The Impact Of Leadership Styles On Employees’ Productivity

Situation: Background of the study

The genesis of what personnel administration has been successively changed human resource management, Leadership has implicated an effective way for managing employees and organization at large.   This give importance to the strategic integration of new leadership styles into effective management of employees and to improve the employee performance (John, 2004).

Thomas (2007) coined that; “The effective leader must be a good diagnostician and adopt style to meet the demands of the situation in which they operate. Different leadership styles are used that fit to employees based on amount of directions, empowerment, and decision making power. The circumstances are such that the contingency of leadership, and style, situation and performance criteria have been left to suffocate on their own. Thus, employee performance was affected due to lack of proper direction and application of strategic style in managing daily duties and organizational productivity.

In past, the previous research work by scholars in related field of study investigated productivity  phenomena and how it was affected by various variables such as: Leadership, and with its different leadership styles such as participative, autocratic, democratic, Transformational, Adaptive, Servant leadership.  All in all, the history of leadership and how it affects performance of employees which has a consequence effect on productivity of the company or organization at large (Erben, 2008). 

Johnson (2008) said that a manager’s approach can have an influence on the productivity of her staff and the rest of the organization. Organizational efficiency is dependent on each department, led by its manager, performing its job and contributing to the success of the company. Thus, the way in which a manager makes decisions, delegates’ responsibility and interacts with employees can affect the entire organization.Successful organizational performance relies on the proper behavior from managers and employees. Leadership skills can help change an employee mentality by instilling an ownership mindset (Duane, 2010). Employees who believe they have a direct owner-style relationship with the organization often find ways to improve their attitude and productivity (Northouse, 2011).

However, it can be said that the study will focus more on the leadership practices of the managers of the healthcare service provider. There are managers in the organization who depends on the core capabilities of the organization more than that of the other operational departments. They follow leadership along with the performance of the employees. This can be followed by leadership. The research will portray various ways while practicing leadership of the senior level employees in the healthcare service provider while putting emphasis on the satisfaction of the employees in the organization.  Since, it is a service provider, hence it can be said that the customer satisfaction is also a main concern of the issue.

Problem Statement

It is discerning that most managers and employers are inelastic with the way their organization processes are run through the leadership styles display or used. Businesses environment is evolving yet some managers are indifferent to these changes due to their lack of understanding of the fact that no one style of leadership can fit all conditions. Hence, leadership should be flexible in order to   accommodate changes. Apart from that, the rigidity of the employees must be reduced so that the factor of adaptability increases. Adaptability and patience are the two characteristics that are responsible for the flexibility of the leadership in the employees which is missing.

The work is to explore the impact of leadership styles on employee productivity chosen Four Seasons Healthcare Services (Marlborough court care home) as a case study.

• To examine the importance of leadership styles on organization survival
• Relate different leadership styles to employees productivity
• Establish the relationship  that exist between leadership styles and employee motivation
• Determine the effects of leadership style on employees morale.

The importance of this research work as presented by critical value and influence of people’s adaptations to the company’s condition of work. Therefore, this study is significant in the following areas:

• It aimed at highlighting the relationship between the leadership styles and employee’s motivation, the significance of leadership styles on organization   survival.
• It will also serve as a reference document for students, government, other     researchers and scholars, leaders, employees by contributing towards the advancement of knowledge in management and other field.

For this work (project), the following research questions were formulated to guide the study:

1. How essential is leadership style to employees’ productivity?
2.  To what extend can leadership style influence employee behavior at work place?
3. Is there any correlation between leadership style and employees’ effectiveness?
4. How can leadership style Influence the employees’ morale?
5. Is there any significance relationship between leadership styles employees’ productivity?

For this research work, the following hypotheses were stated.

Hypothesis One

Ho: There is no significance relationship between leadership styles and employees’ productivity

H1: There is significance relationship between leadership style employee productivity

Hypothesis two

Ho:  Leadership style has no positive significant impact on organization effectiveness

H1: Leadership styles has positive significant impact organizational effectiveness

The scope of this study will be limited to the impact of leadership and leadership styles on the employee productivity. This research will focus mainly on leader-follower relations and how it affects the performance of the workers. The study

Will l make use of Four Seasons Healthcare Services (Marlboroughcourt care home) for the sampling of the opinions? The survey shall be conducted in London. The scope of the study is though limited but it will help the readers in gaining a knowledge about the internal problems faced by the employees of the healthcare service provider. Apart from this, the effect of leadership on other organizations of London is also discussed in order to make a comparison of the other healthcare service provider in terms of productivity and customer satisfaction. 

Leadership: The process of directing and inspiring employees to perform and oriented activities of the organization (George, 2006). Leadership is the defined as the activities that are caused by an individual having leadership traits and have the power of influencing people in meeting organizational goals.

Objective of Research

Leadership is an aspect that is followed by most of the famous organizations across the world not only to increase the organizational performance but also to increase the performance of the employees as well as their career planning. However, it can be said that leadership can be a vast category for practicing by a single leader in the organization as it is related with both the employees and the leaders. Hence, a strong communication channel is maintained between the organization and the employees. It is the secret of success.

Style: The various behavioral patterns preferred by leaders during the process of  directing and influencing employees (Zeng, 2011). The leadership styles and patterns are different in the terms of the nature of the organization and the nature of the employees worked in it. The employees are the main criteria that is responsible for the different types of leadership styles. The leadership styles that are practiced by the organization transaction style, transformation style, autocratic style, democratic style, participative style, laisseiz faire style, etc. The leaders may choose appropriate style of leadership as per their characteristics and the nature of the employees.

Productivity: The act of carrying out an action or a piece of work. Productivity of the organization can be categorized into many groups such as productivity of the employees, productivity of the team, productivity of the department, organizational productivity, etc. There is a direct relationship between the leadership practices and the different types of productivity in the organization. The research will focus on the impact of the leadership on the productivity of the employees and organization as a whole.

Motivation: The force that influence and direct employee energy towards the attainment of set objectives (Northouse, 2011). Motivation is the result of effective leadership in the organization. It can be said that organizations nowadays are following many tactics that are related to improve the motivation of the employees of the organization. There are many motivational theories that are used by the organizations in order to motivate the employees. The companies irrespective of the sector use different forms of motivation such as monetary factors and non-monetary factors in order to motivate the employees to provide excellent customer service to the customers of the company. The goals of the organization after motivation are success, desire for money, job satisfaction, recognition, team work, etc. The process of motivation among the employees is consisted of three stages such as a felt drive, a stimulus within the employees that needs to be aroused and an accomplishment or satisfaction is get after the needs are satisfied.

