The Role of Effective Leadership in Organizational Innovations and Changes: A Study of

Selected Organizations in Katsina State Metropolis

By

Bashir Bello

Department of Sociology Umaru Musa Yara’dua University, Katsina.

[email protected]

Abstract

Globalization has converted the world into a small global village; in which there is an ever high
stream of contentions and competitions between organizations. As such, the most effective and
beneficial maneuver for any organization is to create innovative ways in conducting business.
This study explained the role of leadership in the phenomena of organizational change and
innovation. The leader as a person in charge or as a change agent can manage an organization
or the process of organizational change more effectively and successfully if he or she is capable
and competent. Rapid technological advancements, high expectations of customers, and ever
changing market situations have compelled organizations to incessantly reassess and reevaluate
how they work and to understand, adopt and implement changes in their business model in
response of changing trends. Organizational change is a demand of the day, and needed for
organizations to survive.
Key Words: Leadership, Innovative Approach, Organizational Change,
Introduction
Achieving organizational objectives should be the priority and most driving force of every
individual in an organization. While the fact remains that changes in organizations stem from the
contribution of all the employees; whatever the outcome of the changes whether positive or
negative will be attributed to the leaders. Changes, therefore, has been conceptualized differently
by scholars (Caetano, 1999 in Abbas & Asghar, 2010, p 1). Organizational change is important
for long term success and survival of an organization. There are possibilities for organizations to
lose their repute and market share if they do not prepare themselves according to rapidly
changing circumstances and situations. (Boston, MA, 2000 in Abbas & Asghar, 2010, p 1).
Different authors describe the significance of organizational change in different way, but it’s an
accepted fact that organizational change is important for sustainable business and long term
success.
Accepting the greatness of organizational change and knowing the fact that practical steps are
needed to make things happen, the next question may arise in minds that “who will take initiative
to bring these changes for organizations, to take practical steps” and “who will be the person in
charge”. Scholars and researchers also agree on the point that role of a leadership or leader is
very important while managing organizations or addressing the issue of organizational change.
The role of the leadership is a key while addressing the issue of organizational change and
effective leader can bring effective change for an organization (Kennedy, 1998. p 2). Leader is
also seen as a change agent who can take initiative and bring change for organization (Senior and
Fleming 2006. p 6).
Organizational change is the demand of a time and for sustainable success there is need for a
leader that can play a key role in bringing and implementing these changes; a leader that will
decides the desired form of an organization and taking the practical steps which are needed for
the process. The point remains that there are needs for an effective leader and it is crucial for
managing organizational change, at the same point the process of organizational change is very
complex and challenging. A competent and effective leadership is required to manage the
situation. Leadership competencies have a great relation with successful organizational change
and a competent leader may prove more effective in managing the change process successfully
(Gruban 2003. p 8). Special qualities and characteristics are therefore required from a leader to
bring successful organizational change (Bennis, 1987. p 505). This paper, therefore, seeks to
examine the role of effective leader in organizational innovations and changes.

Significance of the Study

Basically, it is not only the leadership that is essential for the achievement of organizational
innovations and changes but the competence of leadership is required to understand, formulate
and implement the most suitable change for organizations. Another most important manifest is
what kind of knowledge, skills, talent and competencies are required from a leader to bring a
successful organizational change. It is also important to know, what is the relation of successful
organizational change to the leadership competencies
Organizational change is seen as a process in which, a most desirable and suitable future form of
an organization is perceived and route map is decided to get new shape. Therefore, a visionary
leadership with innovative approach is a key to make change happen successfully (Gesell, 2010
in Abdow, 2015). Vision is also perceived as a mental image of a desirable future, so it is
important that this future is perceived accurately, which needs a visionary leadership (Bennis &
Nanus, 1985. p 504). Scholars have also highlighted that the innovative approach of a leader can
increase the chances of success for a leader to get his vision (Bass 1990 in Abdow, 2015). Under
the light of scientific articles and journals it can be seen that vision and innovative approach are
two of those important characteristics of leadership which can make leader more effective to
address the issue of organizational change. That is to say that the study shall proffer explanation
to the role of effective leadership in achieving efficient innovations and changes

Research Questions
1: What are the roles of leadership in bringing about changes and innovation in an organization?
2: What are the challenges leaders confront in achieving organizations’ innovations and changes?

