Leadership and Management: Understanding the Concepts and Models

In this assignment we will discuss about leadership & management and below are the summaries point:- Leadership involves influencing others to achieve shared goals, while management focuses on planning and controlling activities. Transformational leadership inspires members to follow a shared vision and fosters care and concern for others. Adaptive leadership supports positive outcomes by handling challenges and promoting honesty, while strength-based leadership utilizes individual and team strengths for optimal performance.

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Leadership and management concept:
The difference between leadership and management can be summarised as leaders seek constructive
change, whereas managers establish order (Northouse, 2017, p. 10). Northouse (2010, p. 3) defined
leadership as a process of influencing others to achieve shared objectives/goals.

Management on the other hand has been defined as a process of planning, organising, resourcing,
directing, and controlling various activities in order to accomplish desired goals (Ghuman and
Aswathappa, 2010, p. 104)
Based on these definitions the key difference between management and leadership lies in the use of the
words controlling and influencing. Management can often be viewed as a top down model with one
person being responsible for ensuring the goals and aims of an organisation are clearly defined and
obtained, whereas leadership can be more inclusive, with members within the team holding a leadership
role, whether formal or informal. There are of course also similarities between the two, and it is possible
to be both a good manager and a good leader.
Analysis of Theories and Models of Leadership:
There are many theories and models of leadership and these can be implemented individually or in
combination. The circumstances of the team and their goals should guide the leaders in applying the
most appropriate style to best meet those goals.
Transformational leadership was first described by Burns (1978) and is a method in which there is a two-
way development of members and the leader through encouraging and inspiring each other to follow a
shared vision.
While focusing on the goals and objectives they also show care and concern for others. This care and
concern also supports leader-member exchange theory, where the team can be broadly split into 2
groups, those that work well with and have a positive personality fit with the leader, and those that are
less compatible. The challenge for the leader using this theory is to bring the whole team into a more
cohesive group.
Adaptive leadership is used to support a team or organisation in handling challenges in a way that
provides a positive outcome and is a useful method of implementing changes. An adaptive leader must
be open and honest, and be able to acknowledge their mistakes, which can promote the rest of the team
to follow and be inspired by the leader.
Strength based leadership is when the leader is able to identify and utilise their own and other team
members strengths to achieve the best performance from the team as a whole.

All of these models can be used individually or in combination to effectively lead. Different
situations and circumstances may be better dealt with when a particular method is used.
Theories and Models of Management:
Classical management theory tends to focus on the structure and mechanics of the organisation, what is
good for the organisation, and practical management. It can be used to discover and promote the most
effective and efficient methods for completing a procedure, but ignores the human elements of the
organisation, and can reduce the flexibility of the organisation to meet the changing needs of the
consumer.
Human relations theories focus on those ignored human elements, individual and group
motivation, and leadership.
Neo-human relations theories focus more deeply on aspects of human motivation such as incentives
and satisfaction. They enable managers to identify different types of workers and how best to
improve motivation, but can cause the manager to become too rigid in their treatment of the different
types of worker.
Systems theories attempt to combine the previous theories and look at the organisation and those within
it as a whole, as well as breaking the organisation down into separate components that work
independently from and interdependently with each other.
Concepts of Quality in the Context of Adult Care
Good leadership and effective use of resources are necessary to ensure that services are safe, effective,
caring, and responsive in providing person centred care. To ensure high quality, services must place the
user at the centre of their care planning and delivery based on their individual needs, but also not
compromise the quality of care provided due to any characteristic of the individual. Services should be
encouraging and supporting ongoing improvement, responding to feedback, learning from any mistakes
that may be made, and promote quality
through everything that they do. This will ensure that service users have a higher quality of life, provide
positive experiences for all stakeholders, and promote safety. This in turn could encourage others to
provide feedback that can then be used in planning future improvements and changes.
The Impact of External Influences on Leadership and Management in Adult Care
External factors can influence the styles of leadership and management that are implemented in order to
better respond to those factors. It is likely that a more bureaucratic or authoritarian style may be used to
ensure these external forces are satisfied. However, this can still have positive and negative effects.
Authoritarian leadership focuses on completion of tasks and lone decision making, and provides clarity to
the team, particularly if they are inexperienced. This can also be highly useful when dealing with