Significance of study

Autocratic: One who rules by his own power without seeking the opinion of his subordinates (George, 2006). Autocratic leadership is a form of leadership that is characterized by a particular individual control on the decisions. The autocratic leaders are responsible for making judgments and choices which are based on their idea only. They hardly follow other’s advice and judgments. This type of leadership practices involves many things like authoritarian, absolute control in a team of the companies. Autocratic leadership is beneficial in a situation where the group is inactive and an instant decision is required for the task. In this situation, the group members are hardly been trusted with important tasks or decisions.

Democratic: One who adheres to, or promotes individual participation as a principle.  Democratic leadership is also known as participative leadership. Democratic leadership is the most popular form of leadership that s most commonly used by the leaders of the organizations. There are many benefits of using democratic leadership within the various teams of the organization. The leaders and the team members participate in a way so that ideas move freely among the team which results in finding innovative solutions. This form of leadership is required when the environment of the organization is dynamic and rapidly changing. The steps of improvement are easy to implement in this form of leadership (Grant, 2011). Apart from that, it can be said that the employees feels motivated as they are involved in the decision making process of the organization.

Laissez faire: laissez faire is a non-authoritarian style of leading people, where leaders try to give the least possible guidance to their subordinates and achieve control through less obvious means (Grant, 2011). Laissez faire leadership is a form of leadership style where leaders are flexible in nature and the team leaders are given the freedom to take decisions regarding their field of work. It is also known as delegative leadership. In this form of leadership, the leaders of the organization usually provide resources and tools needed for improving the productivity. The powers are handed to the team members. However, the controls of the team are to be handed to the team leaders finally. It is beneficial where the group members are highly skilled and motivated to the team (Erben, 2008).

Organization: An organization is an entity comprising multiple people, such as an institution or an association, that has a collective goal and is linked to an external environment. There are various types of organizations such as governments, corporations, political organizations, charities, partnerships, for-profit organizations, educational institutions, etc. The organization has a particular structure which is considered as the base of the organization. The structure depends on the size, nature and the sector of the industry the organization is involved. They are functional, matrix, flat, hybrid, etc (Lichtenfeld, 2012). In this context, formal organizations are considered where the leadership is responsible for improved productivity of the employees in the organizations.

Research Questions

Reward: Reward is the generic term for the totality of financial and non-financial       compensation or total remuneration paid to an employee in return for work or service rendered at work (Schultz, 2015). Rewards and recognitions are the vital aspects of any organization being it a for-profit or any organizations related to the motivation of the workers. Rewards and recognitions are provided to the employees not only for higher productivity but also to meet the competitive requirements of the market. Employees are the assets of the organization that are required to meet the organizational goals as well as the organizational productivity that will lead to the profitability of the organization. Rewards are of two types. They are monetary rewards and non-monetary rewards. The monetary rewards and non-monetary rewards acts as a motivational factors of the employees of the organizations (Walker, 2014).

Conceptual Definition of Leadership

Leadership is a universal phenomenon in human societies (Grant, 2011). Hence, various definitions has been given to it by different scholars and people of high intelligence.  Such scholars like (Anderson, 2016). Keller,( 2008), Syed (2005), Johnson (2008). Nonetheless, many scholars continue to search into what precisely constitutes leadership.

Sage (2016) defines leadership “as a process of social influence whereby a leader steers members of a group towards a goal”. Northouse (2007), on the other hand, has taken into account the many aspects and concepts of leadership from the literature and concisely grouped leadership into four different components: leadership is a process, involves influence, occurs within a group process and involves goal attainment. By considering these four components, Northouse (2007) then defines leadership as “a process whereby an individual influences a group of individuals to achieve a common goal”.

Similar to Northouse, Anderson (2016) grouped leadership into six different categories.

The six categories are: 1) leadership as function, 2) leadership as process, 3) leadership as behavioral pattern, 4) leadership as role, 5) leadership as work tasks and activities, and 6) leadership as skills. Schultz (2015) summarizes leadership into two important concepts. First, that leadership is a relationship between two or more people in which influence and power are unevenly distributed. His definition is applicable to the formal leader who has the authority to exert influence on the group; and also to the informal leader who engages in leadership behavior as a participant of a group (Lunenburg & Ornstein, 1996).

The second concept of leadership, according to Schultz (2015), is that leaders do not exist in isolation. Leaders need followers in order to impose their influence and authority. Leadership can be defined in many ways such as doing better for your environment, knowing your team leaders and team, providing tools to the team leaders of the organization, creating positive, authentic and open influence on the employees, courage, confidence and clarity among the employees, building common goals and consensus, and providing solutions to different problems. The concept of leadership changes according to the nature of the leaders as well as the nature of the team they are handling in the organization. The ability of helping others to achieve things that are not possible for them is known as leadership to many leaders (Bolman & Deal, 2014). However, it can be said that leaders usually inspires people while sharing a vision and creating an environment where the employees get fulfilled and valued. On the other hand, some leaders define leadership as three aspects such as listening, inspiring and empowering. Active listening is a part of the leadership that helps in providing appropriate solutions to the team.

Research Hypothesis

Some scholars believe that inclusion of charismatic leader into organization tends to generate positive and highly motivated work environment which enhance employees productivity (Zeng2011). However, the outcome sometimes is not so.

  The six most integral leadership theories have been critically analyzed to understand the reasons behind advanced performance levels which enhance the leadership, employees’ productivity and organizational strength and effectiveness.

Great Man Theory

The Great Man theory assumes that the traits of leadership are intrinsic. That simply means that great leaders are born, they are not made. This theory sees great leaders as those who are destined by birth to become a leader. This theory does not address the prospects of existing workforce as it restricted leadership opportunities to the aristocrats. Also see Bass(2008).

Herbert Spencer (1820 – 1903), famous sociologist believes that leaders were only products of the atmosphere and society they worked and lived in. In other words, society was shaping these great men as oppose to them shaping society. Great man theory is developed in 19^th century where the leaders are characterized as a highly influenced individual due to their intelligence, charisma, political skill, wisdom, etc. These leaders use these powers in the society that are responsible for creating a historical importance in the society. However, Herbert Spencer has created an argument against this concept of the Great Man theory. According to Herbert Spencer, great men are considered as the products in the societies (Goetsch & Davis, 2014). He put emphasis on the elements of the societies that are responsible for the development of characteristics of a great leader for the great men in the societies.