Operationalization of concept
The Organization: Organization is a combination of individuals, people or groups trying to
influence others to achieve certain objectives by using different processes and technologies in a
structured way. They May consists of social arrangements of certain groups in a formal way to
achieve certain objectives and having well defined boundaries and limitations (Senior & Fleming
2006 in Kumar 2013).

Change
The word change is taken as a result normally. A simple definition of change in the Sansom and
Reid Oxford children’s Dictionary (1994:195) defines the change as to become a different. Van
der Merwe tells that the word change is obtained from the Latin word to better (Van der Merwe
1991).

The Organizational Change

Organizational changes mean that organizations are undergoing and or undergone
transformation. It may define their success story or any type of experience or failure (Hage,
1999). The organizational change is the set of different actions that results shifting in directions
and or processes that affect the way in which organizations work before (Hage, 1999: 599).

Organizational Innovation
Innovation in simple words can be defined as to change in ways of doing things in order to create
useful new stuff (McKeown, 2008: 7). It can also be viewed as change in product or services that
involves the evolution of features and capabilities as well as the introduction of “new-to-the-
world” (Benner & Tushman, 2003: 241).

Role of Leadership in Organizational Change

Most of the organizations agree now a day that effective leadership is one of the most important
contributors to the overall organizational performance and change. Intelligent leaders are those
who have a store of skills and knowledge gained from experience that allows them to manage
effectively and efficiently the tasks of daily life. Effective leadership is always required to bring
effective changes (Kennedy, 1998. p 2). Brookfield highlight the importance of culture while
addressing the issue of organizational change, he mentions some roadblocks which can affect the
change management efforts, which include the secrecy culture, the individualism culture and
silence culture (Brookfield, 1995: 17). The competent leadership can handle and manage such
problems. According to Gruban (2003) the competence is an ability to manage knowledge and
other skills and capabilities.

Literature Review
Leadership as a concept has been used in various aspects of human life such as politics,
businesses, academics, social works, etc. Previous views about leadership show it as personal
ability. The degree to which the individual exhibits leadership traits depends not only on his
characteristics and personal abilities, but also on the characteristics of the situation and
environment in which he finds himself (Messick and Kramer2004). Basically, every individual
become members of an organization in other to achieve certain personal objectives; the extent to
which they are active members depends on how they are convinced that their membership will
enable them to achieve their predetermined objectives. As such, an individual will support an
organization if he believes that through it his personal objectives and goals could be met; if not,
the person’s interest will decline. Leadership style in an organization is one of the factors that
play significant role in enhancing or retarding the interest and commitment of the individuals in
the organization, it is, therefore, essential for a leader to discover his or her leadership style
(Glantz 2002).

