Leadership plays a critical role in leading to the success of organizations. It serves as the process or an art of influencing individuals to undertake assigned duties efficiently, willingly, and competently. Managers lacking leadership qualities are ineffective. The leadership that managers exercise facilitate in converting potential into reality. In the event of good leadership, the entire organization feels it. Good leadership makes it possible to develop organizational culture rather than force it. Furthermore, good leadership ensures that communication remains open and effective. Each person understands the organizational goals and vision, while every individual can input on how to improve an organization. Many individuals usually feel they play a significant role inside an organization thereby leading them to employ their best efforts to make sure that their organization succeeds (Wang & Hsieh, 2013) . Leadership within an organization targets dealing with three key challenges. Firstly, leadership focuses on offering a shared vision regarding the direction the organization is headed and its purpose. Secondly, leadership targets setting objectives, which entail transforming directional course and strategic vision into specific outcomes for every area that leaders perceive as vital for success. Thirdly, leadership emphasizes on offering strategic direction to facilitate in the generation and development of approaches that would guide ways of realizing the objectives. Strategic direction makes it possible to identify a systematic intervention, which has the ability of allowing an organization to realize increased advantages, since it is not possible for an organization to emphasize on all things simultaneously (Crossan, Mazutis, Seijts, & Gandz, 2013) . Therefore, the paper explains the leadership necessary for accomplishing business goals to maximize organizational performance.
Business Goals
The successes that a business realizes are utilized on goals as well as objectives because they elucidate organizational purpose and assist in identifying the ideal actions. Goals are indicative of the statements that revolve around the achievements that an organization anticipates to achieve (Crossan, Mazutis, Seijts, & Gandz, 2013) . Goals can target various areas including growth, profitability, and customer service among others. For this paper, the goals to be realized comprise of increased rates of retention, improved efficiency, and rise in profitability. On retention, the business is realizing challenges with workforce turnover, while the optimal goal in this case is to boost retention. To ensure that the goal is specific, the organization will ensure to assess the present rate of turnover and consider doubling the figure in a period of six months. The objectives for realizing the goal would be deploying a training program that would offer details concerning the activities that newly hired employees should undertake during the initial 60 days. Bi-weekly meetings will also be held with the workforce to facilitate in establishing rapport and identifying their way of thinking.
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Additionally, the business will target realizing the efficiency goal to facilitate in boosting productivity in the organization. To boost efficiency, the organization will consider setting goals that will improve shipping times from four days to two days. The objectives that will assist in realizing the goal will comprise of looking for new shippers or boosting times for production to ensure that sufficient units are produced by the time of delivery. The last business goal revolves around profitability. The business will emphasize on making its operations more profitable, mostly by raising revenue and reducing spending. In reaching the goal, the objectives that will be considered will comprise of raising yearly rates by 15 percent through looking for new operating facilities, which will reduce rent by $300 monthly and reducing the monthly utility bills by 10 percent.
Effective Leadership Behaviors, Skills, and Attitudes
Great leaders are committed to providing more than organizational strategy and knowledge. They understand ways of establishing trust and empowering their workforce. Their behaviors, skills, and attitudes serve as what sets them aside as well as in a superior league in the leadership environment. In accomplishing the set organizational goals, a leader will need to portray the following behaviors, skills, and attitudes (Crossan, Mazutis, Seijts, & Gandz, 2013) . Firstly, a leader should communicate positively. This serves as among the key workplace influencers. A leader’s influence carries tremendous weight. Choosing to encourage and congratulate or to criticize and order sets the leadership tone. Secondly, leaders need to show gratitude. When leaders take their time to appreciate hard work, the staff becomes stronger. By contrast, leaders ordering their workforce around leads to reduced appreciation. Thirdly, a leader needs the ability of uniting the team. Whereas it serves as a good attribute in being vulnerable and allowing team members understand that a leader is a person, a leader should also ensure to identify the vulnerabilities in other people and unite them. When dissent or gossip occurs, a strong leader should let each individual understand that the organization foes not support petty conflict or gossip. A positive workplace serves as where all individuals feel respected and valued (Wang & Hsieh, 2013) .
Fourthly, leaders should have the ability of empowering and developing others. They should be quick to share their skills and knowledge while at the same time ensuring their engage in activities that empower others. They should ensure to grow the professional and leadership skills of their team members. Fifthly, a leader should know how to take responsibility. A good leader should be able to step up and accept responsibility always. Leaders who refrain from taking responsibility lead to poor outcomes in their organizations and among their staff. Lastly, a leader should show empathy. Successful leaders possess significantly high levels of emotional intelligence they understand where other individuals come from irrespective of whether they agree with them or not. Portraying empathy contributes to a positive culture in the workplace and increased satisfaction in the workplace (Wang & Hsieh, 2013) .
Analysis of Leadership Theories
Individuals have the ability of leading others while deploying distinct approaches. Distinct leadership personality types exist, although two individuals in a similar category might have differing motivations for wishing to lead others. This is the reason as to where vital classification of leadership emerges, especially between charismatic and transformational leadership styles, which the paper will apply to determine the one appropriate for realizing the set goals. For charismatic leaders, they utilize their charming personalities to allow them establish loyalty as well as devotion among team members. Transformational leaders are reliant on collection vision to allow them establish trust and attain a goal. The two approaches have identifiable nuances whereas certain leaders might consider combining the elements of the two. By observing leaders in diverse organizations, it becomes possible to notice the manner in which they inspire others (Crossan, Mazutis, Seijts, & Gandz, 2013) . As such, individuals are capable of identifying the qualities that characterize charismatic leaders and the ones that transformational leaders portray.
