Leadership Styles
The it market is getting significantly competitive with each and every passing day. The operation and integration in the different departments of the organization is facing the significant need to belong to the top quality in order to provide the competitive edge in the market. the management and the leadership in the organization plays a significant role in this case and the fruitful conduction of the managerial responsibilities is crucial in increasing the productivity of the organization which will allow the organization to survive for a longer period time with significant ease. The assignment is focused in expressing different styles of leadership and the role of it management along with the detailed discussion on the concept of innovation.
Leadership styles
The leadership style is the process how a leader provides direction or produces the plan for implementation along with the motivation to his or her followers (Bolman & Deal, 2017).
This type of leadership relates to the creation of the distinctive professional leadership.
The style of leadership has strong emphasis on the process of direct supervision in order to maintain an productive environment and followership (Zeng, 2014).
The style follows the visionary of the person who is in power and that may or may not consider the ones to be led at all times.
It is believed that the leaders of the mentioned style focuses largely on the efficiency.
In this style of leadership, the leaders are observed to act like a parental figure who will considerably focus on taking care of his subordinates (Zhang, Huai & Xie, 2015).
In this style of leading, the workers are observed to be fully committed to the beliefs of their leader and the relationship between the workers and the leader is strong.
The style of leadership ensures that the leaders receive concrete trust and loyalties of his or her followers.
The leaders of the style will have significant organizational skills and the workers can be retained for a considerably longer period of time in organizational context.
The main detrimental factor in the case is that the leader in the mentioned style can be subjected to help his favourites by his or her decision
In this style of leadership, the leader encourages the members of the association to take part in the decision making procedure by the creation of the interest of the group members (Kane & Patapan, 2014).
In spite of the fact that the democratic leadership acknowledges the participation of others in the fruitful analysis or production of any decision, the leader still needs to guide and control the members.
Researchers found that the mentioned style is significantly effective and productive and increases the rate of improved contributions from the group members and that helps to improve the bond between the members and the leader (Hendriks & Karsten, 2014).
Democratic decision making relates to significant amount slowness and approval of the majority.
The style of leadership allows all the rights and the power of decision making to the workers.
Authoritarian
The style of leading allows the workers to have a self rule along with the offers of having supervision and the backing on their request.
The leaders of this style provides the worker a guided freedom and all the necessary materials for the success of their workers but hey do not get involved in the decision making until they are requested by the ones who had the responsibility of making the decision (Wong & Giessner, 2018).
The style of leading is significantly effective and profitable if the workers are skilled, educated, trustworthy, takes pride in their operation and tries to drive towards the success on their own.
In this type of leading, the leaders are observed to motivate their followers with the concept of rewards and punishments (Dumdum, Lowe & Avolio, 2013).
The two important factors for the foundation of mentioned style are the management-by-exception and contingent reward.
Contingent rewards produces the materialistic rewards in the acknowledgement of the good work of the followers.
Management by exception is instrumental in the intervention when a subordinate does not produce the desired performances and rectifies his or her faults so that the performance gets improved.
The style of leading is impeccable in increasing the efficiency of the specified routines and methods. transformationalThe style of leading has the objective to transform the requirements of the followers and helps in redirecting the thinking of the followers (Braun et al., 2013).
The style is significant for the leaders to communicate their aspirations to the followers.
Generally the leaders of the mentioned style is not limited by the perception and observation of their followers.
The mentioned style of leading is believed to have three different characteristics
Charismatic leadership in which the leader has significant charisma in his way of leading to influence his or her followers.
Individualized consideration
Intellectual simulation
Role of it management
It management helps in managing the information technology resources of an organization according to the priority and requirement.
The list of resources for the organization in the it management can start from the computer hardware, data centre facilities, software to the data networks (Duffy, 2013).
The list also includes the requirement of the employees who will operate the abovementioned resources.
Role of it management
it management incorporates significantly important tasks like Budgeting, recruitment, management of the changes, controlling the operations.
The list of tasks also include the unique aspects of technology like the tech support, network planning and the software design.
In a nut shell it management is responsible for the value creation by means of the technology.