Traditional and Organizational Leadership

The term leadership can be viewed through multiple angles and concepts. Traditionally
leadership is a set of feature owned by the leader or it is a social phenomenon that comes from
relationship with groups. These concepts can give different opinions about the definition of
leadership. It is a continuous debate that whether the leadership comes from the personal
qualities of a leader or a Leader makes followership through what he or she does or believes
(Grint 2004). Recent reviews take leadership as “a process whereby an individual influences a
group of individuals to achieve a common goal (Northouse 2004). Another view about leadership
is that “leadership is like the Abominable Snowman, whose footprints are everywhere but who is
nowhere to be seen” (Bennis and Nanus 1985). Leadership or leader has being conceived as
either a person who is in charge and has authorities to take decision and also has powers to
implement his decisions or a process having a set of other authoritative process about
organizational, personal or social process of influence for which the groups, teams or
organizations can do more to increase their ability. The selection of the leader not only depends
on the personal characteristics of personal but also on the social and cultural factors along with
his/her exposure towards life (Bolden 2010: p 6).
Organizational leadership is not a magic that one person have and other don’t have. It is also not
all about the ordered by boss and then observed by him that how much these ordered are obeyed.
The leadership of an organization is instead, an ability of management to get and protect the
company benefits by realizing employees need and company targets and bringing them together
to work in a better environment to achieve the common goals (Sansom 1998). Organizational
leadership has a central role in evolution and cultivating an organization. It can help the member
of an organization and working teams to face the challenges and to work for organizational goal
in a worthy way. Dunphy and Stace describe an organization leadership as a person who can
promote change in an organization by its vision and strategy (Dunphy and Stace 1994 in Senior
and Fleming 2006). With the current changing business trends and increased customer demands,
the role of leadership is becoming more. The strategic leadership is eagerly needed for
organizations, which is well capable to predict the essential alterations and changes, in advance
and create required commitment and highly suitable atmosphere for worker and teams to
understand and adopt these changes successfully. This action by leaders is decisive not only for
the effectiveness of the organization but also for its very survival (Bass, 1990; Burke & Cooper,
2006).