Trait Approach

Trait Approach depicts that leaders people who posses certain traits that made them different from orders. In addition, the approach believes that individuals have certain qualities that made them leaders (Northouse 2007)

This approach implies that leaders are born rather than made (Duane, 2010). Some of the major traits that were found to be essential for leaders include stature, physique, energy, health, appearance, fluency of speech, intelligence, knowledge, ambition, cognitive ability, personal adjustment and emotional control (Grant, 2011).

.  “At best, he (Keller) was able to conclude that the personal factors associated with leadership are substantially affected by the requirements of the situation from which the leader emerges” (Duane, 2010).

Hence, this suggests that traits alone could not be accepted as the single factor that guarantees effective leadership as other factors such as situations, settings, environments and leader-subordinate relationships also play a role for a successful leader. Another criticism is that this approach has resulted in highly subjective determinations and classification of what constitutes the most important leadership traits (Northouse, 2004). Another criticism of the trait theory is that the traits are often described in masculine terms (Wood, 2006)

Scope of the Study

Style/Behavioral Approach

Unlike (Duane, 2010), Syed (2009) argues that most leadership style researchers believe that once the behavior that makes for effective leadership is known, leaders can then be trained to exhibit that behavior so that they can become better leaders.

The behavioral approach haspositively contributed in the understanding of leadership. This approach has deepened the scope of leadership research to include the behaviors of leaders and what they do in various situations (Northouse, 2007).  And has introduced concepts which are paramount in the behaviors of leaders: the focus on task and the focus on relationship (Duane, 2010).

However, this  approach have also suffer some set back, according to Grant (2011) said that many studies have failed to identify a sufficiently consistent pattern between the task and relationship behaviors of the leaders with the outcomes such as performance, morale and job productivity (Diamond,2004).

Situational & Contingency Theories

Fiedler Contingency Model categorized managers in two distinct groups i.e. task and relationship oriented and environment as favorable or unfavorable. This model enables the leaders to manipulate the environmental variables to match their leadership styles. In accordance with the contingency model the relationship and power positioning of a leader with its team members greatly moving influences the task structure (Locke, 2004).

Meanwhile, situational approach is a great transition to path-goal theory, as it demands different styles of leadership. Martinko (2013) asserted that each setting and situation varies to some extent, each situation and how it is handled is determined by a stated goal by people in leadership positions.

Situational leadership theory is a leadership theory that is developed by Ken Blanchard and Paul Hersey in the perspective of organizational behaviour. The theory is known as the life cycle theory of leadership. The fundamental underpinning of the situational theory is categorized as the best form of leadership that is used by successful leaders of different organizations. Effective leadership according to situational leadership model includes some attributes that are task relevant and performance readiness of the group or individuals. Effective leadership varies from organization to organization and from person to person (Fischer et al., 2016). The leaders who are responsible for making quick decisions of the team irrespective of any situations in the organization are known as situation leaders.

Leaders and Followers

The theories of Leaders and Followers emphasize the interdependency of leaders and their subordinates.  It highlighted the importance of collaborative work environment. The theory of Servant Leadership shows that teamwork is most suited to the complex structure of globalized work environment, because leaders are less interfering and believe in engaging their subordinates as actively participating members of the organization (Maitinko, 2013). There should be a healthy relationship between the leaders and the followers so that the organizational goals as well as the team objectives. A healthy relationship is maintained by the leaders to its followers in order to achieve the target of the team as well as to increase the morale of the workers of the companies. The leaders must have some characteristics such as humility, patience, humor, vision, tolerance, courage, compliance, creativity, adaptability, etc. It can be said that the servant leadership is the best form of leadership that can be connected with the relation between the leaders and the followers of the healthcare organizations (Armstrong, 2016).

Operational Definition of Terms

The transformational leadership approach represents a seminal shift in the field of leadership (Elen, 2010). As the name implies, transformational leadership is a process that changes and transforms individuals (Northouse, 2007).

originated Transactional leadership primarily traditional views of workers and organizations, and it involves the power of the leader to use followers for task completion.). Transactional leadership has been the traditional model of leadership (Jones, 2008), (Bergehi, 2005). Howell (2012) believes that “leadership is also a transaction between leaders and followers. Transformational leadership is a pattern of leadership where the leaders work with the followers while identifying the required change, creation of a vision in guiding the change through practicing inspiration and execution of the change within the team. On the other hand, transactional leadership is a different concept from the transformational leadership. It focuses on the organization, supervision and the performance of the employees (Renz, 2016). Transactional leadership is a style of leadership that is characterized by the duties of a leader that promotes compliance by team members through punishments and rewards.

It is an informal leadership style that is significantly dissociated with the organizational hierarchal model. The Dispersed Leadership model is the most contemporary theoretical model which encourages the all individuals within an organization to contribute their leadership skills without any limitations of hierarchy and positively influence their colleagues to maximize organizational productivity. More like a team work.

Share responsibility between leader and followers.(Diamond, 2014). Hence, the phenomenon of dispersed leadership i.e. encouraging the development of leaders amongst the small groups of same ideologies may also benefit the organization by the prelude of a modern work environment having shared set of responsibilities.

The most highly equipped organizational leaders utilize useful tools of communication, problem solving, people management, decision making and motivation to develop a strong bond with their team members and gain their trust to extort utmost output of their organizational performances (Minner, 2005).

Apart from monetary benefits, an individual may also have varying psycho-social needs that develops an individual personality based on a personal belief system (Howel, 2012). An organization can successfully develop a high-performing workforce by addressing the psycho-social needs of its employees through monetary and symbolic rewards that tends to enhance a sense of self-worth and thereby contribute in acquiring the desired organizational goals (Howel, 2012).

Considering the primary human needs and psychosocial necessitates, smart leaders develop effectual strategies to motivate their subordinates by unswervingly stimulating the correct individual motives (Thomas, 2007). Leaders are the primary and the most vital connecting point of the workforce with the organization that enables the workforce to express their views with complete freedom and recognize their organizational contributions (Miner, 2005).

The autocratic leadership styles followed by strictly hierarchal organizational structures have been subsided in the contemporary globalised work environment where employees

prefer a democratic leadership that is meant to respect their psycho-social objectives and is fair towards acknowledging their individual contributions in the overall organizational success.

