveyed is 8 members in additional to Leader. The survey was sent out in hard backup; however, participants who are in power positions (HR manager and peers) were asked to fill up two copies of the review: one about their own leadership styles and the second reason is about how they perceive the Leader' leadership style. This produced total of 12 survey results which is analyzed to interpret the organizational leadership style.

Interview is another method we used to gathered data, we interviewed the manger and some employees to see if the organization set tactical plan to be able to enhance the leadership among the business.

Leadership styles:

There are many ways to lead and every leader has his or her own style. A number of the more common styles include transactional. Transformational, tactical and managerial.

Transactional Leadership

Definition & Theories

The bottom part of transactional leadership is put on the "transaction" principle: "it can be an agreement between separate entities or things, often relating to the exchange of components of value". Hence, the transactional leadership style is developed with the understanding that the leader, who holds electricity, provides components of value for fans to do what he desires those to do; or the market leaders holds back these items and/or punish the followers if they do not do what's desired. This leadership style was at first pointed up by Max Weber in 1947 and then by Bernard Bass in 1981 (Money-Zine, 2010).

Theories and assumptions behind leadership style and characteristics of transactional market leaders will be discussed in the next sections as well as the benefits and limitations attached to this style of leadership.

Transactional leadership depends on the Behaviorism Theory which believes that "all human being behaviors are obtained because of this of conditioning and/or responding to stimuli". This implies that behaviours/performance can be designed and controlled by group of positive (rewards) and negative (punishment) reinforcements. Guidelines of operant conditioning, suggested by Skinner in 1975, states that rewarded habits are likely to be repeated/managed while manners that bring undesired situation are most likely to be censored (Mergel, 1998).

These basic principles of behaviorism theory supply the assumptions for transactional leadership that people are mainly motivated by prize and punishment; plus they best operate when they are plainly told what to do within a good system of chain of control (Changingminds. org, 2010). Within organizations, when employees allow to get the job done, then they concur that they concede the authority to top of the layers of management and own the tasks of this job' duties. The management will encourage the performance by providing incentives for completed promptly tasks; as the inability to complete the job' duties effect on kind of punishment.

Transactional Leadership Traits

As introduced, the main relationship between transactional leader and fans is "I'll offer you this if you give me that" with ability and control kept by only the first choice. Once agreement of exchange occurs, the transactional leadership style requires the "telling style" of which market leaders allocate work to supporters and "tell them" what exactly regarding less (if any by any means) decision making opportunities. In group that reflects this style, soon after the contract negotiation and contracts about the staff hiring and what salary and benefits he/she will be given, the organization gets authority above the worker (Changingminds. org, 2010). This specialist is showed by the practice of the immediate director who becomes the transactional leader.

Transactional market leaders, then, create an operating framework at which objectives and jobs' requirements are clear for employees. They enhance reliable performance and permit employees to accomplish agreed-upon objectives by providing guidelines, clarifications and resources as needed. They use rewards to encourage successful performance and punishment to limit failures (Barnett, 2003; Gellis, 2001; Jung & Avolio, 1999 as cited in Hay, 2007).

The main practice for transactional leaders, therefore, is to motivate their enthusiasts (employees) through setting clear goals and liking the rewards ((or punishment) to initiatives, performance and productivity. They also use the "manage by exception" principle which refers simply to the idea of keeping things running just how it is unless of course there is a problem, mistake and/or poor performance that requires attention (Hay, 2007). Handling by exception characterizes the passive type of transactional leadership. The dynamic type, from other palm, emphasizes rewarding the employees on reaching goals (Balgobind, 2002).

Transactional Leaders skills

Transactional leaders will often have the characteristics of negotiation skills that enable them to attain agreements with people and to complete the transactions in the manner to achieve the collection goals. They view the leadership as from more managerial aspects and the human relationships with people as "this for this". There are main five different types of transactional market leaders: opinion leaders having the ability to influence the public opinion; bureaucratic leader who maintain powerful position over supporters; party market leaders who hold political titles, legislative market leaders who hold powerful "in back of the landscape" political positions and professional leaders who carry presidency positions (Money-Zine, 2010). It really is worth to showcase that the majority of these kinds "inherit" the leadership electricity from situations and/or positions; and in the most of enough time, they shown to be effective in getting together with new people, establishing transactional romance and getting tasks completed.