Leadership Style and Performance

Leadership has been identified as an important subject in the field of organizational behaviour.
Leadership is one with the most dynamic effects during individual and organizational interaction.
In other words, ability of management to execute “collaborated effort” depends on leadership
capability. Lee and Chuang (2009), explain that the excellent leader not only inspires
subordinate’s potential to enhance efficiency but also meets their requirements in the process of
achieving organizational goals. For Stogdill (1957), leadership may be seen as “the individual
behaviour to guide a group to achieve the common target”. Fry (2003), perceived leadership as
use of leading strategy to offer inspiring motive and to enhance the staff’s potential for growth
and development. It has also been stated that there should be a relationship between leadership
style and organizational performance. The argument revolve around the fact that today’s
intensive and dynamic markets feature innovation-based competition, price/performance rivalry,
decreasing returns, and the creative destruction of existing competencies (Santora et al., 1999;
Venkataraman, 1997). Studies conducted by various scholars have suggested that effective
leadership behaviours can facilitate the improvement of performance when organizations face
these new challenges (McGrath and MacMillan, 2000; Teece, Pisano and Shuen, 1997).
It is essential also to emphasize that organizational performance refers to ability of an enterprise
to achieve such objectives as high profit, quality product, large market share, good financial
results, and survival at pre-determined time using relevant strategy for action (Koontz and
Donnell, 1993). Organizational performance may also be used to view how an enterprise is doing
in terms of level of profit, market share and product quality in relation to other enterprises in the
same industry. Consequently, it is a reflection of productivity of members of an enterprise
measured in terms of revenue, profit, growth, development and expansion of the organization.
Understanding the effects of leadership on performance is also important because leadership is
viewed by some researchers as one of the key driving forces for improving a firm’s performance.
Effective leadership is seen as a potent source of management development and sustained
competitive advantage for organizational performance improvement (Avolio, 1999; Lado, Boyd
and Wright, 1992; Rowe, 2001). For instance, transactional leadership helps organizations
achieve their current objectives more efficiently by linking job performance to valued rewards
and by ensuring that employees have the resources needed to get the job done (Zhu, Chew and
Spengler, 2005). Visionary leaders create a strategic vision of some future state, communicate
that vision through framing and use of metaphor, model the vision by acting consistently, and
build commitment towards the vision (Avolio, 1999; McShane and Von Glinow, 2000). Some
scholars like Zhu et al. (2005), suggest that visionary leadership will result in high levels of
cohesion, commitment, trust, motivation, and hence performance in the new organizational
environments.
Mehra, Smith, Dixon and Robertson (2006) argue that when some organizations seek efficient
ways to enable them outperform others, a longstanding approach is to focus on the effects of
leadership. Team leaders are believed to play a pivotal role in shaping collective norms, helping
teams cope with their environments, and coordinating collective action. This leader-centred
perspective has provided valuable insights into the relationship between leadership and team
performance (Guzzo and Dickson, 1996). Some studies have explored the strategic role of
leadership to investigate how to employ leadership paradigms and use leadership behaviour to
improve organizational performance (Judge, Bono, Ilies, and Gerhardt, 2002; Judge and Piccolo,
2004; Keller, 2006; McGrath and MacMillan, 2000; Meyer and Heppard, 2000; Purcell, Kinnie,
Hutchinson2004; Yukl, 2002). This is because intangible assets such as leadership styles, culture,
skill and competence, and motivation are seen increasingly as key sources of strength in those
firms that can combine people and processes and organizational performance (Purcell et al.,
2004).
Previous studies led the expectation that leadership paradigms will have direct effects on
customer satisfaction, staff satisfaction, and financial performance. In general, however, the
effects of leadership on organizational performance have not been well studied, according to
House and Aditya‟s review (1997), who criticised leadership studies for focusing excessively on
superior-subordinate relationships to the exclusion of several other functions that leaders
perform, and to the exclusion of organizational and environmental variables that are crucial to
mediate the leadership-performance relationship. Another problem with existing studies on
leadership is that the results depend on the level of analysis. House and Aditya (1997),
distinguished between micro-level research that focuses on the leader in relation to the
subordinates and immediate superiors, and macro-level research that focuses on the total
organization and its environment. Other scholars have also suggested that leaders and their
leadership style influence both their subordinates and organizational outcomes (Tarabishy,
Solomon, Fernald, and Sashkin, 2005).
Fenwick and Gayle (2008), in their study of the missing links in understanding the relationship
between leadership and organizational performance conclude that despite a hypothesised
leadership-performance relationship suggested by some researchers, current findings are
inconclusive and difficult to interpret.
From this review of related literature, it is evident that although some scholars believe that
leadership enhances organizational performance while others contradict this, different concepts
of leadership have been employed in different studies, making direct comparisons virtually
impossible. Gaps and unanswered questions remain. Consequently, the current study is intended
to re-examine the proposed leadership-performance relationship and, therefore, contribute
meaningfully to the body of growing literature and knowledge in this area of study.
Theoretical Framework
This section provides some theories proffering explanation to the roles of effective leadership to
the achievement of organizational goals.
When talking about organization there are two questions that may arise in mind as a first
reflection. The first is “What kind of organization”? And the other is “Who is the leader? There
may be many factors which can lead an organization towards success or failure, but the role of
leadership is one of the essential and crucial factors in handling organizations. Several theories
have been propounded to proffer explanation to leadership. For the purpose of this study, the
following theories have been employed to explain leadership

Transformational-Transactional Theory
Among the various theories of leadership and motivation relating to effective organizational
change management, perhaps the most prominent is the transformational-transactional theory of
leadership. As explained in Saowalux and Peng (2007), Burns (1978), conceptualizes two factors
to differentiate “ordinary” from “extraordinary” leadership: transactional and transformational
leadership. Transactional leadership is based on conventional exchange relationship in which
followers; compliance (effort, productivity, and loyalty) is exchanged for expected rewards. In
contrast, transformational (extraordinary) leaders raise followers’ consciousness levels about the
importance and value of designated outcomes and ways of achieving them. They also motivate
followers to transcend their own immediate self-interest for the sake of the mission and vision of
the organization.
Such total engagement (emotional, intellectual and moral) encourages followers to develop and
perform beyond expectations (Burns, 1978; Bass, 1985). Burns (1978) observes that
transformational leadership involves the process of influencing major changes in organizational
attitudes in order to achieve the organization’s objectives and strategies. Bass (1985) observed
that transactional leaders work their organizational cultures following existing rules and
procedures, while transformational leaders change their cultures based on a new vision and a
revision of shared assumptions, values and norms. When an organization must adapt to changes
in technology, its leadership is a critical factor in its successful change.
Bass (1985) operationalized the work of Burns (1978) by developing a model of transformational
and transactional leadership, referred to in more recent publications as the “full range leadership
model” (Bass and Avolio, 1997).

