Organizational behaviour

According to John C.Maxwell (2007,p.16) Leadership is influence -nothing more ,nothing less. Maxwell indirectly defines the ability of a leader to influence not only his subordinates but also those outside the boundary. It is not only Maxwell but several other authors have vast variety of definitions for leadership, one such definition by Ralph Stogdill (1950) cited in Huczynski & Buchanan (2007,p.695) quotes that 'Leadership as an influencing process aimed at goal achievement '. Therefore one cannot narrow down an appropriate definition to leadership . Many researches are still being held worldwide for finding the apt term for Leadership, but many result in vain. This essay will broadly explain the concepts of leadership also including the key factors that are likely to affect the choice of the leader who is to be chosen for the position of a Dean for Cardiff business school. Illustrations have been provided in order to distinguish the link between Leadership and Organizational performance.

Many approaches were considered to determine managerial leadership. Mullins (2007, p.367) examined it in terms like qualities, functional, transitional, transformational, inspirational behavioural approach and contingency theories.

A person who needs to be selected for a higher authoritative position such as a Dean for a organization like Cardiff Business School involves allot of tedious filtering of academic scholars. Applicants with prior experience would be a great source of knowledge in understanding the various one's behavioural and administrative qualities. As described by Huczynski & Buchanan (2007,p.707-709) he/she would have followed a certain type of leadership style either a autocratic or democratic by which the organization was administered. A vastly spread approach is the usage of contingency theories(1964,1967 ,Fiedler & Garcia 1987 cited in Northouse ,2007,113)where least preferred co-worker score(LPC) is calculated in order to find the performance of a leader. Bases on the LPC score a person can fall under any three of the following sectors, i.e. either task motivated or independent or relationship motivated (Fiedler & Garcia 1987 cited in Northouse ,2007,124).

A report named " How They were Picked?" (US.News & World Report,2009) was based on the selection of America's Best Leaders which collaborates U.S News & World Report and the Centre for Public Leadership at the Harvard University. A committee of 15 that consists of various people from different background was formed to identify the honourees in a variety of regions, as a result of which they pinned down to a set of profile based on certain criteria's when certain amount of percentile was given to each criteria such as Direction setter(25%),Goal achiever (50%)and Organizational culture growth(25%). They also focused upon the nominee's recent accomplishments and also regarded the impact in US based on their current work. Determining a leader is not a fact oriented job but a way of life hence it depends upon various factors.

Though taking the general factors into consideration one cannot come to an end point of choosing the right person because organization culture and performance also have an impact on leadership. In order to validate the above mentioned factor , few articles are taken from journals have been illustrated below.

Ogbonna& Lloyd (2000) clearly has given a broader approach on Leadership styles, Organization culture and Performance in their journal. This has also been justified through results obtained from a survey of leadership style, organization culture and performance across UK companies. They have also discussed the literature behind leadership and performance in which the emphasis shift from the traditional times such as traits, style and behaviour to the contingency theories was highlighted . Stress is made at a point where Leadership-Performance link is evident and often concentrated on transformational role of leaders. After which the link between Organizational culture and performance is elaborated upon. Organizational culture types and it led to organizational financial performance was given a highlight .Various analysis and statistics were done in order to come to a perceptive conclusion. Path analysis was used as one of the tools. Thereby the journal was concluded by generalizing the three factors that influence each other but their results raise several questions which led to confusion.

Another such journal was Elenkov's (2002) which is based on the impact of leadership on organizational performance in Russian companies. The study emphasised on the effects of transformational and transactional leadership behaviours on Russian organizations. Due to the breakout of Cold war in Russia management system present in various companies was vastly affected . After relevant use of theories and some analysis , managers of Russia showed much of transactional leadership as they were working towards the goals ,innovative and showed a much of group bonding that adhered towards transformational leadership.

Hence to come to a conclusion, Leadership has a major influence on a variety of factors like the organizations culture and performance, but has led to confusion of many theorists.


  • How They were Picked? . (2009,November). U.S. News & World Report,146(10),70. [Accessed December 6, 2009].
  • Huczynski, A. and Buchanan, D. (2007). Organizational Behaviour: An Introductory Text, Harlow: Pearson
  • John C.Maxwell, 2007.The 21 Irrefutable Laws of Leadership: Follow Them and People will Follow You.10th ed. Nashville:Thomas Nelson. p.16
  • Detelin S.Elenkov, 2002.Journel of business Research ,Vol 55 Issue 6. p.467-480
  • Laurie J.Mulins, 2007. Management & Organizational Behaviour ,8th ed .Prentice Hall p.367.
  • Peter G.Northouse ,2007.Leadership theory and Practise.4th ed.London:SAGE .p.113-124.
  • Ogbonna, Emmanuel and Harris, Lloyd C.'Leadership style, organizational culture and performance:Empirical evidence from UK companies', The International Journal of Human Resource Management, 11: 4, 766 788


Cardiff University seeks a successful and highly motivated leader in business education to serve as dean of the Cardiff School of Business.

Cardiff University is identified as one of Britain's leading teaching and research universities. From its central location amidst the parks, Portland-stone buildings that form the city's centre the University's students and staff are drawn from throughout the world, attracted by its international reputation excellence in all areas of activity. Cardiff is a member of the Russell Group of Britain's leading research universities.

The student population is drawn from a variety of backgrounds, with students attracted world-wide. International students comprise some 17 per cent of the total student population. The University is one of the largest employers in Cardiff, with a staff of some 5,500 and is a major purchaser of goods and commodities, and largely contributes to the prosperity of the region.

Cardiff Business School is one of the leading business schools in the UK and has a global reputation for research, teaching and learning. The Business school delivers quality educational programmes to 2,500 students a year, 700 of which are postgraduate students.

In the 2008 Research Assessment Exercise, the School was ranked 4th in the UK of all business and management schools, recognising its position amongst the others Business schools in the UK.

The University seeks a Dean who has a record of professional achievement appropriate for the position of Dean; a commitment to excellence in business education , bright and compassionate; the ability to motivate and implement a vision for engaging the School and University with national and international business societies and also have the ability to increase the School's global focus.

For full consideration, nominations and applications should be received by XXXXXX, 2010. Electronic applications are welcome to xxxx. Applications, including a curriculum vitae and the names and contact information, should be addressed to:

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