Transformational Leadership

Definition

The term of transformational leadership has been depicted and talked about since 20th century. Many experts tried out to determine the transformational leadership such as James MacGregor Burns. Burns defines transformational leadership as (Such leadership occurs when a number of persons build relationships others in such a way that market leaders and followers raise each other to higher levels of desire and morality. )

According to Burns transformational leadership affects deeply our life and our work place where the leadership goes beyond the essential needs and redesigning old beliefs and perceptions. Then, 1"Bernard M. Bass (1985), another researcher, developed the initial ideas of Burns to become theory. He suggested that the measurement of transformational leaders based on its affect on followers. And because of the features of transformational innovator, as he said, followers show trust, loyalty and admiration.

Transformational leadership Theory

Transformational leadership is an activity in which the leader engages others, builds trust and creates a interconnection that escalates the desire and morality in both head and the follower. A trans formational innovator focuses on others and their needs to be able to help them reach their potential. In many ways, transformational leadership is about a leader's capability to create a vision related to a goal that has so this means for both innovator and follower.

Large dramatic changes have came out and made huge changes in the organizations in UAE. The organizations have been facing strong contests that require advanced of innovation and creativeness. Therefore, the role of leadership in organizations is becoming an intrinsic part where having dynamic, enthusiastic and passionate leadership is important. Here, the transformational leadership has gained its importance.

The The different parts of Transformational Leadership

Bass recommended also that there are four basic the different parts of the transformational leadership. These are referenced as the 4 I's as the following:

Idealized impact: discussing this components contributes to discuss charismatic leadership as an element of transformational leadership. It really is about building a strong role, strong eye-sight, trust and self-confidence where the followers then are highly prepared and motivated not to imitate but also to emulate.

Inspirational inspiration: It really is about placing a challenging and high specifications and encouraging followers to be parts of the whole company.

Intellectual stimulation: Transformational leaders reinforce fans' creativeness and innovations aiding those to see things in several ways and pushing those to create new things without fear.

Individualized consideration: it is about offering assistance, advice and reinforcement for each and every follower and treats the enthusiasts individually according to their knowledge and talents assisting them reach higher achievements.

Characteristics of Transformational Leadership

There are five main characteristics that transformational market leaders convert.

Creative

Transformational leaders are the arch-enemy of regimen and the position quo. They seek out new ideas and ways of performing tasks. They opinion that being content with the past achievement is not the finish, but instead it is a small step for high plus more achievements.

Interactive

Transformational leaders are excellent communicators who is able to determine ideas that escape others. They transfer their new ideas through images and metaphors and models with their followers with stimulating supporters to be parts of the leadership.

Visionary

Transformational leaders communicate a desirable and attainable vision to their fans inspiring these to be more focused on their work.

Empowering

Transformational leaders are remarkable in managing electricity. They know how, when and just why to empower their enthusiasts and engaged them to effectively take part.

Passionate

Transformational leaders are strongly committed to their work and love being in and working with their supporters making a positive environment and being truly a motivating example of their fans to do the best they can.

Strategic Leadership

Definition

Strategic Leadership is thought as measuring the perspective and development indication of the business success and development. Many Skill and tool are essential to carry out the strategy execution.

It is also thought as "The capability to assume, envision, maintain versatility, and empower others to make strategic change as necessary. Tactical leadership is based on long-term planning. It involves establishing and preserving systems, allocating resources, and connecting eye-sight. Principals need to keep up the focus plainly on the central vision for their school. "

Strategic Leadership: Features and characteristic

Strategic market leaders are known as objective focused. These are mostly concentrating almost all their efforts to attain the mission with their corporation. They try hardly to influence their workers to set up front of their eyes the work rather than their personal needs. Morality at the job is essential for strategic leaders and they encourage their workers to not lose it.

They manage details. Strategic market leaders feel that details are essential more that the best things in virtually any issue appear in the business. They feel that big things can take care of themselves.

Their thinking is intricate and they look for non-obvious causes and solutions. Strategic leaders believe that there is absolutely no perfect solution for any problem which corporation may face.

There is little or no certainty in how the world works. If there is, we haven't figured out yet. Strategic leaders believe that Occasions and situations therefore have a variety of probable triggers, each of which may or might not exactly be assigned certain probabilities.