Contingency Theory
Fiedler (1996) presents the contingency or situational theory of leadership by highlighting the
three important factors which has affect on the performance of leaders. Some of them are listed
below:
- Leader-Member Relations: It describes that what are the relations between employees
and the leader and up to what extent the employees have trust on leader’s and how much
the leader can attract h/her employees and subordinates and up to what level the
leadership is source of inspiration for them.
- Task Structure: This factor talks about the nature of jobs for employees whether they are
routine or non routine, in order to manage and get the maximum output of employees
work.
- Position Power: The position power is the power of leadership which s/he has in the
organization. The leadership with the power of decisions and their implementation is
needed to handle and manage the organizational issues with confidence (Fiedler,1996).

Path-Goal Theory
Path Goal theory claims that the most successful leaders are those who keep their employees and
subordinates motivated defining and making the path of work clear to them through their clear
vision. The main characteristics of a leadership according to this theory are to motivate their
teams to meet the organizations goals by keeping control on the outcome of their work and
activities. Leaders also appreciate the employees and give rewards on their good work, and to
raise and maintain the enthusiasm by giving them confidence about their ability as well as to
work (House 1971).
Managerial Grid Theory
Robert R. Blake and Anne Adams elaborated the theory of leadership grid. This theory describes
the concern of leadership with the customers demand based production by focusing the better
management of teams by leadership styles. This approach may be difficult to implement in
certain circumstances. In the theory leaders keep their teams motivated and flexible to realize the
need of change and accept it (Blake R and Anne Adams 1991).

Leaders Style Theory

This model highlights the urge of high quality decisions in organizations, which are well
acceptable for both employees and leaders. In this model different ways are described for leaders
to make appropriate decisions. This model also guides leaders in finding the level to which the
employees can be the part of the decision making processes (Vroom and Yetton 1973).

Transformational Leadership theory

The transformational leadership means when leader transforms, or changes, his/her subordinates
in three significant ways. These ways may lead to win the trust of subordinates for leaders. That
can increase the output of their work and doing job activities which can help to achieve the
organizational goals in better ways. Some main characteristics of transformational leaders are
that they increase the employee’s confidence and awareness so they can enhance their
performance, and also make them able to understand their personal outgrowth and development
(Burns 2003).

The transformational leadership also increases the level of dedication and motivation for
employees to work for the betterment of organization in spite of their personal interest.
The qualities of transformational leadership may include: Ability to work as change agents,
Courage to take bold steps, ability to trust on others, value driven characteristics, Good learning
abilities, strong mental model to work in complex situation and a clear vision
From the above debate it can be seen that different scholars and researchers put the light on
characteristics of leadership from different angles. There may be some difference in opinions and
approaches to analyze these characteristics but all the authors agree on the point that the leaders
must have some qualities to become effective leaders.
Innovative approach of leaders can helpful to foster the growth of innovative culture within an
organization which at the later end can leads innovations for that organization. But the question
is what kind of innovation has not been be fitted for the organization and what is the desired
format of innovation that can be proved worth for that organization? For this, the visionary
leadership is needed along with the innovative approach. Like only innovative approach is not
sufficient, vision is also needed, likewise only vision is also not sufficient for leadership for the
development and the sustainability of an organization. Vision is only 10 % and the rest is its
implementation (Jick, 2001) It is good for leadership to have a clear vision, but how to achieve
that vision. Five common qualities are discussed in literature for the leadership which can prove
more beneficial for the firms, if the leadership has these qualities along with their vision
(a) Formulate strategies and plans to achieve their visions (Bass 1985).
(b) Communicate their visions to promote changes and widen support of the visions (Bass,
1985).
(c) Align people and supporting systems to suit their visions to make it sure that there will be no
procedural and structural hurdles in the way of achieving vision, and provide the good
atmosphere to employees to work with dedication to make the vision in to reality (Nanus 1992).
(d) Empower their people to act consistently with the new vision and help sustain commitment to
it In order to get their maximum work output and let them work confidently for achieving the
organizational goals. (Nanus 1992)
(e) Motivate their followers so that they work by using their maximum abilities and complete the
allocated tasks within the given time (Bass 1985).
All above mentioned attributes refers the leadership to have an innovative approach in there,
thinking, decisions and strategies. It can be assumed from the discussion that the leadership with
innovative and visionary approach along with other characteristics can prove more beneficial for
organizations, for the purpose of success, development and sustainability (Gesell 2010).

