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Leaders play a critical part
in accomplishing organisational performance, this can either be ascribed in a
positive or negative way, Leadership is characterised as “lifting a person’s vision to high sights, the raising of a person’s
performance to a higher standard, the building of a personality beyond its
normal limitations” (Drucker, 2005). Leadership involves the process of
motivating subordinates with the goal for them to work towards an objective. It
is vital that leaders possess the correct combination of skills that empower
the people surrounding them to take after their course. Organisational
performance is the way in which employees guarantee that the greater part of
their organisations assets are being utilised accurately in the advancement of
accompanying business goals. Previous research studies suggest that the part
that leadership plays in increasing organisational performance is varied.
However, different examinations propose that leadership has real significance
for an association to accomplish high quality organisational performance (Katz
and Khan 1978, Peterson, Smith, Martorana and Owens 2003). Nevertheless,
comparative studies (Pfeffer 1977) suggest
that leadership isn’t important in achieving organisational performance. The
motivation behind this essay is to clarify the connection amongst leadership
and organisational performance.

 A few distinctive leadership styles exist
within a business, each of them have diverse preferences and drawbacks yet,
they all influence organisational performance. Leadership styles can likewise
influence communication and efficiency levels within a business which can
debilitate the working relationships between the managers and their employees –
this could then adversely affect the business itself and, it will also affect
the overall quality of organisational performance in the long haul. This will
diminish the proficiency of the business prompting a reduction in benefit and
income. There are a wide range of leadership styles which include autocratic
(authoritarian), paternalistic, democratic (participative) and laissez-faire.

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An autocratic leadership style
is where leaders settle on decisions in light of their own thoughts/decisions
and they rarely give their employees the opportunity to give their input.
Authoritarian leadership is generally utilised where the nature of work is
encompassed by rapid decision making. The autocratic approach is mainly
valuable when it comes too unpractised or unmotivated workers as these individuals
may need to be given requests until they can carry out the job role themselves
– considering that those representatives who are substantially more innovative
and are capable of working despise this leadership style (Lewin, 1939). Autocratic
leadership affects

 In addition to this, democratic leadership is
where leaders support criticism and gain input from their colleagues, however,
the duty of settling on a ultimate choice rests with the participative leader.
This kind of authority boots employee morale due to the fact that the employees
are able to make contributions to the decision-making process. When an
organisation needs to make improvements within the association, this style of
leadership enables representatives to acknowledge changes effectively as they
play a role in the process. Democratic leadership is claimed “to be one of the
earliest form of leadership in comparison to all of the other leadership
styles” (Akpala, 2010).

“A leader is one who sees more
than others see, who sees farther than others see, and who sees before others
see” (Leroy Eimes). Paternalistic leadership is where the leader behaves as a
parent or a father figure towards their employees, the leader is mainly
responsible of taking care of their workers needs. This leadership style is by
and large used to acculturate and admonish the working environment. It has been
said that paternalistic leadership assumes a vital part in organisational
performance. It is exceptionally fundamental that the employees feel motivated
at their workplace, this is because satisfied employees can prompt expanded
efficiency and enable an association to accomplish more elevated amounts of
yield. In addition to this, paternalistic leadership could affect organisational
performance because if the employees feel as though their boss cares about their
needs and preferences, then they will feel valued and their levels of motivation
will increase, causing them to work harder and put additional time and effort into
their job roles.

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