Leadership and Management

This document explores the concepts of leadership and management, including the traits, skills, styles, and theories associated with each. It discusses the development of good leadership and examines various theories that justify different leadership styles. Additionally, it highlights the distinctions between leadership and management with examples. Overall, this document provides a comprehensive overview of leadership and management in an organizational context.

Leadership and
Management

Table of Contents
What is involved in being a successful leader?...............................................................................1
Individual....................................................................................................................................1
Contextual...................................................................................................................................2
Relational....................................................................................................................................3
Can good leadership be developed, and if so, how?........................................................................3
Development of good leadership................................................................................................3
Theories for justification.............................................................................................................4
What distinguishes leadership from management?..........................................................................6
Management................................................................................................................................6
Leadership...................................................................................................................................6
Difference between leadership and management with examples................................................6
What have you personally learnt about leadership from your own experiences, on this course and
elsewhere?........................................................................................................................................9
References:.....................................................................................................................................12

What is involved in being a successful leader?
Individual
Traits
Big Five Personality
There are five major personality traits which is suitable in gaining leadership skills are
openness, conscientiousness, extraversion, agreeableness and neuroticism. These traits defines
that the leaders must be open to their team mates in terms of understanding their problems and
making them understand their own, they must monitor the work which is assigned to their team
mates, they must be extrovert to the people they are handling, they must persist the moral values
so that they can handle emotions of their team mates and they must be practical as well so that
they can realise the mind of the people.
Stogdill’s Traits
There are various traits which are given by the Stogdill which states that leaders must
attain these skills in order to get proper leadership qualities such as adaptable to situations, alert
to social environment, ambitious and achievement-orientated, assertive, cooperative, decisive,
dependable, dominant, energetic, persistent, self-confident, tolerant of stress, willing to assume
responsibility, clever, conceptually skilled, creative, diplomatic and tactful, fluent in speaking,
knowledgeable about group task, organised, persuasive and socially skilled (Adler and Laasch,
2020).
Great Man Theory
This theory based on the concept that leaders are born but not made. Because some of the
qualities in a person are in built which directly depicts the leadership skills like personality of a
person. The theory is not fully wrong and not fully right because it is somewhere true that
leadership in built qualities exist but it is also true that qualities attained by rehearsing or
practising the skills can also show that leadership qualities can also be attained like
communication skills.
Skills
Katz’s Three Skills Model
Top management: Technical skills are considered less important, human skills and
conceptual skills are considered more important. Middle management: Technical skills, human
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skills and conceptual skills are considered equally important. Supervisory management:
Technical skills and human skills are considered more important and conceptual skills are
considered as less important (Burnes, Hughes and By, 2018). This grid is important to study in
order to know the nature of various levels of management and their leadership concepts
according to the importance.
Skills-Based Model
Individual attributes: These are the attributes which states that how can the individuality
of a person can be managed and what skills are required to control them such as general
cognitive ability, crystallized cognitive ability, motivation and personality. Competencies: These
skills depends on the competitive nature of the leader such as problem solving skills, social
judgement skills and knowledge. Leadership outcomes: These are the attributes which are based
on the effective problem solving and performance skills.
Styles
Lewin’s leadership styles
Autocratic style of leadership states that all the powers and the decision making role and
function are in the hands of leader which means they will control all the activities and teammates
just need to follow them as instructed. Democratic style of leadership states that some powers are
in the hands of leaders and some they have given to their teammates for better operations in an
organization. Laissez-Faire style of leadership states that teammates are only responsible for all
the decision making and leaders just need to provide them the resources for performing the tasks
(Bush, Bell and Middlewood, 2019).
Contextual
Situational Approach
There are four forms in situation approach which states that how the leader must adopt
different styles as per the situations in a company and how it can benefit the team mates and an
organization such as delegating which means low support and directive, coaching which means
high directive and support, supporting which means high support and low directive and directing
which means high directive and low support. It is important to analyse such style of leadership.
