Manager has to regulate these policies for there institution structure of the institution explains different work policies for suitable intelligent employees . Then institution must provide proper resources , authority , responsibility for these employers .
when considering Strong culture
All employers must think as one .It has to be a real organisation Trust, Values , Concepts have to be bind together to achieve a goal .The quality first concept has to be keeping mind.
When considering weak culture
The people who has same values , same beliefs , same determination separated in and organisation . These separated groups are called sub cultures created inside the culture these thinking process can be categorise as positive and negative . management has to take these sub cultures in one position and lead them to achieve the goal institution needed .
Quality leadership has to be achieved .
If the leadership lasting long with out be competitive with other organisations not satisfied the institution needs .They have adjust according to employer requirements.
To achieve organisational Goals workplace has to be invent several targets
The Anglo-Saxon etymological origin of the words lead, leader, and leadership is laed,
which stands for "path" or "road." The verb laeden means "to travel." Thus a leader is
one who shows fellow travelers the way by walking ahead. This metaphor of the leader as
helmsman is still very much on the mark. Unfortunately, the clarity of leadership's
etymology is rarely matched with clarity of meaning. Papers, books, and articles claiming
to delineate leadership proliferate, yet their conclusions can be confusing and even as conflicting. Indeed, one of the major scholars of leadership has observed that "there are
almost as many definitions of leadership as there are persons who have attempted to
define the concept" (Bass, 1990, p. 11). Stogdill (1974), in his Handbook of Leadership,
reviewed seventy-two definitions of proposed by leadership researchers between 1902 and
1967. Among the more popular are descriptions in terms of traits, behaviour, relationships,
and follower perceptions.
The proliferation of literature on leadership in recent years is amply reflected by the
increase in the number of articles as listed in the latest edition of the Handbook. While the
old Handbook referred to only three thousand studies, which the newest edition cites almost
eight thousand (Bass, 1990). Reading through this gargantuan tome is a sobering and
often bewildering experience. The naive reader quickly discovers that finding one's way
in the domain of leadership studies is like wandering through a forbidding wilderness that
offers few beacons or landmarks. Furthermore, as Mintzberg (1982) has suggested, the
popularity of leadership research is not always equalled by its relevance: "Even the titles
of the theories new no less than old reveal the nature of their content plodding and
detached. Since the beginning, there seems to have been a steady convergence on the
peripheral at best, and all too often on the trivial and the irrelevant" (p. 250).
Unfortunately, Mintzberg is right on target. Too many of these studies focuses on social phenomena other than their original subject of investigation. Rather than concentrating on
what key decision-makers at the strategic apex of their organisation are doing in the
context of their work environment, researchers all too frequently draw their major
3
conclusions from laboratory experiments, observations of leaderless groups, or the
activities of lower-level supervisors. If leadership is to be a viable area of study and that
study is to be of service to a constituency of executives its research focus needs to be
closely tied to observations of the behaviour and actions of individuals in leadership
positions. Bass(1985)., Mintzberg(1973)., Stodgill(1974).
References
Bass, B.M. (1985). Leadership and performance beyond expectations. New York: Free Press.
Mintzberg, H. (1973). The nature of managerial work. New York: Harper and Row.
Stogdill, R. (1974). Handbook of leadership: A survey of theory and research. New York: The Free Press.