Methodology
This part highlighted the ways and approaches of collecting the data (Oliver, 2004).The study is
primarily qualitative and case based. The reason for choosing the case study strategy is the
exploratory and the qualitative nature of study. Since the case studies have become one of the
most common ways to do qualitative inquiry” (Stake, 2000, p.435). One of the reasons to use
case studies in the study is its quality of flexibility which allows the researchers to use multiple
data collection methods (Yin 1989; Merriam, 1998).According to Robson (1993), flexibility is
always the main strength of the case study strategy in terms of interpretation and getting access
to the specified places, or organizations. Document analysis/content analysis also called “textual
analysis” (Travers, 2001: 5) was also done. In-depth interview was conducted for linking and
supplementation of document analyzed.

Study population
The population of the study consists of workers in some selected organization in Katsina. The
following are the organizations involved: Katsina Companion Radio and Katsina Investment
House, Katsina. These organizations comprises of staff that provided the study with relevant
information for the study. The populations comprise both senior and junior staff.

Data Collection phase:

Data collection was rather more systematic. The study was narrowed down by inserting
keywords “Vision” “Leadership” and “innovative approach” in the IDI Guide.

Data Presentation and Analysis Phase:

For the data analysis content analysis approach was employed. This is by counting the number of
times that, any particular leadership property was linked to organizational change and
innovation, accepting the fact that innovation and successful organizational are closely related
things (Schunpeter, 1971).

Questions were asked on the roles of leadership in bringing about innovation in an organization
. The followings are some of the responses of the participant:

“In our organization, I can categorically say that whatever innovation you are talking
about; to a large extent, it should be attributed to the leader”.
For another staff, he is of the view that innovation has to do with new ideas and to whatever
extent; leader who is versatile in experience automatically will contribute to the innovation that
takes place in an organization. In his word:

“The experience of a leader will make him have something reasonable to contribute
to the organization. The innovation we are talking about is all about new thing, new
creation and latest ideas. A leader must have experience to do such. To me, a leader
like ours is contributing immensely because of his experience and to a great extent it
is evidencing that he is bringing new innovation to the organization”

In a related interview with another staff in one of the organization, she stated that role of
leader in bringing innovation in an organization cannot be over emphasized. Down fall of
any organization should be attributed to the leader in her own statement. In her word:

“Innovation in any organization should be attributed to the leader and as such

every member of an organization will be looking on to the leader for new ideas,
new rules, new methods and so forth. Even if a member of an organization
contributes to the innovation; it is the leader that will at the end of the day
received the credit. This is to say that any of such wrong innovation should be
attributed to the leader. That is why an organization needs a competent, efficient
and effective leader to achieve its organizational goals”.

Questions were asked on the roles of leadership in bringing about changes in an organization.
The following are some of the response:
Changes are the only things that can say to be the constant phenomena that will make any
organization to meet up with its contemporaries. In one of the interview with the staff, he was of
the view that:
“Changes will surely occur in any organization, however, whether it is positive or
negative changes, that depends on the kind of leader that controls the organization”.