emergency situations. Unfortunately, this style could also result in high levels of absenteeism and staff
turnover due to conflict between the authority and the team members. Bureaucratic leadership focuses on
policies, rules, and decision making based on standards, which is useful in highly regulated situations, but
can, on the other hand, result in lack of staff initiative and satisfaction, and increased frustration amongst
team members (Sullivan and Garland, 2010, p. 18).
Organisational culture of the wider organisation outside of the team can have positive or negative effects
on satisfaction, outcomes, and staff retention/turnover. If there is an open friendly culture this can
promote a greater sense of satisfaction for the team, which can help foster a greater level of teamwork and
positive outcomes, making the leader/managers role easier and more rewarding. A negative culture, for
example one that is punitive, excessively bureaucratic, or has unrealistic expectations of the workforce is
liable to promote dissatisfaction, higher turnover and poorer attendance. This in turn can further increase
the workload of those remaining, making it more difficult for leaders/managers to improve motivation.
Availability of appropriately qualified staff is more likely to have a negative impact, as without the right
staff the team will not be able to provide the highest level of care they otherwise could. It can also place
service users at risk of harm regardless of the motivation and dedication of the team or how well they are
led.
The environment in which care is being delivered can have a major effect on the team and their ability to
provide the required care. For example, poorly lit and ventilated areas can create feelings of discomfort
and a reluctance to work in that area. Poorly designed or maintained areas can limit the ability to provide
safe and effective care.
Availability of resources also has a significant impact as without the right staff and equipment it
becomes difficult or even impossible to deliver the appropriate care in the safest and most effective way.
Operational Functions of Management in Adult Care
The operational functions of management include: Overseeing the day to day running of the service,
leading and managing staff so they can perform their roles safely and to the best of their ability,
managing budgets and contracts, making strategic decisions about the future and

growth of the service, and leading on specific projects or clinical areas.
The Role of Operational Activities in Contributing to Delivery of Adult Care
Operational management has been identified as one of the responsibilities of coordinating
teams along with resource management and other coordination functions (King et al, 2008).
The main resources that require managing in this context are staff, equipment, and time, and if
these are not managed efficiently there will be a significant negative impact on the ability of
the team to deliver the high quality care that is desired and expected.
How Leadership and Management Can Influence the Delivery of Adult Care
The importance of effective leadership and management was highlighted by the Department
of Health (2012) when they described “Building and strengthening leadership” as an
important area to focus action in order to improve patient experiences. An effective team
requires effective leadership to perform to the best of its abilities.
Effective leadership and management are vital in ensuring that a team functions efficiently
together to provide the best care they can. Appropriate delegation of tasks to individuals
with the skills and knowledge required, fostering a culture of honesty, learning, teamwork,
and a drive for continuous improvement are important aspects of effective leadership and
management
Transformational leadership theory
ransformational leadership is widely supported leadership approach for
healthcare. According to Burnes (1978), transformational leadership is
identified as a process where "one or more person engage in such a way that
leaders and followers raise one another to higher level of motivation and
morality". 'In transformational leadership leaders motivate their followers by
transcending their own self interests, elevating their needs and making them
aware of the mission of larger entity of the organisation where they belong'.
(Bass 1995). Transformational leadership is considered superior to the
transactional leadership style as the whole workforce is developed as the
part of the process whose main function is delivering organisation's
objective. This can be achieved by fostering identification, going beyond

simple leader-follower transaction and developing and intellectually
stimulating employees. (Vandenberghe et al. 2002).
According to Murphy (2005), 'transformational leaders are visionary, self-
confident, and self-aware in breaking professional boundaries to develop a
multidisciplinary team approach towards patient care'. Transformational
leaders inspire the followers and motivate them to exercise leadership by
encouraging their belief that have the potential to achieve high aims. Thus a
transformational leader is 'the catalyst for creating new innovative
organisational paradigms' (Murphy 2005 :135). The transformational
leadership style is described by Markham (1998) as collaborative,
consultative and consensus seeking and attributing power to interpersonal
skills and personal contact.
Potential Conflicts in Applying Models of Leadership and Management in Adult
Care, Suggesting Ways in Which These Might Be Addressed
The potential conflicts in applying models of leadership and management are perhaps best
described by Lencioni (2002) as The Five Dysfunctions of a Team. Absence of trust, fear of
conflict, lack of commitment, avoidance of accountability, and inattention to results. Each of
these dysfunctions can be further broken down into multiple behaviours exhibited or absent
from members of the team and must be dealt with in order to improve the level of teamwork
and subsequent outcomes.
All of these factors could be addressed by the leaders and managers through the simple act of
being open and honest about their aims and goals, reasons for any changes being
implemented, and constructive assessment of the performance of individuals and the team as
a whole.
Managming Change in Adult Care
It has been said that change is the very fabric of health and social care (Tilley and Jones,
2013. p.89).

The care sector and organisations within it are subjected to continuous change. These changes
can be driven by external factors such as the perceptions and expectations of service users and
the public as a whole, or internal factors such as improving cost efficiency, or responding to
poor or negative outcomes. Change can be planned but doing this can often ignore the
realities of the service and the effect that the changes can have on staff and service users. It is
therefore important to gain the support and input of key stakeholders to ensure the effective
implementation of changes, and to continuously review the change process to identify what is
and isn’t working. It can often be necessary to take a step backwards within the process to
ensure that further progress can be made and maintained. Those responsible for leading the
change must be prepared to respond and react to previously unforeseen circumstances as they
emerge and support their team in coping with these changes and the resulting outcomes.