In the context of the Leadership Management and Organisation Theory (LMOT), the present paper is a critical literature review of organisation, leadership and management literature. The evaluation requires to identify, explore and interpret those aspects of organisation, leadership and management theory that cast light on organisational dilemmas, complexities and nuances which are appropriate to my research objectives and identify gaps in the literature to which my research programme will contribute. It is necessary to make informed judgements that involve a synthesis of relevant fields of leadership, management and organisation theory that are relevant to my proposed area of research.
Furthermore, it is required to demonstrate ongoing development of the appropriate standard of written presentation necessary to be able to demonstrate original thought and to present critical and sustainable arguments to peers in professional and academic domains. Since the topic has a strong relationship to my research topic it was for logical reason obvious to include also literature review on organizational success factors which relates strongly to start-ups and agile management since the founder has a central role to conduct and implement agile management into the organization.
At a glance
- Compares modernist, neo-modernist and post-modern approaches to organization theory
- Examines integration, differentiation and fragmentation perspectives on organizational culture
- 99 sources in the bibliography
Table of Contents
1. INTRODUCTION
2. LEADERSHIP AND MANAGEMENT THEORY
3. ORGANIZATIONAL THEORY
4. ORGANIZATIONAL CULTURE
5. ORGANIZATIONAL SUCCESS FACTORS
6. REFLECTIONS
Objectives and Topics
This critical literature review explores how leadership, management and organizational theories illuminate organizational dilemmas and inform the author's proposed research on agile management in German start-ups. It aims to synthesize relevant perspectives and identify areas for further research, with particular attention to founders and organizational success factors.
- Relationships between leadership and management
- Leadership styles and situational approaches
- Modernist, neo-modernist and post-modern organizational theory
- Organizational culture, language and power
- Entrepreneurship, business planning and success factors
- Agile management and the founder's role
Excerpt from the Book
LEADERSHIP AND MANAGEMENT THEORY
Leadership refers to the inter‐personal aspects of management since they are subjective and relational aspects of organization and the should be ‘sense‐making’ such as influencing and directing the way in which employees see and relate to the organization (and each other), influencing how people think, perceive, feel and behave, envisioning, inspiring, energising, motivating as well as creating meaning, identity and direction for behaviour (cf. Andriopoulos & Dawson, 2014).
In accordance to Daft leadership involves influence, intention, personal responsibility and integrity, change, shared purpose and followers of the leader (cf. Daft R. L., 2011). Further Daft and Lane stated that an influence relationship among leaders and followers who intend real change and outcomes that reflect their shared purposes (cf. Daft & Lane, 2011). On the other hand Stogdill claimed decades ago that leadership may be considered as the process (act) of influencing the activities of an organized group in its efforts toward goal setting and goal achievement (cf. Stogdill, 1950).
If we ask about an idealised Leadership we can define that leaders have power over their followers, leaders understand what motivates people because they are aware of their followers needs, ambitions and motivations, leaders are able to envision the future of their respective industries and inspire the rest of the organization to follow their vision in order to achieve common goals as well as a specific style. Not all leaders share the same style; some are more directive; others are more participative in their decision making. Some place an emphasis on performance, others focus on motivating followers and creating cult like environments (cf. Andriopoulos & Dawson, 2014).
In this context we can differentiate between supervision, management and leadership. Supervision is a behaviour on the part of a person in a position of authority concerned with monitoring, guiding and providing corrective feedback and support for subordinates and followers in their day‐to‐day activities. Management is a rational and analytic behaviour of a person in a position of formal authority directed towards the organisation, coordination and implementation of organisational strategies, tactics and policies. And leadership is a behaviour on the part of an individual which appeals to values, motives and self‐perceptions of followers which can result in followers displaying high motivation (cf. Northouse P. G., 2011).
Chapter Summaries
INTRODUCTION: The author sets out the purpose of the critical literature review and connects it to a proposed research programme on agile management and start-ups.
LEADERSHIP AND MANAGEMENT THEORY: This chapter distinguishes leadership from management and discusses trait, style, situational, contingency and other leadership approaches.
ORGANIZATIONAL THEORY: The chapter considers organizations as social structures and compares theoretical perspectives and their underlying assumptions.
ORGANIZATIONAL CULTURE: The author examines culture through integration, differentiation and fragmentation, alongside questions of leadership, language, power and cultural change.
ORGANIZATIONAL SUCCESS FACTORS: This chapter discusses entrepreneurial skills, business planning, finance, customer relationships, agile practices and intellectual property.
REFLECTIONS: The author reflects on the scope and limitations of the literature and its relevance to agile management in German start-ups.
Keywords
leadership, management, organizational theory, organizational culture, leadership styles, situational leadership, organizational success factors, entrepreneurship, start-ups, agile management, business planning, founders, organizational change
Frequently Asked Questions
What is this work about?
It reviews literature on leadership, management and organization theory in relation to organizational challenges and the author's proposed research on agile management.
What are the main topics?
The work covers leadership theories, organizational perspectives, culture and factors associated with entrepreneurial success.
What is the primary objective?
The objective is to synthesize relevant theories, interpret organizational dilemmas and identify gaps that could inform further research on agile management in German start-ups.
What research method does the author use?
The author uses a critical literature review, drawing together and discussing published theories and other sources.
What does the main discussion cover?
It moves from leadership and management theories to organization theory, organizational culture and business success factors.
Which keywords characterize the work?
Key terms include leadership, organizational theory, organizational culture, entrepreneurship, start-ups and agile management.
Which perspectives on organizational culture are discussed?
The work considers integration, differentiation and fragmentation, as well as the roles of language, symbols and power.
How does the work connect founders with agile management?
It places the founder's leadership role alongside organizational flexibility and discusses Scrum as an example of an agile approach.
- Quote paper
- Patrick Lukasiak (Author), 2020, Leadership, Management, and Organisational Theories. A Critical Literature Review, Munich, GRIN Verlag, https://www.grin.com/document/933684