Path Goal Theory
This theory is divided into three parts and the what skills leaders must pertain in handling
it's team such as leaders behaviours which must be directive, supportive, participative and
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achievement-orientated, environmental characteristics which must be task structure and work
group and subordinates personal characteristics which must have perceived ability and locus of
control. This theory gives the path to the leader that according to a person's behaviour how they
can react and what qualities they can pertain in themselves (Deters, 2017).
Relational
Servant leadership
This theory states that if leader behaves calmly and politely to each and every employee
in the company then employees can feel comfortable talking to them and this also requires skills
to apply servant leadership style such as listening, empathy, healing, awareness, persuasion,
conceptualization, foresight, stewardship, commitment to the growth of people and building
community. These qualities of a leader can support employees in gaining the satisfaction with
their job and professionally and personally.
Transformational leadership
This theory states that leader have to inspire employees and encourage them to adopt the
transformation happening in the company that means focusing on change management with the
team mates so that they would be able to know about the change and accordingly they can adapt
such transformations in an organization, this requires leadership skills such as individual
monitoring, encourage creativity, inspirational motivation and influence the leading (Dopson,
Ferlie, McGivern and Behrens, 2019).
Leader Member Exchange Theory
The objective of LMX theory is to state the effects of leadership on organizations,
members and teams. As per this theory, leaders develops strong holdings, emotive and respect
dependent relationships with it's teammates. This theory only focuses on the particular team and
not on every other team in an organization.
Can good leadership be developed, and if so, how?
Development of good leadership
Yes, good leadership can be developed. It can be developed if a leader knows that what
skills and traits they need to attain to manage people. If they knows that what leadership style or
theories they must apply in a given situation. If they knows that how they can apply and the best
method they can use to handle people by motivating, guiding and communicating with them so
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that they can work satisfyingly. All such evaluation is necessary for every leader to be a good
leader and can mange it's team effectively, as it benefits both the company as employees as well
(Earley and Greany, 2017).
Theories for justification
Behavioural theory
This theory states that leader must maintain the behaviour of themselves towards
employees and organization as well. Behaviour is not a trait which comes within a person
naturally or in built or by born but it is a trait that it must learnt and practise that a leader should
behave while managing it's team so that they can work properly in an efficiency. Behaviour
includes various values, attitudes, talking behaviour, way of communicating and many.
Therefore, to adopt such kind to leadership theory then it is necessary to behave in an appropriate
manner.
Contingency theory
This theory states that leadership style that a leader has adopted to face the situation must
not be consistent throughout their professional career or in an organization. Reason behind in
maintaining such inconsistency in leadership style is that organization face different situations
every time so to face various situations it is important to adopt different style every time as per
the circumstances requirements. Because every situation needs different solutions and it can go
come in maintaining one style throughout. Therefore, leadership style must be changed
according to the situation faced by an an organization (Golensky and Hager, 2020).
Participative theory
It is similar to the democratic style of leadership, this theory states that every member in
a team is allowed to participate in decision making activity so that every one can put on their
views and can be satisfied with the work or task they are performing. Team mates are
encouraged and inspired to participate with the leader in every form of control and power
required to manage the team. Only the difference I that the leader provides the resources for
accomplishing the task and guides the members in decision making process and lead them that
what can be right or wrong accordingly.
Power theory
This theory states that every leader has some power, control and influencing ability to
manage it's team but that power is of no use if leader don't know how to utilise such powers.
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There are five forms of powers which are associated with this theory such as coercive power,
reward power, legitimate power, referent power and expert power. These are the powers that is
needed to be analysed and studied deeply by the leader so that they can apply to their team mates
in a positive manner (Harris and Jones, 2017).
Relationship theory
This theory states that the relationship between the leader and it's team mates, employers
and employees, organization and leaders and many more relationship is necessary to maintain so
that it can bring harmony to the company. If they find any disputes regarding anything then there
is not means of working together until and unless all the departments and teams are coordinated
with each other, motivating each other, supporting each other and many more things that builds
up the relationship strong in the company. Therefore, relationship maintenance is an essential
task to follow by everyone.