It has been identified by Duane (2010) that the contemporary workforce appreciates leaders that are persuasive and not coercive. The long-term organizational success is highly reliant upon its progressive and devoted workforce that can be achieved by integrating the right set of motivational strategies through the most appropriate leadership styles (Bligh, 2007). Organizations prudently choose the appropriate leaders that have sufficient proclivity of analyzing the core psycho-social needs of the employees and correct knowledge about the organizational environment.

Johnson, 2008 avowed that the intensity of leader’s receptiveness to appropriately retort towards the consistently evolving situations together with their ability to address the unprecedented expectations of employees, ascertains the long-term organizational success (Grant, 2011).

Leadership impacts the organization’s ability to meet its obligations. An effective leader motivates, inspires and guides her subordinates to achieve established goals and objectives.

Change

During disruptive times, such as when your company undergoes a change in executive management or a change in strategic direction to respond to market demands, your leadership style can help ensure that your employees make the necessary adjustments to maintain and improve operations (Sage, 2013). Change in the organization is constant. To meet the competitiveness in the market, the leaders as well as the team members must respond to the different types of changes in the organization. It can be said that the leaders are responsible to act with the changes of the organization as well as they will be responsible to make the followers and the team members. The leaders of the organization are proven to be successful when they are adaptable to changes.

Communication

Effective leaders communicate clearly and frequently to ensure employees understand the strategic direction and can act. The leadership style influences employee’s ability to interpret the message (Sydney, 2010). Communication is an inevitable aspect that the organizations follow in order to convey the organizational goals as well as the leaders in order to ensure that the team members have the clarity of doing the tasks. Apart from that, it can be said that communication is responsible for successful leadership in the organization irrespective of any type of leadership style.

Structure

The leaders of the organization must follow a proper structure while delegating the task. It can be done when the leaders must have a proper knowledge of the strengths and weaknesses of the employees. As a result of it, the morale and the productivity of the employees are increased. It is also seen that the employees sometimes behave in an abrupt manner when the structure of the work is changed (Grant, 2011). The leaders must use a transactional form of leadership during the time of delegation of the work when it is clear and routines. The form of leadership is responsible for providing a proper guidelines and a clear direction to the team members that enables them while getting the job done in the proper time (Keller, 2014). When procedures are not clearly documented or processes require improvement to generate the desired results, soliciting input from employees tends to result in improved operations (Syed, 1009). If the leaders have experienced employees, using a laissez-faire leadership style gives the employees the freedom to manage their own work without interference (Johnson, 2008). Morale tends to be higher when employees feel empowered to set their own deadlines and simply ask for help and support when they need it.

Engagement

Leaders can directly influence employee engagement by exhibiting concern for their employees’ well-being and health, allowing their staff to communicate openly and voice their ideas and praising individuals for a job well done, according to the website The Leadership Hub. Employee engagement is an important aspect in any types of organizations irrespective of any sectors. It is the important responsibility of the leader to engage the employees of the team in different types of activities so that they can gets motivated in their field of work. The engagement of the team members as a result of the leadership style of the leaders results into increased productivity, higher communication channels, improved morale, etc.

Education

Leaders who are willing to provide their employees with job skills training whenever necessary will have a much more educated and productive staff. Being open to continuing education shows that a leader is willing to bring out the best performance in his employees, which helps to raise overall morale. Education in this perspective is considered as the leadership development program that are practiced in organizations in order to develop leadership among the different employees of the enterprise. It can be said that if each employees of the company take the initiative and leadership, then the company will generate more innovative ideas that will lead to more revenues to the company.

Productivity

Leaders directly and indirectly influence the productivity of their employees in several ways. A leader who takes advantage of the power to delegate tasks might overburden his employees, leading to a decrease in productivity. On the other hand, it can be said that productivity of the team can be increased if the team leader of the organization are responsible to practice participative or situational leadership. It can be influenced when the communication channel between the team leader and the followers are high and they are flexible in their fields of work.

Feedback

Highly effective leaders know that it’s more important to structure feedback in a way that focuses on positive qualities and offers solutions for improved performance than to dwell on weaknesses. Voluntary, detailed, immediate and positive feedback delivered by corporate leaders can have a positive effect on employee performance. Feedback is essential in the leadership that is considered as a result of the participation of the employees in terms of the decision making of the employees. The feedback is also used in effective team development as well as other aspects of organization. It will help in increasing the morale of the employees associated with the company (Hallinger, 2013).

1. Energize your team.Instead of being the type of leader who sucks the energy away from others, resolve to be the kind of leader who strives to bring passion and positive energy to the workplace every day.
2. There’s more to life than work. Great leaders have deep reserves of physical, spiritual, and emotional energy, and that energy is usually fueled by a strong and supportive relationship with the people they love, regular exercise, a healthy lifestyle, and setting aside time for reflection.
3. Put your people first. No organization is better than the people who run it. The fact is that you are in the people business—the business of hiring, training, and managing people to deliver the product or service you provide. If the people are the engine of your success, to be a great leader you need to attend to your people with a laser-like focus.
4. Act with integrity. In a time when news reports are filled with the stories of private and public leaders who’ve acted inappropriately and have gone against the best interests of their employees or constituents, showing your employees that you value integrity can help motivate them and create a sense of pride for your organization.
5. Be a great communicator. Leadership is influencing others, and this cannot be achieved without effective communication. If you struggling with communicating to your employees, first work on your ability to influence individuals by choosing words that are impactful to carry your message. Then you need to figure out how to communicate to a larger audience.

Other ways to motivate employees is to: Be a great listener; be a problem solver; Lead through experience and competence, and not through title or position.

Somech (2016) coined the following factors that lead to poor performance of employees at the workplace.

1. Personality or Ego Clashes:This is seen between two people with opposing personalities. The problem creeps in when there is mistrust between both the parties with

respect to their motives and character.

1. Stress:The modern workplace is full of demands, deadlines, etc. There are employees who sustain and perform under pressure while there are employees who succumb to this rising pressure. Thus, an aggressive environment where the stress levels are high will prove detrimental to employee performance.
2. Heavy Workloads:If there is an alarming increase in workload, employees sometimes become disgruntled with their work and this is reflected in the quality of work. It also takes a toll on their health and demoralizes them.
3. Inadequate Resources:Adequate time and material resources should be available to employees to enable them perform their work easily. This will help them perform to the best of their ability and be proud of their achievements.
4. Poor Leadership from the Top Management:A supervisor motivates his subordinates, instills confidence, and evokes enthusiasm about their work. But if the same supervisor engages in aggressive and punitive behavior, it results in harassment at the workplace. 

