Module Title Leading, MANAGING & DEVELOPING PEOPLE 2019-2020 SEMESTER ONE & SEMSTER TWO COHORTS

The different management and leadership theories are widely adapted by organizations throughout the world to accomplish their goals (Bush., Bell and Middlewood 2019). Leaders possess specific management skills that allow them to achieve goals and objectives. In order to adapt to the changing environment, organisations need to make flexible decisions. The application of certain leadership and management theories directly impacts the strategies, culture, and goals of an organization.

Name of Student:
Module Title
LEADING, MANAGING & DEVELOPING PEOPLE
2019-2020 SEMESTER ONE & SEMSTER TWO COHORTS
Word Count: 1200
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TABLE OF CONTENTS
Introduction..............................................................................................................................3
Leadership and Management..................................................................................................3
Leadership Models.................................................................................................................4
The Trait Theory................................................................................................................4
Behaviour ideals leadership models.......................................................................................4
Consultative........................................................................................................................5
Democratic.........................................................................................................................5
Autocratic...........................................................................................................................5
Transactional And Transformational Leadership Models......................................................5
Transactional leadership.........................................................................................................5
Transformational leadership...................................................................................................6
Effectiveness of leadership theories in healthcare organisations.........................................6
Case Study 1 – National Health Service................................................................................6
Case study 2 – Cadila Healthcare Limited.............................................................................7
Case Study 3- Nurses Effect On Leadership Style................................................................8
Summary............................................................................................................................9
Situational leadership.............................................................................................................9
Conclusion...............................................................................................................................10
References...............................................................................................................................11
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Introduction
The different management and leadership theories are widely adapted by organisation around
the globe to achieve their goals(Bush., Bell and Middlewood 2019). The leaders possess
specific management skills which enable them to achieve the goals and objectives. The
decision making of organisations needs to be flexible in changing contexts to meet the needs
of the environment. The application of certain leadership and management theories has a
direct impact on the strategies, culture and goals of the organisation.
In this essay, we will explore the different theories of management and leadership and their
effect on the business strategies in different social and political contacts. We will also explore
an in-depth analysis of the leadership policies followed by a healthcare organisation.
Leadership and Management
There are varied opinions among scholars about the concept of leadership and management.
Some experts say that they both are same but others say that management is a subset of
leadership.
According to Harsey and Blenchard management consists of leadership which plays a key
role in influencing the behaviour of others (Rothaermel 2016). Management is a subset of
leadership which organisations use to reach their goal. Hence, there is a reciprocal
relationship between leadership and management. An effective leader should demonstrate
good management skills.
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Leadership Models
A leadership model depicts certain theories which describe how something should take place.
Leadership models play a critical role in originations because they are today faced with
challenged and changes never seen (Dugan 2017). The big MNC firms adopt their own
leadership models to accomplish their goals.
The Trait Theory
The trait theory derives from the ‘great man’ theory. It identifies the key characteristics of a
successful leader who possesses the personality, self-confidence, achievements and abilities
to formulate visions for the organisation this approach plays a critical role for recruiting and
selecting the best individuals for leadership positions.
The impact on business organisation strategy
The application of this leadership model implies that the leader should have skills like co-
cooperativeness, dependability, confidence, persuasiveness, creativity, innovation, leadership
skills etc. to drive an organisation. PCW, for instance, needs a charismatic personality of the
leaders to motivate their employees in the managerial position. As per the trait theory, the
leaders need to have these skills to influence organisational performance with better
communication and persuading their employees.
Behaviour ideals leadership models
The behavioural ideals leadership model concentrates on the effective behaviour of a team
leader. In this leadership model it implies that the leader should practise certain ideal
behaviours either autocratic, democratic, or consultative.
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Consultative
In a consultative decision making management, the leadership policy states that the leader
shall take input from their participants and then make a decision. It is a leader-based decision
but participants of organisations have a chance to raise their voice and potentially influence
decisions.
Democratic
A democratic decision model requires the group to work with leaders in the decision making
management process which becomes a shared task. A voting system may be set up to have a
consensus based management decisions.
Autocratic
An autocratic decision making management system requires the leader to make the decisions
for the organisation. The leader lies solely responsible for the outcome of the organisation
ability to reach goals and objectives. In this leadership model, the management is the tea
leader ad attains authority.
Transactional And Transformational Leadership Models
Transactional and Transformational theories have gained popularity for Leadership in recent
times specially in healthcare sector( Gopee and Galloway 2017).
Transactional leadership
The Transactional leadership model is based upon an organisational hierarchy. It requires the
leaders are successful in maintaining harmony and equilibrium by fulfilling the roles as per
the policies and procedures to enhance employee performance. The leader shall set the
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organisational goals, and give directions. Rewards is commonly used to strengthen the
employee's performance for meeting established goal.
Transformational leadership
Transformational leadership is widely accepted in most organisations (Cho et al. 2019). The
leaders in this mode are required to set criteria’s for their workers in accordance with the
previous results. The emphasis lies in the management of the performance of the individuals.
Transactional leadership features positive reinforcement and inspiration. It also invited ideas
and suggestions to involve employees in decision making.
