Critically analysehow

•As per the observation of Northouse (2015), It is well understood that empowered employees would contribute more and better to their organizational outcomes.

•Thefollowers whowork with leaders exhibiting high moral standards and expectations, integrity, and optimism feel more comfortable and empowered to do the activities required for successful task accomplishment.

•Brown and Ryan(2015), argued that empowered employees will see themselves as more capable and will influence their job and organizations in a more meaningful way. That is because employees who feel more empowered are more likely to reciprocate by being more committed to their organization.

•Theempowered employees have higher levels of concentration, initiative, and resilience, whichinturn enhanced their level of organizational commitment. Employees deriving a greater sense of meaning from their work would have higher levels of commitment to their organization and energy to perform.

•As per the observation of Fast, Burrisand Bartel (2014), practice of empowering or instilling a senseof power is at the root of organizational effectiveness, especially during times of transition and transformation. In addition, studies of power and control within organizations indicate that the moreproductive formsof organizational power increased with superiors' sharing of power and responsibility with subordinates.

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Organisationsand managers are increasingly aware that they face a future of rapid and complex change. This wave of future

• oriented uncertainty, coupledwithindividual demands for increasedparticipation at all levels of theorganisation, has dramatically changed perceptions of leadership, specifically with regard totherespectiveroles played by theleader and the follower.

• In an attempt to understandleadership effectiveness, researchers havestudied two main lines of theory.

Transformational leadership, whichhasemerged as a dominantapproach, is contrastedin many studies totransactionalleadership.

• Both transformational and transactionalleaders are active leaders who actively intervene to solve and prevent problems from occurring asstated by (Van van Wart and Dicke, 2016).

• Leadership theory suggests a positive relation between transformational/transactional leadership and other constructs such as organisational commitment, job involvement, job satisfactionand organisational citizenshipbehaviour.

• �� Althoughonewouldexpect that thesubordinatesof transformationalleaders are moresatisfied with their jobsand more committed totheir organisations, witha few exceptions,there is little evidence to support these linkages.

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• Several studies indicate that transformational leadership, when compared to transactional and laissez faire leadership,

• resultsinhigher levelsof satisfaction, commitment, organisational citizenship behaviour, cohesion, motivation, performance, satisfaction with theleader andleader effectiveness.

• Although theattitudes of job satisfaction, job involvement and organisational commitment representdistinct concepts and hasindicated that the these work-related variables are likely consequences of each other.

• Asa positive emotionalstate reflecting an affective response to the job situation (job satisfaction), and a cognitive belief state reflecting one’s psychological identification with the organisation(job involvement), researchershave indicated that thesetwo attitudes to a specific job are different from oneanother and from organisational commitment which focuses on theindividual’s identification with theorganisationas a whole.

OrganisationalCitizenshipBehaviour

• Organisational citizenshipbehaviour isa type of discretionaryjob performance in which employees go beyond prescribed job requirements (in-role behaviours) that are notexplicitly recognised by theformal reward system, and engage in helping behaviours aimed at individualsand theorganisationas a whole (Chemers, 2014).

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Todescribe organisational citizenship behaviour, (Northouse, 2015)identified the folowing five dimensions: 

Altruism, which refers to helping behaviours aimed at specific individuals; 

Conscientiousness, which refers to helping behaviours aimed at the organisation as a whole; 

Sportsmanship, which refers to the wilingness on the part of the employee to tolerate less than ideal circumstances without complaining; 

Courtesy,which refers to actions aimed at the prevention of future problems; and  Civic virtue, which refers to a behaviour of concern for the life of the organisation.  Research showsthat employeebehaviour (organisational citizenship behaviour)is positively related to afective commitment (as opposed to continuouscommitment), employee involvementin work organisational issues, perceived organisational support, high quality of leadermemberexchange, overall evaluations of performance efectiveness, quantity of output, turnover and satisfaction.

 Leaders also need to accommodate their leadership style to lead a culture with directors, executives, and managers who have needs and values different from their own, to optimise value for shareholders and stakeholders(Brown and Ryan, 2015 ).

We call on leadersto create more shareholder and stakeholder value by determining sustainable visions for their organisationsand by translating those visions, goals, and strategies into the operative valuesof their employees. By understandingthe invisible forcesof values, leaders can implementvalue creation strategies further and faster throughouttheir organisations, harnessing and unleashing the strongestforce in business today: the motivational driving force within each and every employee.