Coaching theory
This theory states that leader leads and teaches it's team mates that how they can engage
with other people and how they can start communicating with other people so that social
relationship can be maintained in an organization. This results in satisfaction among employees
if they engage more and more people. Therefore, leaders basically are responsible to encourage
and motivate other people for proper engagement with each other for better formal and informal
communication so that operations could be managed in the company effectively (Kok and
McDonald, 2017).
Bureaucratic theory
This theory states that leader develops or builds up some rules, regulations and norms in
an organization, team mates needs to follow them strictly to maintain the discipline in an
organization. This theory does neither focuses on autocratic leadership and nor on democratic
leadership. It focuses on both at the same time by giving the allowance to the employees for
decision making as well as making strict rules and regulations. This helps the leader in making
their employees work in an effective and satisfying manner in the company while maintaining
decorum and an appropriate work culture in an organization.
Visionary theory
This theory states that the leader must motivate to it's teammates towards their goals and
objectives, the reason behind they have formed a team. Leader must aware the employees that
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exactly what is the vision of performing the task so that employees can work on it
enthusiastically. Leader needs to influence it's teammates to focus on the vision they are aiming
for and concentrate on the targets they have to achieve for an organization (Ladkin, 2020).
What distinguishes leadership from management?
Management
Management can be defined as to work on some task either individually or in a group.
Task must be time managed, aim specific, has some outcome and many more criterias that are
followed in the process of management. It is done so that the task assigned can be accomplished
successfully in a very effective and efficient manner with a high potentiality. There are five
stages in management such as planning, organizing, staffing, directing and controlling. All these
stages are equally important to follow because missing any of them can lead to ineffective
management without any specific outcome. Therefore, management is important to follow in
every organization for succession of it (Lee, Choi, Youn and Chun, 2017).
Leadership
Leadership can be defined as to lead the employees in their task which is assigned to
them. It is basically a function of guiding, motivating and inspiring the employees to perform
their work very potentially and can give productivity to an organization with their work done
efficiently. They are accountable mainly for people management because employees are
considered the most important asset of the company so it is essential to make them satisfy in
terms of job and social relationships. Therefore, leadership is required in every organization for
betterment of the employees and of the company as well in terms of productivity (Mertkan,
Arsan, Inal Cavlan and Onurkan Aliusta, 2017).
Difference between leadership and management with examples
Basis Leadership Management
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Actions They are responsible for
creating new visions and aims
in an organization so that they
can guide people to work
accordingly.
They are responsible for
implementing the tactical
actions so that they can direct
people so that they can work
as per the tactics made by
them.
Budgeting They are responsible for
establishing organizational
financial targets for well
knowing of the savings,
expenses, income, revenues
and many more.
They are responsible for
detailed budgeting so that
future financial profits and
losses can be estimated and
can take an action accordingly.
Measuring action They are responsible for
deciding that what is required
in measuring and reporting
because they are ones who will
provide resources for such
functions.
They are responsible for actual
measuring and reporting
performance of employees and
organization both because they
are the ones who actually
utilizes such resources in
performing the functions.
Rules and policies They are responsible for
making new rules and policies
in an organization so that
decorum in an organisation
can maintained and can be
disciplinary working of the
employees.
They are responsible for
applying new rules and
policies in an organization so
that employees are enforced to
follow such rules and
regulations for the benefits of
employees and organization
both.
Structures They are responsible for
deciding structures, hierarchies
and work groups in an
They are responsible for
organising people and tasks
within structures in an
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organization so that proper
operations can be done for
better productivity in an
organization.
organization so that people are
agree because of the
management functions they
are applying to them.
HR Role They are responsible for
creating new jobs in an
organization because as the
company grows and develop,
automatically requirement of
people also raises.
They are responsible for
recruiting people for jobs and
vacancies available in an
organization because they are
ones who will manage their
operations within an
organization.
Ethics and morals They are responsible for
establishing ethical and moral
positions in an organization so
that none of the people can get
emotionally hurt and can take
care of their sentiments.
They are responsible for
checking and managing ethics
and morals in an organization
because it is important to
monitor that the ethics made
are followed by the employees
or not.
Development They are responsible for
developing the organization as
a whole because they look for
each and every operation that
are related to the people and
company as well.