Other factors include but not limited to: -Lack of Role Clarity: Lack of Clarity about Accountability: Lack of Transparency:  Clash of Values: Gossip: Poor Selection or Pairing of Team Members:  Outdated Technology, Bullying or Harassment:  Perceived Discrimination: Poor Performance Management: and Depleting Health Conditions:

The Importance of Leadership according to Guastello (2007)

The major four fundamental factors of production: land, labor, capital and entrepreneurship. The final factor is the bedrock and the extra minder that makes all other elements work together; without leadership, all are of vital importance of leadership in business settings.

Significance

An organization without a leader is like an army without general. Work forces need somebody to spearhead all the exercises and productive activities. The leadership of skilled and experienced individual to provide guidance and a single direction for all employees to follow. Leaders are invaluable when it comes to formulating and communicating new strategic directions, as well as communicating with and motivating employees to increase commitment to organizational goals.

Functions

Business leaders engage in so many important functions in their organizations. Leaders are responsible for training employees to perform their tasks effectively, as well as monitoring and supervising the actual completion of those tasks on a regular basis. Leaders must vibrant to inspire employees to get excited about the company and their work, sensitizing them to excel and helping them along the way.

Types

Different leaders adopt different leadership styles. Leaders with a command and control style formulate ideas on their own and dictate actions to their employees. Collaborative leaders come up with ideas with the assistance of employees from all levels of the organization, leveraging employees’ creativity to boost company performance. Facilitative leaders delegate almost all productive tasks to subordinates, and focus on providing their employees with everything they need to excel in their jobs.

Delegation

Delegation, the act of assigning productive tasks to subordinates, is vital to success as a business leader. More important than delegating individual tasks, however, is the ability to delegate authority and develop leaders for the future. Assigning tasks is a basic management activity; assigning responsibility for figuring out how to accomplish objectives takes management to the next level. 

Considerations

Leaders and leadership styles may need to be changed to suit specific situations. A new CEO in an established company may benefit from altering his leadership style to be more in line with the culture of his new company. Top executives themselves may need to be switched out from time to time if a company’s performance establishes a pattern of decline.

Here are a few of the qualities and traits of great leaders that one can learn and practice:

• Self-assessment:Effective leaders periodically take stock of their personal strengths and shortcomings. They ask: “What do I like to do? What am I really good at?” “What are my areas of weakness, and what do I dislike doing?”
• Responsive to the group’s needs:Being perceptive can also help a leader be more effective in knowing the needs of the team. Some teams’ value trust over creativity; others prefer a clear communicator to a great organizer. Building a strong team is easier when you know the values and goals of each individual, as well as what they need from you as their leader.
• Knowing the organization:Effective leaders know the organization’s overall purpose and goals, and the agreed-upon strategies to achieve these goals; they also know how their team fits into the big picture, and the part they play in helping the organization grow and thrive.
• Communication– Good communication skills are required at every level of business, but leaders must possess outstanding communication skills. Luckily, this is a skill that can be learned.

Other Leadership Qualities according to Zaccaro (2001) include motivating teams; team building; risk taking and vision and goal setting. 

Research methodology is defined as the systematic representation of the data collected in order to analyze regarding the impact of leadership in increasing the employee productivity of the healthcare organization. This section will explain in details about the research methodology used in the dissertation while conducting the research in the selected healthcare service provider i.e. Marlborough Court Care Home in London. This research work is an investigative research that tried to investigate the impact of leadership styles on employee productivity using Marlborough Court Care Home in London as a case study.

• Research Design

This study explores a descriptive survey design. The purpose of using descriptive surveys is to collect detailed and factual information that describes an existing phenomenon.

This research is a survey type which collected the opinions of staff through 65 opinionated questionnaires. The opinions would be analyzed with chi-square test statistic at 0.05 level of significant.  

Data collection is an important method that is important for conducting research in the organization. In this research, both primary and secondary research methods are used so that the data are collected from the primary sources can be validated from the secondary resources. Data obtained for this study came from both primary and secondary sources. Primary source of data collection facilitates personal contact to the respondents. The instruments used for the primary data include a carefully framed questionnaire and personal interview.

Secondary data are data collected from relevance literature, articles, textbooks; magazines published journals and newspaper on the impact of leadership styles on employee productivity. However, it can be said that the scholarly articles and the peer reviewed journals are used in order to collect the ideas regarding the leadership practices used by organizations from different parts of the world that increase the employee morale by increasing their motivation.

Sampling techniques are important in order to choose the sample size from the field. Proper sampling technique is responsible to collect proper forms of feedback from the sample respondents. It seems not feasible to get the needed information from the whole population due to time, cost and other logistic constraints, the researcher decided to administer (65) questionnaire to respondents to be divided among the recognized members of staff in various departments of the organization.

Simple random sampling technique was used to administer the carefully framed questionnaire.

The research instrument used is a carefully designed questionnaire. The first part contained questions which employ the respondents to provide information about there biographical details such as: marital status, age, status, length of service and educational qualification.

The other part contained questions on the impact of leadership styles on employee productivity

This method was embraced based on the objective of the study. The hypotheses posed and the research questions were articulated in the study. The questions in the first section were analyzed using simple descriptive statistics which include frequencies, table, and percentages for easy interpretations. Moreover, the application of the “goodness of fit” test statistics “chi-square” formula was used for hypothesis testing.  

We use the chi-square test to test the validity of a distribution assumed for a random phenomenon. The test evaluates the null hypotheses H₀ (that the data are governed by the assumed distribution) against the alternative (that the data are not drawn from the assumed distribution).

Let pand p₂ denote the probabilities hypothesized for k possible outcomes. In n independent trials, we let Y₁ and Y₂ denote the observed counts of each outcome.

The chi-square:

O = Observed frequency 

E = Expected frequency 

∑ = Summation 

X² = Chi Square value

Ho= Null hypothesis

H₁= Alternative Hypothesis

P- Value. The P-value is the probability of observing a sample statistic as extreme as the test statistic. Since the test statistic is a chi-square, use the Chi-Square Distribution Calculator to assess the probability associated with the test statistic. Use the degrees of freedom computed above.

The expected frequency counts at each level of the categorical variable are equal to the sample size times the hypothesized proportion from the null hypothesis.

E_i = np_i

Where E_i is the expected frequency count for the ith level of the categorical variable, n is the total sample size, and p_i is the hypothesized proportion of observations in level i.

