Developing Leadership and Management Skills

Developing Leadership and
Management Skills

Executive Summary
Developing leadership and management skills are the which are very important for any of
the organisation that can help to get and achieve all the business operations with effective
manner. In this, there is analysis and evaluation of leadership and management which are able to
understand the leadership skills and management skills for better outcomes. There is also
discussion about different key performance metrics of organisational sector which are there to
help understanding about the way which are performing right or not. There is also some of the
discussion about organisational leadership and management performance.

Table of Contents
Executive Summary.........................................................................................................................2
INTRODUCTION...........................................................................................................................4
Analysis and comparison of leadership and management......................................................4
Key performance metrics of organisational...........................................................................6
Organisational leadership and management performance......................................................7
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................11

INTRODUCTION
Leadership and management skills is the one which is used to perform series of task
which is there for an organisation. Management skill refers to the skill which are there able to
provide better understanding and to performance each and every operational in better manner in
relation to provide better and continue business operation. There are different skills which are
highly required by leaders and mangers in relation to get better and effective output for business.
In order to understand the management and leadership skills development there is chosen
organisation is Tesco which is a multinational grocery company and have large number of
customer base. In this report there is discussion about evaluation of leadership and management
within an organisation for its performance. There is discussion about comparison of leadership
and management, key performance matrices of organisation and the performance of leadership
and management performance (Smith, 2019).
Here chosen company is Tesco, which is a multinational groceries and general
merchandise having headquarter in Welwyn Garden City, England. Tesco was founded in year
1919 by Jack Cohen. This is one of the third largest company in this sector in relation to gross
revenue. This one is ninth largest company which are there in relation of revenue. This one have
much different shops within many country and due to this, there are different customer base
which are there for this company. Tesco is the one which like to provide different products at
same place with variety of range. This helps to attract large and variety of customer base which
are there able to provide better outcome and high benefit with high customer retention company.
This company is able to provide variety of products which are there able to provide better quality
of product with less price which leads to attract large customer base.
Analysis and comparison of leadership and management
It is difficult to analyse the leadership and management which are there able to provide
better understanding about the comparison and management that can have better understanding
in context to an organisation. In relation to this, there is need to understand the theory and
different model which can help to understand the difference in leadership and management.
In relation to this, there are different leadership and management models are there which are
going to be discussed further (Gordon, 2017).
Transformational and transactional leadership