The focus of the it management on the value creation of an organization involves the network relationships between external and internal factors and the technology ensure
Business or it alignment
It governance
It financial management
It service management
Sourcing
It configuration management
Business/ it alignment
It is known to be the dynamic state for the use of information technology by the business organizations in order to achieve the business objectives which is mainly the improvement in the financial performance (Gerow, Thatcher & Grover, 2015).
Democratic
The business-it alignment helps the organization to integrate the information technology to the business strategies, goals or mission of the organization.
The process of the alignment follows:
The organization’s consideration of the it as important triggering factor for the transformation of the business. The process includes the exploration of the other streams of revenue and this includes the integration of the important parts of the businesses to the others.
Business/ it alignment(CNTD.)
The organization’s consideration of the customer service to be one of the top most priorities.
The rotation between the it and the business professionals in order to distribute the insights and experience of both the divisions of the business
The description of the specific goals to both the it and the business professionals in order to create the integration to obtain a collective goal.
The assurance of the fact that both sets of the employees understands the business conduction well including the process of profit making and the situation of loss.
It governance
It governance is known to be a section of the corporate governance which is focused on information technology.
It is believed to be evolved from the quality management system, total quality management and the principles of the scientific management (Lunardi et al., 2014).
It focuses on the recent need of the organizations in producing attention to the value creation efforts on the strategic objectives and on the improved management of those responsible in the value creation
As8015-2005 Australian standard for corporate governance of information and technology provides a strong foundation for the implementation of the it governance (“Skills Framework for the Information Age”, 2018).
Iso/iec 38500:2015 corporate governance of information and technology provides a supporting base for the organizations in order to recognize and fulfil the regulatory, legal and ethical obligations in terms of their organization’s usage of information technology.
Cobit5 produces a reference model of 35 it processes generally found inside the organization.
Cmm capability maturity model focuses on the software engineering.
Itil infrastructure library focuses on the it service management.
Iso/iec 20000 and iso/iec 27001 serves it service management and information risk management respectively.
iso/iec 29148 and ireb produces specific focus on the requirement engineering.
iso/iec 29119 and istqb produces precise focus on software testing.
It financial management
It is a part of the service strategy of the itil best practice framework.
The objective is to produce definite and cost effective supervision it assets and properties which are used in producing the it service.
it is managed for planning, controlling and recovering the costs exhausted in production of the it services by means of the service-level agreement (Arcilla, Calvo-Manzano & San Feliu, 2013).
The aim of this section is to make sure the optimization of the expenditure of the it services with a precise focus on the quality and risk factors.
The section is able to address specific principles such as fixed asset management, depreciation, capital management and audit.
It IS A PROCESS WHICH IS ENTIRELY DIRECTED BY THE POLICIES, designed and systemized in different processes along with supportive measures.
Laissez-Faire
The general aim behind this is the systematic performance by an organization in designing, controlling, planning, delivering and operating the information technology services presented to the customers (“Framework summary — SFIA”, 2018).
It is related to the execution of the it services which satisfies the customer needs and the performance of it includes suitable people, process and the presence of information technology.
The role of the it service management is specified by inheriting an approach towards the management with a precise focus on the customer requirements and services in stead of the it systems.
The section is the specified system where the different divisions of the companies manage the procurement and the circulation of equipment, materials, parts and the supply for the organization.
This is mentioned as a supply chain, inventory and purchasing function (heim, Heinzl & Dibbern, 2013).
The role of the sourcing is the coordination of each and every activity relating to the procurement of a commodity.
Along with this, the analysis of the need of the commodities which includes of the preliminary specification and preferred supplier.
The evaluation of the proposals of the required commodity and the investigation of the potential suppliers who will meet the requirement of the commodities are also the responsibilities of sourcing management.
It is a system engineering method for the establishment and maintenance of the steadiness of the performance and physical attributes of the products with the requirements, operational data and the design.
The process has wide application for the military engineering organizations in managing the changes of complex systems throughout the system lifecycle.
The complex systems can be considered as the weapon systems, information systems along with the military vehicles.
Apart from this the process is also valuable for the industrial engineering segments like buildings, bridges, dams and canals.
Innovation is generally considered as the evolution of the new idea or method but it can also be considered as the production of improved solution to satisfy the emerging requirements and existing market needs.