When it comes to charismatic leadership, it is possible to come across individuals who appear interesting while they lack significant substance past what they say. Even after disagreeing with such individuals entirely, it is probable to notice obvious charismatic charm, such as when other individuals appear to purchase the ideas that the individual presents. A person showing these forms of charismatic skills always appears trustworthy, honest, passionate concerning an idea, and friendly. However, this form of leadership has a major downside. The ideas that these kinds of leaders “sell’ are entirely up to them whereas the followers do not have a say in this form of an arrangement. The ideas might be bad, good, revolutionary, unprecedented, exciting, dangerous, or lying in-between. In this case, it is the duty of the followers to ensure that they set aside all appeal of the personality of the person and interpret their real goals (Zehir, Müceldili, Altindağ, Şehitoğlu, & Zehir, 2014) .
For the charismatic leaders, it seems that they embark on manipulative schemes while they take part in them to realize personal benefits. However, whereas some might act in this manner, others do not. Charismatic leaders are capable of instituting positive change effectively if they entirely believe in what they say and utilize the charismatic tools they possess to ensure things become better (Vlachos, Panagopoulos, & Rapp, 2013) . In the event of appropriate circumstances, followers can select their ideal charismatic leaders based on merits and ideas that rhyme with theirs. This serves as the major reason as to why politicians portray distinct personalities. They utilize their public image to allow them relate to certain kinds of individuals. When it comes to the workplace setting, however, the subordinates do not select their leaders (Zehir, Müceldili, Altindağ, Şehitoğlu, & Zehir, 2014) . In this case, utilizing the charismatic leadership only to lead would not serve as an effective means of leading a team.
In leadership, nevertheless, it is vital to note that not all individuals have charisma. Certain individuals have significant understanding of the industries in which they operate, although they do not have a sense of charm that would lead other individuals to like them instantly. For these forms of individuals, transformational leadership serves as the most effective means of influencing team. By deploying this form of leadership, leaders are able to identity a shared vision, which a team can identify with and derive excitement. Ideas take superiority as opposed to leaders themselves (Braun, Peus, Weisweiler, & Frey, 2013) . Development of transformational leadership takes time to understand, although the results deserve the effort. When it comes to transformational leadership, a transparency sense prevails between leaders and their subordinates. The leader does not serve as the only party that does the talking. The opinions and thoughts of the other team members contribute significantly to the overall group’s direction (Braun, Peus, Weisweiler, & Frey, 2013) .
Transformational leaders need to ensure they listen to their subordinates if they wish their reputation to remain reliable and trustworthy. This is an indication that the leaders should ensure they understand the aspiration and strengths of their followers, and utilize them as a means of realizing broader organizational goals. Exercising transformational leadership is not an easy task. Effective transformational leaders usually work to ensure that they inspire social or individual change (Braun, Peus, Weisweiler, & Frey, 2013) . They do not lose sight concerning the role they play in the process. The approach mostly revolves around substance as opposed to style. Therefore, transformational leaders embark on diverse efforts to ensure they avail the facts as well as reasoning behind any decision when possible. In this case, it appears that transformational leadership would be more applicable to an organizational setting (Choudhary, Akhtar, & Zaheer, 2013) . This is mostly because of the manner in which it encourages the input of other individuals to organizational decision making.
Recommendation
For both charismatic and transformational leadership styles, it is evident that they serve distinct purposes. Individuals having charisma have the ability of capturing the attention of individuals without deploying significant efforts, hence playing a significant role in terms of establishing unity in a team. In the absence of transformational leadership skills, however, leaders might end up leading their followers to the wrong direction. Charismatic leadership also fails to welcome the input of the followers in the decision making process. As such, it would not meet the goals of the organization. By contrast, transformational leadership might play a critical role in terms of realizing the set business goals, which include rates of retention, improved efficiency, and rise in profitability. The reason for this is that the approach creates an avenue whereby leaders and subordinates can work together to realize optimal solutions to any challenges that an organization encounters. The decision making process is also shared in that all individuals including leaders and employees can give their opinions on how to address certain issues facing an organization. Therefore, the approach can play a critical role in leading to the realization of the business goals effectively.
References
Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24 (1), 270-283.
Choudhary, A. I., Akhtar, S. A., & Zaheer, A. (2013). Impact of transformational and servant leadership on organizational performance: A comparative analysis. Journal of Business Ethics, 116 (2), 433-440.
Crossan, M., Mazutis, D., Seijts, G., & Gandz, J. (2013). Developing leadership character in business programs. Academy of Management Learning & Education, 12 (2), 285-305.
Vlachos, P. A., Panagopoulos, N. G., & Rapp, A. A. (2013). Feeling good by doing good: Employee CSR-induced attributions, job satisfaction, and the role of charismatic leadership. Journal of Business Ethics, 118 (3), 577-588.
Wang, D. S., & Hsieh, C. C. (2013). The effect of authentic leadership on employee trust and employee engagement. Social Behavior and Personality: An International Journal, 41 (4), 613-624.
Zehir, C., Müceldili, B., Altindağ, E., Şehitoğlu, Y., & Zehir, S. (2014). Charismatic leadership and organizational citizenship behavior: The mediating role of ethical climate. Social Behavior and Personality: An International Journal, 42 (8), 1365-1375.