They are responsible for
developing the people as a
whole because they look for
the working of the people in
the company that they are
working properly or not.
Problem evaluation They are responsible for
anticipating the problems in an
organization because
identification is important task
to solve them out.
They are responsible for
solving the problems in an
organization because solving
is an important task to satisfy
the employees and employers
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of the company.
Target They are responsible for
visualising the goals and
objectives of an organization.
They are responsible for
planning the goals and
objectives in an organization.
Aim They are responsible for
conceiving the new
opportunities for the people
and for the company as well
for the growth and
development of the company.
They are responsible for
improving productivity and
efficiency in an organization to
maintain stability of the
company in the market place.
Attitude towards people They are responsible for
inspiring and empowering
employees in an organization.
They are responsible for
motivating and encouraging
employees in an organization.
Attitude towards organization They are responsible for
planning and organising the
succession of the company.
They are responsible for
delegating and training in an
organization.
Example For example, leaders are
mainly the top
management who are
specifically
responsible for the
establishment of the
working of the
company (Morais,
Kakabadse and
Kakabadse, 2020).
For example, managers are
mainly the middle
level management
who are specifically
responsible for the
managing, directing
and following norms
in the company
(Oluwafemi,
Mitchelmore and
Nikolopoulos, 2020).
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What have you personally learnt about leadership from your own experiences,
on this course and elsewhere?
Situation or experience
I was doing an internship in a certain organization in which I need to manage a team to
perform a certain task within a given deadline, it was all related to the project management on a
provided topic. We need to do the task very innovatively and creatively so that we can gain
maximum marks out of it. There were four teams and each team were assigned the same task and
I was the leader of one of the team and whichever team will gain the maximum marks will win
and get the rewards from the company either in terms of monetary or non monetary terms. I have
learnt a lot out of such activity like leadership styles and theories and applications of them.
Approach of leadership adopted
I have adopted the style of leadership of bureaucracy and applied the model of
contingency leadership. Bureaucratic styles of leadership states that leader forms the norms, rules
and regulations for it's team mates in order to work in a disciplinary manner so that everyone can
accomplish their task in an appropriate manner. Contingency model states that leader must
change it's leadership sty;e according to the change in situations every time. So I did the same
with my team mates adopted this style and model of leadership to complete the task effectively
(Waring, 2017).
Justification
I want to justify that the leadership style and model I have adopted had worked a lot in
maintaining, managing and handling my team mates. It helped me to work in a proper way and
supported me in finishing my tasks very smoothly. Chosen style and model has benefited me
gaining that I have aspired for. These all were the right things happened with me but the wrong
things that are the challenges I have faced are like the team members whom I was leading was
my age group only so it was becoming difficult for me to control them or lead them. So if I have
adopted the democratic style then I would not have been faced such problems. Therefore, it is
justified that every leadership style and model is important on their own and essential to adopt
each timely so that disputes handling can be more proper and utilization of models and styles can
be more comfortable for the leader to adopt.
Learnt theories
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I have learnt many theories in this course or experience I have taken in real time
company. For example, bureaucratic style of leadership, contingency theory, democratic theory
and many more which I would have been adopted during my real time experiences in an
organization (Willis, Clarke and O'Connor, 2017).
Effect on employees and work environment
There was a positive impact on employees and work culture on the business environment.
Because the way I have adopted various styles and models of leadership and implemented the
same helped the organisation and employees in working because leadership is not an easy
function to perform, it is important to know the execution of styles and models of leadership that
is why effect was some what good on the organization (Zaman, Nawaz and Nadeem, 2020).
Personal learning
My personal learning from this report and experiences in leadership and management is
that I got to know the lot of models, theories and styles of leaderships and the process and way
that how one can mange and execute such management in real time basis. Report gave me the
theoretical learnings and experiences gave me the practical learnings about how the leadership
can be managed.
Learnings from module
Module has given me all the theoretical learnings of leadership and management such as
What is involved in being a successful leader? Can good leadership be developed, and if so,
how? What distinguishes leadership from management?. All such questions are answered by me
by defining various styles and theories of leadership given by different authors and their
application in the real world.