They spend almost all of their time taking into consideration the future. Strategic leaders use the knowledge they experienced to achieve the vision of the business.

Strategic Leadership approach

To be a distinguished leader, leaders have to have enough reputation of incorporate top features of both individuals and analytical sizes which is driving a car the business success. Moreover, they should be aware from what degree is the eyesight that they follow is significant, effective and different from one leader to some other one. You will discover categories which considered as the methods of the market leaders and it will be discussed in the eye-sight of the strategic leaders.

The categories are:

The primary role of main strategist.

The leader's functions and jobs during ongoing strategy making.

The kind of team should be created by ongoing strategy

The timing of finishing the strategy.

The primary role of chief strategist.

Now we can decide whether the key strategist's role is to design or mange a process to achieve the product.

Analytical : The strategist's function is to be "architect to the perfect strategy product" this means that he must be an expert in creating programmer that improve the quality of the performance - for example, understanding data, providing the fundamentals of future success.

Human: The chief strategist should absorb any development plus more completely to give the outcome the cognitive background needed.

The leader's functions and duties during ongoing strategy making.

The main responsibilities of the leader are to be "Coach and guide enjoying personal abilities.

Analytical: Eye-sight and intelligence are essential capabilities for leader to attain the organization's targets.

Human: As individual, leaders are likely to play lively role in coaching and practicing strategies to link the idea and application in a single situation.

The kind of team should be created by ongoing strategy.

In this case, does to the leader rely upon his specific decision or adopts team work strategies to produce distinguished strategy.

Analytical: This approach creates a special inner circle. Since working with groups is way better and successful because communities enrich strategy with more ideas and problem solutions.

Human: Team working procedure facilitates the communication and participations so the leaders as well as the average person feel that they are simply an integral part of the continuous development process.

The timing of concluding the strategy.

The innovator usually has a concept of what is the proper time to finish the strategy or start a new one.

Analytical: The insurance policy of "Check off" is well known for leaders to complete the task. So, the first choice should define time frame and executed.

Human: Leaders usually sees strategies as ongoing steps to reach the successful away comes, so they adapt re-visit critical assumptions.

The managerial leadership style

Definition

"A managerial leader is a person who both can and wants to help his or her people to fulfill their needs. Leadership becomes a reality when subordinates know that their managers load these needs this is to say, when they can trust that their managers know their work and are able to do it".

Napoleon Bonaparte said: "Every soldier is entitled to a competent control". A managerial paraphrase of this would be "every employee is entitled to have a reliable manager".

MANAGERIAL POLICY

"Professionals are accountable for the results of the subordinates and because of their behavior face to face.

Managers are in charge of the use of managerial leadership techniques.

All employees are accountable for working at the top of their capabilities.

Managers are in charge of keeping a team of subordinates where everyone fills at least the minimum requirements with their roles. "

Managerial leadership traits

The marriage of features to managerial success has been investigated in lots of ways regarding to Yukl (2010) there are some specific characteristics related to leadership:

Energy level and stress tolerance: the high energy can help the manger to handle certain issues like rate, long hours of work also to understand the job demand.

Self-confidence: this characteristic associated with the manager self esteem without strong home- assurance, a head is less likely to make influence efforts.

Locus of control orientation: person with this characteristic believes they can effect their own destiny; they take more duties for their own activities.

The strong dependence on power: It is relating to the use of vitality and influence, Professionals must exercise power to impact subordinates, peers and superiors

Personal integrity: this refers to the manager patterns which steady with honesty, ideals and ethical.

Achievement orientation: It is include a set of attitude and values. Managers with a strong a achievement orientation are likely to have a solid concern for task objectives,

The dependence on affiliation: People with a strong dependence on affiliation receive great satisfaction from being and accepted by others, there are always a negative relationship between dependence on affiliation and managerial performance.

Managerial leadership skills

There are three major skills that related to the managerial leadership regarding to Yukl (2010)

Technical skills: which include understanding of methods, functions and equipment for performing the professional activities of the administrator`s organization product. Professionals who supervise the task of others need comprehensive knowledge of the techniques used by the subordinates to execute the work.

Conceptual skills: which entail good judgment, intuition creativity and the capability to find so this means. A administrator with high cognitive complexity can develop a much better mental model of the organization to help understand the most significant factors and the partnership included in this.