Limitation of the research is an important aspect that the researcher must consider in order to conduct the whole research within the particular time. The researcher must give a statement of confidentiality to the sample respondents regarding their identity. It is the responsibility of the researcher that they must keep confidential regarding the identity of the respondents. Apart from that, the researcher has to believe in the data that are provided by the respondents. This research work was faced by some challenges like- time limit to complete the work, finance in the area of questionnaire administration and the unwillingness of most respondents to provide answer to the questions as well as having access to most respondents as at when required.

Validation

The outcome of the finding reveals a consistence relationship between the variables. This implies that the instruments been employed are valid.

Pilot Study

This is the study that has been carried out before the real survey. It was carried out in order to improve the questionnaire and it also reveals other problems that could be serious on the study. The participants include friends and colleagues.

During this study, it was discovered that it will be convenient to distribute questionnaire to individual respondent than the personal interviews.

This chapter is devoted to analyzing the data collected for this research through the questionnaires administered. 65 samples of the questionnaires were administered but just 60 filled by the respondents while the remaining 5 remain unfilled. The responses have been gathered through a survey of 60 employees fromFour Seasons Healthcare Services (Marlborough Court Care Home). The questionnaire has been sent out via email to the selected participants. The 60 participants among total 65 respondents have provided the response properly. The following section depicts as well as analyses the attained primary data from the online survey. 

Table 1: Sexual distribution of the respondents 

Option	Frequency	Percentage
Male	30	50
Female	30	50
Total	60	100

The above table reveals that there is no gender discrimination in the administration of the questionnaire.

Table 2: Marital Status distribution of respondents

Option	Frequency	Percentage
Married	30	50
Single	15	25
Others	15	25
Total	60	100

The above reveal that most of the respondents are married 30(50%) and others 15(25%) are singles and 15(25%) are divorced.

Table 3

Question 3: Distribution of respondents according to academic qualification

Option	Frequency	Percentage
GCSE HOLDER	15	25.0
NVQ/SVQ    HOLDER	15	25.0
BSC	30	50.0
MA & OTHERS	—	—
TOTAL	60	100

 
The above table reveals that most of the respondents have at least B.Sc. 30(50%). This implies that most of the respondents are competent to give reliable answers.

Table 4: Distribution of respondents according to present positions 

Option	Frequency	Percentage
Top Management	30	50.0
Middle Management	10	16.7
Supervisory	15	25.0
Junior	5	8.3
Total	60	100

The above table also reveals that the majority 30(50%) of the respondents are at the top management level of the organization of study. This shows that majority of the respondents are well placed 

Table 5: Distribution of respondents according to length of service

Option	Frequency	Percentage
1 – 4	5	8.3
5 – 9	5	8.3
10 – 14	25	41.7
15 – 19	10	16.7
20 and above	15	25.0
Total	60	100

The above table reveals that most the respondents have spent between 10 to 14 years in the organization. This means that the bare experienced enough to provide reliable responses the questions as articulated in the questionnaire.

Table 6: The age distribution of respondents

Option	Frequency	Percentage
18 – 23	5	8.3
24 – 29	35	58.4
30 – 35	5	8.3
36-41	10	16.7
42 and above	5	8.3
Total	60	100

The table above reveals that most of the respondents are between the ages of 24-29 years. This implies that they are mature enough to provide useful information on the subject matter.

Table 7: Distribution of respondents according to department

Option	Frequency	Percentage
Operation	10	16.7
Finance	40	66.7
Marketing	5	8.3
H.R.M	5	8.3
Total	60	100

The above table reveals that most of the respondents 40(66.7%) are in finance department. This implies that the questionnaire was administered in four core departments of the organization. 

Table 8

Question 8: The style used by leaders could embrace the organizations workers’ efficiency

Option	Frequencies	Percentages
Strongly Agree	30	50.0
Agree	15	25.0
Undecided	–	–
Disagree	5	8.3
Strongly Disagree	10	16.7
Total	60	100

The above table reveal that 30 (50%) of the respondents strongly agree while 15(25%), 5(8.3%), 10(16.7%) Agree, Disagree and strongly disagree respectively. This implies that leadership styles could give-rise to workers’ efficiency at work. And that no specific style is “fit” in all situations.

Table 9

Question 9: Planning and forecasting could enhance productivity and efficiency of employee at work place?

Option	Frequencies	Percentages
Strongly Agree	25	41.7
Agree	10	16.7
Undecided	5	8.3
Disagree	10	16.7
Strongly Disagree	10	16.7
Total	60	100

The above table reveal that 25(41.7%) of the respondents strongly agree with the above statements while 10(16.7%), 5(8.3%), 10(16.7%) and 10(16.7%) Agree, Undecided, Disagree and strongly disagree respectively. This shows that effective planning and forecasting are essentials in ensuring employees efficiency

Table 10

Question 10: Employees need to be supervised closely to achieve the organizational goal

Option	Frequencies	Percentages
Strongly Agree	23	38.3
Agree	17	28.3
Undecided	4	6.7
Disagree	5	8.3
Strongly Disagree	11	18.3
Total	60	100

The above table reveals that 23(38.3%), 17(28.3) strongly agree and agree respectively, while 4(6.7%), 5(8.3%) and 11(18.3%) were Undecided, Disagree and strongly disagree respectively.

This means that close monitoring of the employees is one of the factors to achieve the organizations goals.

Table 11

Question11:   A good leaders must carry the employees along in decision process

Option	Frequencies	Percentages
Strongly Agree	27	45.0
Agree	13	21.7
Undecided	–	–
Disagree	13	21.7
Strongly Disagree	7	11.7
Total	60	100

Source:  Survey 2016

The above table reveals that 27(45.0%) strongly agree with the above statement, while 13(21.7%), and 7(11.7%), Agree, disagree and strongly disagree respectively. This implies that the employees’ participation in decision process is good

Table 12

Question 12:  Providing guidance without pressure is one of the keys to being a good leader.

Option	Frequencies	Percentages
Strongly Agree	20	33.3
Agree	23	38.3
Undecided	6	10.0
Disagree	4	6.7
Strongly Disagree	7	11.7
Total	60	100

The above table reveal that 20(33.3%) of the respondents strongly agree with the above statement, while 23(38.3%), 6(10.0%), 4(6.7%) and 7(11.7%) Agree, Undecided, disagree and strongly disagree respectively. This means that the employees are to be guided with diligence.