Effectiveness of leadership theories in healthcare organisations
Case Study 1 – National Health Service
To measure the effectiveness of the leadership theories in the National Health Service (NHS),
a case study was conducted among the NHS staff through a survey(Fisher et al. 2017). The
study was conducted in October 2003 among the market's workforce around the globe
through a survey method. Around 203,911 employees from 572 organisations were an active
part of the study. The NHS survey results showed that 200,000 staff were happy with their
jobs while some reported poor work-life lance and work stress. The fifth survey in October to
December 2007 reported their reactions. The results showed that 75% staff were satisfied
with job requirements, and only 23%, which is less than a quarter of staff strength reported
that the senior managers involved them in the decision- making process. Hence, it is clear
that the transformational style of leadership was applied where staff were least involved in
decision making. The employees were designated tasks and hardly had involvement in
managerial procedures. Hence, one can conclude that it is essential to improve
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communication between staff and senior management by adopting transformational
leadership and democratic approach.
Image Attribute: The figure shows declining trend of job satisfaction due to autocratic style
of leadership.
Case study 2 – Cadila Healthcare Limited
A recent study was conducted in the Multinational Pharmaceutical Company in India known
as Zeus Cadila healthcare limited(Prasad 2018.). It is s pharmaceutical firm which
manufactures cosmetic products and animal health products along with active pharmaceutical
ingredients like syrups, capsules etc.
It has managers for different departments like production, quality control, human resources,
and marketing. Each department has a leader. Results from a survey of employees showed
that their high ha high job satisfaction. It follows a combination of transactional and
transformational leadership styles.
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The team leaders of some departments designate tasks to employs but do not take into
account suggestions for management decisions. On the other hand, the marketing department
follows a transformational leadership model. It invites new ideas and suggestions from
employees to take the sakes of the company high. Hence, it can be concluded that a huge
organisation with various departments can be successful if a combination of leadership
models are successfully applied.
Image Attribute: The above image shows the satisfaction level of employees. 18% are
poorly satisfied, 36% are highly satisfied and 18% greatly satisfied.
Case Study 3- Nurses Effect On Leadership Style
Recent research in leadership review among nurses by Gilmartin and D’Aunno in 2007 noted
that the job satisfaction and retention of nurses were linked to the leadership style. Nurses
preferred their leaders for management to be participatory and facilitate. Hence a
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transformational leadership model with democratic leadership features was preferred to
promote high- quality performance. In general, most of the expert suggests that
transformational leadership is preferred and is the more positive form of leadership.
Summary
We can conclude here that a combination of transactional and transformational leadership
models plays a vital role in well-balanced management for a healthcare organization.
Moreover, it also implies that the trait theory of leadership is necessary for transactional
leadership model to ensure that the leaders have the required skills to set the ball rolling for
effective management. Moreover, transactional leadership replicates autocratic leadership
models to some extent, and the transformational model reflects the democratic style.
Situational leadership
Situational leadership model has a key role to play in the managerial process (Thompson and
Glasø 2018). Political and social contexts play a key role in influencing leadership roles.
The phenomena of leadership is universal across all cultures, but it has a large influence from
the social and political context (Meier 2016).
A study on the famous telecommunication brand Vodafone was done to analyze the
differences in leadership styles of English And Chinese managers keeping in mind the widely
different cultures and social context of both places. An interview and questionnaire were
adopted as research methods. Based on the analysis of collected data, the following
conclusions were drawn:
The Chinese managers do not endorse empowerments like English managers and follow an
autocratic leadership style, whereas English managers are more democratic in leadership
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style. It is largely influenced by the political context of the respected places. China being a
communist country, also follows an autocratic and transactional leadership policies.
Summary
It is important to emphasize that social and political contexts underpin the difference in
leadership styles. It is the combination of social and political factors along with an
organizational climate that determines the leadership models.
Conclusion
In conclusion, we can say that to be an effective manger, and for efficient management, good
leadership is important. Management and leadership skills complement each other. It is
essential to choose the appropriate leadership models in accordance with the social and
political contexts and needs of the organisation to realise organisational goals successfully.
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References
Bush, T., Bell, L. and Middlewood, D. eds., 2019. Principles of Educational Leadership &
Management. SAGE Publications Limited.
Cho, Y., Shin, M., Billing, T.K. and Bhagat, R.S., 2019. Transformational leadership,
transactional leadership, and affective organizational commitment: a closer look at their
relationships in two distinct national contexts. Asian Business & Management, 18(3), pp.187-
210.
Dugan, J.P., 2017. Leadership theory: Cultivating critical perspectives. John Wiley & Sons.
Fisher, C., Harris, L., Kirk, S., Leopold, J. and Leverment, Y., 2017. Job satisfaction and the
modernisation project: a longitudinal study of two NHS acute trusts. In Health Care Policy,
Performance and Finance (pp. 252-269). Routledge.
Gopee, N. and Galloway, J., 2017. Leadership and management in healthcare. Sage.
Meier, D., 2016. Situational Leadership Theory as a Foundation for a Blended Learning
Framework. Journal of Education and Practice, 7(10), pp.25-30.
Prasad, A., 2018. A Study on Impact of Job Stress on Performance of Sales Employees of
Indian Pharmaceutical Industry of Selected Cities of Uttar Pradesh.
Rothaermel, F.T., 2016. Strategic management: concepts (Vol. 2). McGraw-Hill Education.
Thompson, G. and Glasø, L., 2018. Situational leadership theory: a test from a leader-
follower congruence approach. Leadership & Organization Development Journal.
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