Interpersonal skills or communal skills: include knowledge about human habit and ability to comprehend the feelings, attitudes and motives of others. Strong social skills help a supervisor listen within an attentive and non judgment way to an individual with a personal problem.

Survey Site, Sampling and Method

The site at which study is conducted is the United Arab Emirates University or college (UAEU). UAEU is a federal government institution founded in 1976 as the first university or college in the UAE with to provide free education, transportation, and accommodation for undergraduate students. UAEU locates in Al Ain city and contains ten colleges that provide 64 different undergraduate academics programs and 14 main graduate programs like the PhD program combination all colleges. In 2008-2009 academics years, there have been 11, 752 registered at the school in undergraduate program and 477 students in graduate programs while number of graduated students at the same academics year come to 966 students from undergraduate programs and 82 students from graduate programs (Bowen, 2009). UAEU performs with 818 educational and 1, 987 non-academic staff and within organizational chart as illustrated in Chart 1 (UAE School, 2010).

Findings

The LSQ results for Head indicate that Innovator is more transformational leader than transactional and managerial innovator with total average ratings of 25 items for transformational style and 26. 9 factors for strategic style in compare to 24. 8 tips for transactional styles and 23 things for managerial style; this average value includes the ratings Leader allocated for himself. However, Head perceives himself as a transformational and proper leader as in the study he completed by his own, he scored 30 factors for transformational style and 38. 5 items for proper style in compare to 20 and 11. 5 details respectively which leads to high deviation that impacts the ultimate average results. Hence, when these Innovator' self-assessment ratings are not counted; the full total average value implies that Leader is seen as transactional but strategic leader rather than transformational and managerial (24. 5 vs 25. 4 and 25. 4 vs 24. 4). Average results are illustrated in Chart 2.

CHART2 : AVG ratings for Innovator' leadership styles in line with the total survey participants

So, self-assessment scores of being proper leader were reinforced by the average results from employees who've romantic relationships with Leader. Leader' supporters perceive him as a transactional and strategic leader (average of 24. 6 vs 25. 2; 25. 3 vs 24. 5) and so do his peers (22 vs 28 and 27. 3 vs 22. 8). What's interesting is the fact Leader' manager is the only one who perceives Leader as transformational and managerial leader at the same time ( 29 vs 21 and 22. 5 vs 27. 5). Followers, from their area, perceive Leader in several ways; while three out of five arranged that he is transactional and strategic, one follower indicated that he's transformational and managerial and other one indicated that Leader has similar transformational and transactional features. Fans' results are illustrated in Chart 3.

CHART3: Supporters LSQ scores

Having a deeper look into the survey points, it is noticed that 50% of individuals indicated that Leader has female mission of change (40% of his followers) while both of his peers pointed that he has major mission of preserving stability. However, also 50% described his a realistic leader who prefers to think brief range (80% of his follower) and 75% of total individuals feel that Leader believes that a significant part of his leadership is that of facilitator. 50% of participants indicated that Leader believes leadership should be inspirational, however, one half participants also perceive tat what vitality he has to affect others comes mainly from his status and positions (60% of his supporters). Leader and Leader' manager, though, believe Leader' capacity to affect others comes mainly from his capacity to get people to identify along with his and their ideas. Leader suggested that he is more worried his fans are rewarded for equitably with their work than in what they need in life; 40% of his fans recognized that while 60% think he's concerned equally about both.

Leader explained that he spends considerable energy in managing separated but related goals and less amount of time in arousing hopes, targets and aspirations among his market leaders; Leader' manager highly supported this aspect ( 4 vs 1 out of 5) and so do his peers. However, 80% of his enthusiasts think the contrary and that he spends more energy in arousing aspiration among his leaders. 80% also of his followers also believe that he enjoys revitalizing them to want to do more, not only satisfying them for employment done well. Chart 4, 5 and 6 illustrate the total ratings for Leader' tendency toward transactional- transformational leadership characteristics; these scores reflects individuals' conception of Leader.

