Author: Dipak BASTOLA

Publisher:

Published: 2021-07-31

Total Pages: 364

ISBN-13:

In this book, the role of organizational leadership in achieving a high level of performance is somehow debated and thus there is a crucial need for researching the area of leadership and organizational performance. In response to this debate, I have conducted this study that establishes the relationship of leadership effects on their organization in the context of Nepali aviation industries. As such, the role of leadership in organizational success or failure cannot be neglected when we talk about aviation organization like any other general organization. Therefore, this research has identified the link between leadership and organizational performance in the Nepali airlines industry. A study of six different airlines has been performed using a case study method, in which a full range of leadership development theories and themes, as well as, organizational performance measurement themes to measure organizational performance have been used. Three failure airlines and three successful airlines were chosen for the study. The scope of the research is limited to the airline as a unit of analysis. In this unit of analysis, further leadership and organization are considered as two sub-units of analysis. In the leadership sub-unit, mainly leadership traits and determinants, leadership perspectives, leadership styles and types of leadership have been studied, whereas in the organization sub-unit of analysis, human resources, technology, structure, safety culture, strategy, environments, the role of government, unhealthy competition, political instability and its effects, have thoroughly been studied. The results indicate that leadership and organizational performance of Nepali aviation industries are two sides of a coin and without effective leadership, better organizational performance is not possible. Besides other factors like culture, environment, technology and financial constrain, most of the cases revealed that the role of government leadership while formulating the policies and aviation leadership that fails in coopetition with governmental bodies are the two main factors for aviation organizational success or failure in Nepal. Successful airlines' leaders are visionary and transformational; whereas leaders from the failure airlines are autocratic, transactional and laissez-faire type. The study then identified that transformational leadership styles contribute to good performance, thereby paving way for better performance in the airline industries. In summary, three major factors of success or failures of Nepali airline industries are lack of leadership for a coopetition strategy with the government while formulating the aviation policies, external environment, and aviation safety. Three conditions of leadership and organizational factors include a) leadership factors that are in dominating role than organizational factors for the organizational performance; b) organizational factors that are in dominating role for the organizational performance, and c) both leadership and organizational factors that are equally responsible for the organizational performance. The conclusion is that ideal condition for the greater performance of the organization is only possible if there is a balance between leadership as well as organizational factors. Thus, this book not only revealed vital information of success or failure of airlines, it modified the existing Porter's theory, developed a few new leadership as well as organizational constructs, tested some theory of success and failures and finally developed a new success model for the airlines based on research findings.