Table 13

Question 13: There is significant relationship between the organizational achievement and employees’ efficiency

Option	Frequencies	Percentages
Strongly Agree	21	35.0
Agree	18	30.0
Undecided	3	5.0
Disagree	11	18.3
Strongly Disagree	7	11.7
Total	60	100

The above table reveal that 21(35.0%) of the respondents strongly agree with the above statement, while 18(30.0%), 3(5.0%), 11(18.3%) and 7(11.7) Agree, undecided, disagree and strongly disagree respectively. This shows that the employees’ efficiency would results to organizations achievement.

Table 14

Question 14: Effective leadership style could facilitate organization effectiveness

Option	Frequencies	Percentages
Strongly Agree	17	28.3
Agree	23	38.3
Undecided	5	8.3
Disagree	11	18.3
Strongly Disagree	4	6.7
Total	60	100

The above table reveal that 17(28.3%) of the respondents strongly agree with the above statement, while 23(38.3%), Agree, 5(8.3%) were undecided, 11(18.3%) disagree and 4(6.7%) strongly disagree with the statement. This means to ascertain organization effectiveness, effective leadership style is necessary

Table 15

Question 15: Effective leaders always give orders and clarify procedure.

Option	Frequencies	Percentages
Strongly Agree	15	25.0
Agree	20	33.3
Undecided	9	15.0
Disagree	10	16.7
Strongly Disagree	6	10.0
Total	60	100

The above table reveal that 15(25%) of the respondents strongly agree and agree with the above statement, while 20(33.3%), 9(15.0%), 10(16.7%) and 6(10. %) of the respondents were undecided, disagree and strongly disagree respectively. To give orders and clarification of procedure are function of an effective leader.

Table 16

Question 16: In most situations, workers prefer little input from the leader.

Option	Frequencies	Percentages
Strongly Agree	18	30.0
Agree	24	40.0
Undecided	8	13.3
Disagree	7	11.7
Strongly Disagree	3	5.0
Total	60	100

The above table reveal that 18(30.0%) of the respondents strongly agree with the above statement, while 24(40.0%), 8(13.3%), 7(11.7%) and 3(5.0%) Agree, Undecided, disagree and strongly disagree respectively. This shows that workers could perform better with little or no supervision and that they just need to be monitored.

Table 17

Question 17: There is a significant relationship between leadership style and employees’ efficiency

Options	Frequencies	Percentages
Strongly Agree	22	36.7
Agree	20	33.3
Undecided	–	–
Disagree	7	11.7
Strongly Disagree	11	18.3
Total	60	100

The above table reveal that 22(36.7%) of the respondents strongly agree with the above statement, while 20(33.3%), 7(11.7%) and 11(18.3%) Agree, disagree and strongly disagree

respectively. This shows that the statement above is correct and that there exists a relationship between employees’ efficiency and leadership styles

Table 18

Question 18:  Leaders are discerned to update the knowledge and skills of the employees

Option	Frequencies	Percentages
Strongly Agree	35	58.3
Agree	10	16.7
Undecided	–	–
Disagree	8	13.0
Strongly Disagree	7	12.0
Total	60	100

The above table reveal that 35(58.3%) of the respondents strongly agree with the above statement, while 10(16.7%), 8(13%) and 7(12%) agree, disagree and strongly disagree respectively. This means that employees’ knowledge needs not to be static. As changes occur, they also need to be updated. 

Table 19

Question 19:  A good leader motivate the employee to be more committed to their work

Option	Frequencies	Percentages
Strongly Agree	30	50.0
Agree	15	25.0
Undecided	–	–
Disagree	12	20.0
Strongly Disagree	3	5.0
Total	60	100

The above table reveal that 30(50%) of the respondents strongly agree with the above statement, while 15(25%), 12(20%) and 3(5.0%) Agree, disagree and strongly disagree respectively. This shows that motivation is a good tool to arose the employees interest to work, and that they perform better when they are motivated.

Table 21

Question 21: The leadership style adopted is more significant to the employee productivity

Option	Frequencies	Percentages
Strongly Agree	28	46.7
Agree	20	33.3
Undecided	2	3.3
Disagree	7	11.7
Strongly Disagree	3	5.0
Total	60	100

Source: Survey 2016

The above table reveal that 48(80%) of the respondents strongly agree and agree with the above statement, while 2(3.3%), 7(11.7%) and 3(5.0%) of the respondents were undecided, disagree and strongly disagree with the statement respectively. This means that no specific style is applicable to all situations, and that proper style of leadership should be used when situation arises

Table 22

Question 22 Low employee morale is one of the good consequences of poor leadership

Option	Frequencies	Percentages
Strongly Agree	19	31.7
Agree	19	31.7
Undecided	10	16.7
Disagree	7	11.7
Strongly Disagree	5	8.3
Total	60	100

The above table reveal that 38(63.4%) of the respondents strongly agree and agree with the above statement, while 10(16.7%), were undecided, 7(11.7%) disagree and 5(8.3%) strongly disagree. This means that leaders must boost the employees’ moral to ascertain the success. Poor leadership will give rise to poor employees’ morale.

Table 23

Question 23: Leadership style has positive significant impact on organizational effectiveness

Option	Frequencies	Percentages
Strongly Agree	18	30.0
Agree	17	28.3
Undecided	9	16.0
Disagree	10	16.7
Strongly Disagree	6	10.0
Total	60	100

The above table reveals that 18(30%) of the respondents strongly agree and 17(28.3%) agree with the above statement while 9(16.7%) and 6(10%) were undecided and Disagree and strongly disagree respectively. This means Leadership style has positive significant impact on organizational effectiveness

Table 24

Question 24:  Good leadership style is central to solving the problem of low productivity and poor result from the employees

Option	Frequencies	Percentages
Strongly Agree	35	58.3
Agree	10	16.7
Undecided	–	–
Disagree	8	13.0
Strongly Disagree	7	12.0
Total	60	100

The above table reveal that 35(58.3%) of the respondents strongly agree with the above statement, while 10(16.7%), 8(13%) and 7(12%) agree, disagree and strongly disagree.

respectively. This reveals that the highest number of respondents confirm the above statement to be true, and that deficient leadership style could result to low productivity.

Table 25

Question 22: Effective leadership training and development makes the organization to cope with the external environmental factors

Option	Frequencies	Percentages
Strongly Agree	30	50.0
Agree	15	25.0
Undecided	–	–
Disagree	5	8.3
Strongly Disagree	10	16.7
Total	60	100

The above table reveal that 30 (50%) of the respondents strongly agree while 15(25%), 5(8.3%), 10(16.7%) Agree, Disagree and strongly disagree respectively. This shows that effective leadership training could provide the happenings within and outside the industry. This will allow him the organization internal environment to cope with the external environment.