CHART4: Vision and Change Objective Tendency

CHART5: Facilitators and Goals' Managing Tendency

CHART6: Creativity and Influence Vitality Sources

Discussion

Leader' followers suggested his leadership style to be transactional and proper which was backed by his peers' reviews but not his immediate manager understanding who signifies Leader style to be transformational and managerial. Leader, the peers and also the top manager all perceive themselves as transformational and tactical leaders rather than transactional and managerial. If this means that anything then this implies the organization trend to foster the transformational and tactical leadership styles among their managers and leaders who aren't necessary practicing them. As discovered, Leader' immediate manager perceive himself and his member staff (Leader) as transformational leaders since being transformational leader can be applied the capability to develop others to become market leaders from same style; however, the supporters don't experience this style from other leader that could be an evident that maybe the most notable manager and Leader find out about the leadership principles however they don't practice them well or don't possess the ability to influence others. Particularly when look into the Leader' self ratings that are significantly unique of how his supporters (and peers) perceive his leadership style.

Leader is seen more as reasonable and practical leader who spends more energy taking care of the goals and facilitating the happenings rather than training, motivating others to innovate and exceed the setting up goals. I believe this is directly from the organizational culture; in public areas corporation, it is a general tendency to celebrate practicality and appreciate professionals who get jobs/goals accomplished as set, particularly when it is none-profit company like the truth in UAEU. However, to react to dynamic changes in markets and privatization in most of public services sector, it becomes very very important to leaders in organizations to have the ability to sense the local and global fads' changes and react to these changes with an increase of innovative initiatives that ensure your competition advantage for the organizations through attracting not only the customers but also the most talented employees in the field; it is quite known that employees "quit professionals, not organizations". Furthermore, the leader' capability to determine a "vision" of where h/she want (along with team) to maintain the long-term will "inspire" others to look to the future and head into the same way the first choice is taking which definitely aligned to the organizational perspective and strategic goals.

The leader should also have (or develop) good communication skills. Two -ways communication will enable the leader to understand his supporters' needs, to sense their concerns and what they need from life and monitor their skills and capacities; this enables him to assign each associates of team the right jobs to do and also help him using the correct solutions to motivate all the associates.

Most importantly, effective communication means that emails and role-responsibilities assignments are received and are understood completely down through the team composition; regarding to Forster (2009) "a significant element of effective leadership is communication and many transformational leaders often have exceptional communication skills. They can be adept at telling personnel who they are, where are they heading and why they go there. "

One more point have to be taken into account is the power of inspiration and desire. Leader must have the ability to motivate his enthusiasts, each matching to his own private determination forces that differ combination individuals and range from higher mental forces into more materialistic. Leader should know that motivating people starts off with learning how to effect their action to increase their loyalty, dedications and desires to attain both personal and organizational objectives; as leadership is seen as "the capability to effect, motivate, and enable others to contribute toward the success and success of the organization".

Strategic leadership, on the other palm, seems to be an attribute of the organizational culture due to its strong presence in the ratings against weak indication of managerial style. This also facilitates that the organization is on the right course to move away from transactional into transformational leadership style. It's important to pay attention to other factors which may affect the consequence of this review. Example if these factors could be the competition among employees and against Leader that may leads them to give him unfair tips and/or the tiny number of individuals.

Al Ain hospital has been one of the very most stunning local organizations. It contributes significantly providing a wide range of medical services. It's seek out success and leadership makes it more interesting in take good thing about new opportunities. It's agreement with the most popular medical faculty (Hopkins) was one of the most challenging level it experienced. It is like a treasure taking this great hospital to be always a area of the report.

The questionnaire was allocated in one of the main departments (Training Team). 360 level opinions was used and a different range of employees with different categories, positions and genders were involved with the purpose of discovering the most popular leadership style used in the hospital. the top of the training department was selected to be our focus on as well as the questionnaire cover other three market leaders and hue the light on their leadership styles.

The results of the subordinates, who are all females, questionnaires implies that the leader's design of leadership is commonly balanced having all of the leadership styles characteristics with a slight tendency to become more strategic scoring an average reaches 27. 2% combined with transformational style with an average reaches 26. 1%. While the less used style relating to them is the managerial type with a tiny difference scoring 22. 8%.

According to her peers who are males, the results assure the judgment that she obtains balanced combo of leadership styles in her office having exactly the same percentage for both transformational and transactional style with 25% for every single as the other styles obtain different order peer1 states that the first choice tends to own mostly tactical style while peer 2 recognizes that the first choice applies managerial type of leadership. Since it clearly shown taking a look at the results, it could be said that the first choice design of leadership sometimes appears quietly different in her peers' tips of view.