Another staff was of this opinion:

“Every organization wants to graduate from one level to another level. That to me is
change; the desired change every organization seeks is changes that will allow it to
meet up with what is obtainable in the society. The leader of an organization is mostly
responsible for the changes we are talking about. He or she must meet up with is
obtainable in the society. That is to say that leader is primarily responsible for
changes in an organization.”
In a response of another staff, he stated that:

“A leader must know that he is a leader to bring about change; to introduce

change; to implement change and to enforce change. Basically, a leader to me
is should not be call a leader when there are no elements of change in his
administration”
In addition to this another staff was of the opinion that a leader should be primarily
call a leader when only he or she can bring about change. In his word:

“Why would anyone be call a leader when he or she cannot or will not bring
change to the organization”

Question was asked on the challenges leaders confront in achieving organizations’t innovations
and changes
There are general challenges for leaders in achieving both the innovation and changes in
organization. Some of the staff identified some of the challenges as thus:

“A leader may want to bring about innovations or changes in an organization but

when he or she does not get support from the staff, there is every tendency that
he may not be successful. There are some staff who are very strong more than
the leader himself or herself. So a situation when he tries to enforce some
innovation or changes, he is doing that at his own risk”
“A leader will not be successful in implementing any innovation or change
when there are no organization stipulated rules supporting some of his or her
desire. He or she may have very suitable ideas that will benefit the organization
but implementing these ideas may go contrary to some of the organizational rules
and regulation. As such, a leader may be incapacitated when he has no
organizational rules backing his or her decisions”
“One of the greatest challenges that a leader is confront with in achieving
organizational innovations and changes is the issue of ownership influence. An
owner or group of owners has so much influence over an organization so much
so that whatever idea that may bring about innovation or change to an
organization will be scrutinize to the advantage of the owner or owners and
sometime to the detriment of the organization”
Conclusion and Recommendations
This study may, therefore, be concluded, by stating that Leadership is one of the most vital
consideration issues for the business and organizations in the contemporary economy. Leaders
are individuals who establish direction for a working group of individuals and who gain
commitment from this group of members to established direction and who then motivate
members to achieve the direction’s outcomes” (Conger, 1992, p18). As the business goals can’t
be achieved without adopting any strategic business process, likewise the organizational success
and sustainability also can’t be accomplished without a strategic role of leaders. From allocation
of resources to alignment, from perception of thing to decide future focusing, form commitment
and motivating the teams to get the goals of an organization, to confirm the sustainable growth,
it’s a leadership whose footprints are everywhere (McGuire, 2003). Leadership is about leading
the organizations and organizational teams to go somewhere. If the leaders and its people don’t
know where to go, then leadership means nothing. So it is important for leaders to have a clear
vision. Organizations are based on teams, and dedicated team work is required to make things
happen. The leader is one who may have some dreams and ideas like other people, but also has
an ability to turn these dreams and ideas in to reality. This is the basic difference between the
dreamer and leaders. “Leadership is a state of mind not a position” (Prestwood and Schumann
2002, p1) in this age of uncertainty, organizations and companies may face some unexpected and
unwanted circumstances any time. So the need of capable leadership is more than ever now days
to sense these unexpected conditions before time and to cope with them by their innovative
approach (Prestwood and Schumann 2002)

Based on the finding of the study the following recommendations are given:
1. It is important for any organization that seeks to achieve its organizational objectives to assign
to the position of leadership in organization competent, efficient, effective leader.
2. For any organization to have a maintained and sustainable achievement it must have a goal
oriented leader who will gear the organization towards attaining its desired objectives.
3. Organizational leader should be given an opportunity to carry out his or her goal oriented
ideas without any external interference.
4. It is the role of leader to bring about innovations and changes to an organization. It is the
responsibility of the members of the organization to give him or her to achieve those objectives.
5. A leader must also seek from the owners and the staff and management the much desire
cooperation to achieve his or her role of innovations and changes in organization.
6. Interaction with workers and their unions as stakeholders will be a good strategy; one of the
important ways to get the much needed cooperation to achieve leadership role.
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