Table 26

Question 26: A good leader must coordinate other factors of production to ascertain the achievement of the organization goal and objective

Option	Frequencies	Percentages
Strongly Agree	23	38.3
Agree	17	28.3
Undecided	4	6.7
Disagree	5	8.3
Strongly Disagree	11	18.3
Total	60	100

The above table reveals that 23(38.3%), 17(28.3) strongly agree and agree respectively, while 4(6.7%), 5(8.3%) and 11(18.3%) were Undecided, Disagree and strongly disagree respectively. This connotes that other factors of production will remain idle and proper management of all factors of production is ultimate in achieving the set goals and objectives

Table 32

Question 32: To achieve higher employee productivity, leaders must adopt a befitting leadership style to cope with situations

Option	Frequencies	Percentages
Strongly Agree	18	30.0
Agree	24	40.0
Undecided	8	13.3
Disagree	7	11.7
Strongly Disagree	3	5.0
Total	60	100

The above table reveal that 18(30.0%) of the respondents strongly agree with the above statement, while 24(40.0%), 8(13.3%), 7(11.7%) and 3(5.0%) Agree, Undecided, disagree and strongly disagree respectively. This means one style does not fit all situations. The leaders must be dynamics in the area of the type of leadership style to adopt. 

Hypothesis Testing

O= Observed frequencies

E = Expected frequencies

(X²) = Chi-square

H₀ = Null hypothesis

H₁ = Alternative hypothesis

Chi-square

If the calculated chi-square is greater than the tabulated chi-square then, we reject the null hypotheses and accept the alternative hypothesis. And vice-versa 

Hypothesis One

Ho: There is no significance relationship between leadership styles employees’ productivity

H₁: There is significances relationship between leadership style employee productivity

Table 26

Options	O	E	O-E	(O-E)2	(O-E)2/ E
SA	33	12	21	441	36.750
A	12	12	0	0	0
U	_	12	-12	144	12.000
D	9	12	-3	9	0.756
SD	6	12	-6	36	3.000
TOTAL	52.506

At 5% (0.05) level of significant with (R-1) (5 – 1) = 4df

Conclusion

Since the calculated chi-square (X²), = 52.506 is greater than the tabulated x² =9.488   then, we reject the null hypotheses and accept the alternative hypothesis.

Decision

We can now say there is significances relationship between leadership style employee productivity

Hypothesis two

Ho:  Leadership style has no positive significant impact on organization effectiveness

H₁: Leadership styles has positive significant impact organizational effectiveness

Table 27

Options	O	E	O-E	(O-E)2	(O-E)2/ E
SA	35	12	23	529	44.083
A	10	12	-2	4	0.333
D	_	12	-12	144	12.000
D	8	12	-4	16	1.333
SD	7	12	-5	25	2.083
TOTAL		60.579

At 5% (0.05) level of significant with (R-1) (5 – 1) = 4df

Conclusion

 Since the calculated chi-square (X²). = 60.579 is greater than the tabulated x² =9.488   then, we reject the null hypotheses and accept the alternative hypothesis.

Decision

We can now say that Leadership styles has positive significant impact organizational effectiveness

Conclusion

To ascertain a reliable research work, the following conclusions are made:

1. Employees need to be supervised closely to achieve the organizational goal.
2. There is significant relationship between the organizational achievement and employees’ efficiency
3. Leaders are discerned to update the knowledge and skills of the employees
4. Ability to expand and grow in the organization is directly related to its ability to properly manage it resources
5. To achieve a higher employee productivity, leaders must adopt a befitting leadership style to cope with situations
6. that Leadership styles has positive significant impact organizational effectiveness
7. There is significances relationship between leadership style employee productivity
8. Good leadership style is central to solving the problem of low productivity and poor result from the employees
9. Higher degree of productivity can best be achieved by using an appropriate leadership style.
10. Effective leadership can enhance the employee motivation and thereby employee productivity
11. Good leadership can increase the employee commitment and employee productivity

Considering the Ending and conclusion, for effective employee performance, organization should make use of these recommendations:

Adopt effective leadership style. This is a style based upon a caring and nurturing approach, which will work in conjunction with authoritative style. Democratic and pacesetting leadership style should be adopted as the democratic-style give room for employee participation in decision-making while pacesetting in situational leadership style.

Organization should also formulate polices, which will encourage leaders to empower employees to be part owner of the organization.  Leadership that encourages quality principle should be put in place of authority. Visionary leaders who can delegate authority with trust to employees are an answer to productivity problems.

It should be known that achievement of leadership goal is dependent on employees’ satisfaction. A leader should perform in the frame of an environment and historical context. A leadership system that creates complete functioning process depends upon many pants to create results. The most effective strategies, which have been formulated from the obtained research findings, have been discussed below:

Initiation of effective communication:

The organization must initiate accurate as well as time specific communication system within the managerial professionals and employees. The communication system must focus on establishing dual-directed interaction system. The communication would be most effective for encouraging the employees to engage with the organizational goals. It will effectively help to increase the employee productivity as well as organizational efficiency and effectiveness. The punctual nature of the communication would also help the organization to maintain a quick response system against all kind of market environment. Moreover, the dual communication system would be quite supportive for the employee in the form of attaining guidance from the management as well as escalating any kind of issues before the managerial board.

Fabricating organized structure:

The organization must decentralize its power in an effective fashion so that the employees can integrate more conveniently. The responsibilities as well as power must be divided in branches so that the every member of the organization can perform for the organization’s goal. Every branches need to have lots of sub groups, which will be allocated with limited power and responsibilities. This way, the organization can effectively interact with the market in real time. In other words, it will significantly improve the organizational effectiveness. The assigned responsibilities would also make the employee more responsible and productive.

Initiating deadline system:

The organization also initiates effective deadline system. The deadlines have the capability to employee productivity as well as organizational effectiveness in a significant manner. The employee would be more and more focused on delivering their task with allotted time, which will reduce their time duration for each task. The reduction of time duration would eventually enhance the employee productivity. At the same time, the organization would be also able to attain their objective in a timely and concise manner, which will essentially improve the organizational effectiveness.

Proper policy guidelines:

The organization must incorporate greater policy guidelines for every employee. The policy guidelines will be based on the organizational objective and help the employee to make effective decision in a critical moment. The policy guideline will help the employees to actively navigate the market forces without hindering the cause of organization. It would be most effective for enhancing organizational effectiveness.

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