Clarity on leadership concepts
Leadership concepts are cleared, I have learnt different theories and got to know that each
and every theory or style of leadership is equally important and has their own benefits if applied
in an organization. To understand the benefits of each, leader must know their applications and
the process of execution and when and where the theory can be applied as per the company
norms and policies. If a person understands all such things about the leadership styles, theories
and models then they can gain the skills and qualities as well of a leader and can manage the
team in their life time whenever required. Therefore, it is important to learn the concepts of
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leadership and management in order to maintain the organizational stability and for professional
and personal growth as well (Zia, 2020).
References:
Books and Journals
Adler, N.J. and Laasch, O., 2020. Responsible leadership and management: Key distinctions and
shared concerns. In Research Handbook of Responsible Management. Edward Elgar
Publishing.
Burnes, B., Hughes, M. and By, R.T., 2018. Reimagining organisational change
leadership. Leadership. 14(2). pp.141-158.
Bush, T., Bell, L. and Middlewood, D. eds., 2019. Principles of Educational Leadership &
Management. SAGE Publications Limited.
Deters, J., 2017. Global leadership talent management: Successful selection of global leadership
talents as an integrated process. Emerald Group Publishing.
Dopson, S., Ferlie, E., McGivern and Behrens, S., 2019. Leadership development in Higher
Education: A literature review and implications for programme redesign. Higher
Education Quarterly. 73(2). pp.218-234.
Earley, P. and Greany, T. eds., 2017. School leadership and education system reform.
Bloomsbury Publishing.
Golensky, M. and Hager, M., 2020. Strategic leadership and management in nonprofit
organizations: Theory and practice. Oxford University Press.
Harris, A. and Jones, M., 2017. Leadership in turbulent times: a moment to pause?. School
Leadership and Management. 37(1-2). pp.1-2.
Kok, S.K. and McDonald, C., 2017. Underpinning excellence in higher education–an
investigation into the leadership, governance and management behaviours of high-
performing academic departments. Studies in Higher Education. 42(2). pp.210-231.
Ladkin, D., 2020. Rethinking leadership: A new look at old questions. Edward Elgar Publishing.
Lee, D., Choi, Y., Youn, S. and Chun, J.U., 2017. Ethical leadership and employee moral voice:
The mediating role of moral efficacy and the moderating role of leader–follower value
congruence. Journal of Business Ethics. 141(1). pp.47-57.
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Mertkan, S., Arsan, N., Inal Cavlan, G. and Onurkan Aliusta, G., 2017. Diversity and equality in
academic publishing: The case of educational leadership. Compare: A Journal of
Comparative and International Education. 47(1). pp.46-61.
Morais, F., Kakabadse, A. and Kakabadse, N., 2020. Leading through discontinuous change: A
typology of problems and leadership approaches in UK boards. Long Range
Planning. 53(2). p.101870.
Oluwafemi, T.B., Mitchelmore, S. and Nikolopoulos, K., 2020. Leading innovation: Empirical
evidence for ambidextrous leadership from UK high-tech SMEs. Journal of Business
Research, 119, pp.195-208.
Waring, M., 2017. Management and leadership in UK universities: exploring the possibilities of
change. Journal of Higher Education Policy and Management. 39(5). pp.540-558.
Willis, S., Clarke, S. and O'Connor, E., 2017. Contextualizing leadership: Transformational
leadership and Management‐By‐Exception‐Active in safety‐critical contexts. Journal of
Occupational and Organizational Psychology. 90(3). pp.281-305.
Zaman, U., Nawaz, S. and Nadeem, R.D., 2020. Navigating Innovation Success through
Projects. Role of CEO Transformational Leadership, Project Management Best
Practices, and Project Management Technology Quotient. Journal of Open Innovation:
Technology, Market, and Complexity. 6(4). p.168.
Zia, N.U., 2020. Knowledge-oriented leadership, knowledge management behaviour and
innovation performance in project-based SMEs. The moderating role of goal
orientations. Journal of Knowledge Management.
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