The concept of innovation relates to the establishment of the more effective services, processes, technologies, products, and models of the business that are generally present in the market or society (Drucker, 2014).
The concept of the business and economics confirm that the innovation is a triggering factor in the rapid growth.
In organizational context the innovation is the possible reason behind the positive changes in the market share, efficiency, quality, competitiveness and productivity (Freeman, 2013).
In organizational context the concept of innovation is one of the many means by which the organization generates new sources of profit and along with that manages the existing assets in order to generate more wealth.
The needs of the innovation is pretty short
A need that is recognized by the market
Knowledgeable people with the technical insights
Financial backing
S-curve an the diffusion of innovation
Gabriel trade, one of the researcher of the innovation of initial times defined the innovation decision process in terms of a series of steps which are
Transactional
First knowledge
Formation of an attitude
The decision making of adopt and reject
Implementation and the practice
Confirming the decision (Adner & Kapoor, 2016)
The introduction of the s-curve came with the concept of mapping the growth of the productivity and the time.
Gabriel trade significantly introduced the life cycle of the innovations with the concept of the s-curve.
as mentioned earlier the graph provides the pictorial presentation how the lifecycle of the innovation proceeds.
The graph is instrumental in portraying that at the preliminary stage the growth rate is comparatively slow as the products need to get established.
With he increment in the demand of the customers, the product growth starts to increase rapidly.
The additional or new innovations in the existing products allow the growth to continue.
At the end stage of the life cycle the growth will eventually slow down and can even start to decline. This generally happens because at the end part there is not any amount that can generate even a normal rate of return for the investment (Jones & Pimdee, 2017).
References
Adner, R., & Kapoor, R. (2016). Innovation ecosystems and the pace of substitution: Re?examining technology S?curves. Strategic Management Journal, 37(4), 625-648.
Arcilla, M., Calvo-Manzano, J. A., & San Feliu, T. (2013). Building an IT service catalog in a small company as the main input for the IT financial management. Computer Standards & Interfaces, 36(1), 42-53.
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.
Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.
Drucker, P. (2014). Innovation and entrepreneurship. Routledge.
Duffy, J. R. (2013). Motor Speech Disorders-E-Book: Substrates, Differential Diagnosis, and Management. Elsevier Health Sciences.
Dumdum, U. R., Lowe, K. B., & Avolio, B. J. (2013). A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: An update and extension. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. 39-70). Emerald Group Publishing Limited.
Framework summary — SFIA. (2018). Retrieved from https://www.sfia-online.org/en/framework/sfia-6/framework-summary/view
Freeman, C. (2013). Economics of industrial innovation. Routledge.
Gerow, J. E., Thatcher, J. B., & Grover, V. (2015). Six types of IT-business strategic alignment: an investigation of the constructs and their measurement. European Journal of Information Systems, 24(5), 465-491.
Hendriks, F., & Karsten, N. (2014). Theory of democratic leadership. P.’t Hart & R. Rhodes (Eds.), Oxford handbook of political leadership, 41-56.
Hirschheim, R., Heinzl, A., & Dibbern, J. (Eds.). (2013). Information Systems Outsourcing: enduring themes, emergent patterns and future directions. Springer Science & Business Media.
Jones, C., & Pimdee, P. (2017). Innovative ideas: Thailand 4.0 and the fourth industrial revolution. Asian International Journal of Social Sciences, 17(1), 4-35.
Kane, J., & Patapan, H. (Eds.). (2014). Good democratic leadership: on prudence and judgment in modern democracies. OUP Oxford.
Lunardi, G. L., Becker, J. L., Maçada, A. C. G., & Dolci, P. C. (2014). The impact of adopting IT governance on financial performance: An empirical analysis among Brazilian firms. International Journal of Accounting Information Systems, 15(1), 66-81.
Skills Framework for the Information Age. (2018). Retrieved from https://en.wikipedia.org/wiki/Skills_Framework_for_the_Information_Age
Wong, S. I., & Giessner, S. R. (2018). The thin line between empowering and laissez-faire leadership: An expectancy-match perspective. Journal of Management, 44(2), 757-783.
Zeng, J. (2014). Institutionalization of the authoritarian leadership in China: a power succession system with Chinese characteristics?. Contemporary Politics, 20(3), 294-314.
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