It is completely different the supervisor viewpoint, the transactional leadership is exactly what the targeted leader seems to be matching him with a rating reaches 37. 5%. While the managerial style is the next feature that she obtained with 28%. The tactical and transformational come after.

In the admiration of the leader perspective, the results trust what have been already shown in the subordinates and peers research above that she utilizes a well balanced mixture but being more centered on applying tactical style with the best percentage (35%) accompanied by the transformational style scoring 26%. Transactional include somewhat less ratio having 24%. Minimal used style as it provided is the managerial style scoring 15%.

Another questionnaire distributed among the two male peers and the supervisor who's also male but with the aim of obtaining information about what style is probable employed by them. The results show that peer 1 is commonly like the leader possessing a weighed mixture of the fourth styles being more strategic with 31. 5%. The transformational style comes next with 26% and transactional style include delicate difference scoring 24%. The less used one as it is expected the managerial type with the least percentage (18. 5%). in contrast, peer 2, as the results present, has different leadership style with a tendency for being transactional (26. 5%) with merged strongly with the tactical style with having 26%. Transformational style shockingly has the last notch scoring minimal ratio with 23. 3%.

The supervisor's questionnaire demonstrates he seems to be more strategic and transformational innovator with exact percentages reach 30. 5% while the other two styles come next with 19. 5%.

Discussion

Taking all the information provided in the examination in account leads us to create some assumptions. The first one is usually that the employees in the training section implies that the market leaders in the hospital have a balance blend of the four leadership styles offered as quiet similar percentages and with an increase of inclination to be tactical and transformational focusing attention improving operational plan and seeking to solve problems in various ways with a drive to make and cause change. That assures subsequently the leader's personal assessment that cases the same. Relating to that, the similarities in the results make reference to the leader's creditability and demonstrate a strong relationship is happened that facilitates in understanding her inclination. The moderate balance is stated as a result of the hospital management concern on enhancing an efficient leadership within its departments. An interview conducted with working out head proven that Al Ain Hospital take the leadership issue as an integral part in its tactical plan providing 360 degree feedback on market leaders' styles of leadership concluded with work out related.

During the interview, the targeted leader states that the leaders are been trained in order to balance effectively the various styles, which can be about eight styles, and utilize them predicated on the circumstances' requirements. That is a good point counted for the hospital in having a clear strategic perspective to improve effective leadership.

The results of her peers are very different from one another, one of them shows the same of what is mentioned in the employees eyesight while the other one emphasizes the supervisor's perspective which is mentioned below.

The consequence of the supervisor is so mixed up claiming the opposite. He considers her as more transactional and managerial skills using her own knowledge through straight forward thinking in solving problems and getting a primary quest of maintain stability through facilitating situations. That can happen du to her commitment she show to her supervisor and the actual fact that the good employees shows always himself getting in the right range without striving new thing make him in trouble then. Also, it could come because he's so busy to know her routine work with her team, therefore, her clubs are the ones who know her well and can make more appropriate judgments about her leadership.

Having a glance at the market leaders' tips of view, it could be clearly mentioned that almost all of the market leaders see themselves being much more likely to have proper and transformational styles. The reason for that could related to the fact that they are inspired by the new wage that demands the importance to have a vision and become unique instead to be a slave for the routine in order to gain success in UAE as a country.

Regarding leadership styles and the gender affects, it could be said that there is no clear decision whether one design of leadership is much more likely to appear in specific gender. The market leaders with their different genders will vary in making use of leadership styles. But as the results present, proper and transformational leadership will be the most favorite style used in the chosen team.

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Findings

The Leadership Style Questionnaire we used targeted the HR supervisor in the company to know which style she uses and take some other ideas chosen from the organization about her. Moreover the same questionnaire was presented with to three leaders in the organization to know which leadership style they are employing.

The results of the HR supervisor "The mark of the questionnaire" shows that she is tactical innovator as she got the highest scores of 30 percent30 % in this category. Pursuing that she acquired 27% in the transformational leadership style and 23% for the transactional style. The least leadership style she uses was the managerial style with 20%, as it is illustrated in Number 1 below:

The subordinates' questionnaires were done by females, their answers shows that the leadership design of the HR supervisor who's also female tends to be more managerial with average rating for any subordinate reached 27. 5%. The transactional style comes next with 26. 5%. She uses the transformational style and it scored 23. 5 % while strategic got least have scored which is 22. 5%.

Figure 2: The chart below suggested the average percentages resulted from subordinate's questionnaires.

According to her peers and they were all guys, the results of their questionnaires demonstrates she actually is a transactional, tactical leader. She got the same ratings for both transactional and proper leadership style which is 25. 5%. In once, for the other two styles she obtains the same percentage for transformational and managerial styles having 24. 5%. It is showing that she is covering the four leadership styles in her work place.

Figure3: The chart below suggested the percentages resulted from peers questionnaires.

Concerning the first choice perspective, his results were like the peers' results who realize that the HR supervisor is mostly strategic and transactional in his leadership style. The score of that was 28% for both proper and transactional accompanied by transformational and managerial styles with 22% for each, as the chart designates.

The same questionnaire sent out among the administrator and the peers of the HR supervisor to find out which leadership style they follow themselves. The results suggests that the administrator himself tend to use more tactical style which had the highest results among the other styles. His report was 30. 5% for proper style as the least style used was the managerial style with 19. 5%. The transactional style for the supervisor have scored 26. 5 % followed by the transformational with 23. 5%.

The peers' results show that peer 1 will uses equally transactional and strategic leadership style; both styles scored 29 % as the transformational and managerial style scored 21% each. The results of peer 2 don't show variations between your four styles he uses in his leadership style. He show balanced in his leadership style. The managerial style got the highest credit score of 25. 5% while other styles range between 25% and 24. 5%.

The stand below illustrates the precise numbers of what leadership styles the HR supervisor uses from point of view of some picked employees in the business:

Discussion

The different results within the subordinates opining regarding their HR supervisor means that the HR supervisor is using different leadership styles which is maybe because she make an effort to pick the best style that suit each employee and his or her personality. Although there is distinguish ideas on the list of employees but three of them thought that she actually is using managerial leadership style because they believe one of her attributes that she specializes in managing today's problems somewhat than planning alternatives for future problems. Most subordinates' results show that her trait is following a managerial styles more than other styles. However in the other side there may be one subordinate thinks that she is strategic innovator and another worker think that she is transactional innovator.

The results of the peers show that the HR supervisor is using the four leadership styles but generally she tends to be tactical and transactional head as some of the subordinate believes. The superior believes the same as the peers and he believes that her style is a combo between proper and transactional leadership style and that's assuring which kind of leadership styles she is using mostly. The superior also believes that she actually is using transformational and managerial but less the mentioned previously styles.

There differs leadership styles used in the organization as mentioned in the results of the questionnaires. This may be power point for the market leaders because the combo of the four styles is helping to satisfy the several personalities of the employees, that's because each personality have its thought process and working with people.

Conclusion and Recommendation

What are the differences between market leaders and managers? Answer lies in the vision, enthusiasm, communication and the ability to influence people to follow you not and then do what you tell them to do: "religious meaning which includes leader term more than others! In another phrase, Duties accomplished is the primary concern for administrator, principal and mangers while the human relation enlargement is the first choice concern". Management emphasizes maintenance and facilitation functions while leadership consists of working with others to prepare for future years and react to changes.

Leadership comes in different styles that some are effective more than others be based upon people and situations. Leadership Style questioner is an excellent tool for those who are in authority positions to self evaluate their leadership style and perhaps ask surrounding people to determine them as well to help them assessing and understanding their weakness and focus on them. That is important because if you perceive yourself as certain innovator style, that doesn't indicate others (or enthusiasts) perceive you the same way; this is what we observed when surveying Head' leadership style in this review. Most significant than understanding the effective leadership characteristics, is to practice them as this only why is changes and support the organization development.

Recommendations

An company, should seek not only to instruct individuals in leading positions in about leadership effective skills and/or methodologies, but also to screen they performance and assess their impacts on motivating their workers to perform with their maximum abilities. It may also seek to recruit proven effective market leaders to participate to set-up team culture and vision-oriented employees.

Within the business, training programs must be used for both market leaders and worker, as well as should include in the business strategic plan.

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