Pearson BTEC Higher National Diploma in Business (rqf)04. Leadership & Management in the workplace Assessment Criteria Task Numbe

Leadership & Management (level 4) Student name Assessor name Huzaifa Murtaza Muhammad Awais Ayaz Date issued Completion date Submitted on Monday, 23th August 2021 Friday, 17th December 2021 Assignment Title Leadership & Management in the workplace Assessment Criteria Qualification Task Number Evidence Page Number Pass 1 Task 1 Pass 2 Task 1 Pass 3 Task 1 Pass 4 Task 1 Pass 5 Task 2 Pass 6 Task 2 Merit 1 Task 1 Merit 2 Task 1 Merit 3 Task 1 Merit 4 Task 2 Merit 5 Task

Leadership & Management
ASSESSMENT SUBMISSION & DECLARATION
QUALIFICATION UNIT NUMBER AND TITLE
PEARSON BTEC HIGHER NATIONAL DIPLOMA IN BUSINESS (RQF) 04. LEADERSHIP & MANAGEMENT (LEVEL 4)
STUDENT NAME ASSESSOR NAME
HUZAIFA MURTAZA MUHAMMAD AWAIS AYAZ
DATE ISSUED COMPLETION DATE SUBMITTED ON
MONDAY, 23TH AUGUST 2021 FRIDAY, 17TH DECEMBER 2021
ASSIGNMENT TITLE LEADERSHIP & MANAGEMENT IN THE WORKPLACE
ASSESSMENT CRITERIA TASK NUMBER EVIDENCE PAGE NUMBER
PASS 1 TASK 1
PASS 2 TASK 1
PASS 3 TASK 1
PASS 4 TASK 1
PASS 5 TASK 2
PASS 6 TASK 2
MERIT 1 TASK 1
MERIT 2 TASK 1
MERIT 3 TASK 1
MERIT 4 TASK 2
MERIT 5 TASK 2
DISTINCTION 1 TASK 1
DISTINCTION 2 TASK 2
DISTINCTION 3 TASK 2
PLAGIARISM
Plagiarism is a particular form of cheating. Plagiarism must be avoided at all costs and students who break the rules, however innocently,
may be penalised. It is your responsibility to ensure that you understand correct referencing practices. As a university level student, you
are expected to use appropriate references throughout and keep carefully detailed notes of all your sources of materials for material you
have used in your work, including any material downloaded from the Internet.
LEARNER DECLARATION
I CERTIFY THAT THE ASSIGNMENT SUBMISSION IS ENTIRELY MY OWN WORK AND I FULLY UNDERSTAND THE CONSEQUENCES OF PLAGIARISM. I
UNDERSTAND THAT MAKING A FALSE DECLARATION IS A FORM OF MALPRACTICE.
STUDENT SIGNATURE: DATE: 17TH DECEMBER 2021
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Contents
Introduction................................................................................................................................................................... 3
Leadership Theories.................................................................................................................................................. 4
DIFFERENT THEORIES OF MANAGEMENT................................................................................................... 6
Impact of Application of Leadership & Management Theories on the Effectiveness of a Large Organization. .8
Leadership & Management Styles & their Application in a Range of Business Situation in Different
Organizations............................................................................................................................................................ 9
Factors that Influence the Development of the Culture in Organizations...........................................................11
Impact of Leadership & Management Styles on Decision Making in Different Organizations..........................13
Importance of Organizational Culture on the Performance of Different Organizations....................................16
Impact of Different Approaches to Leadership & Management..........................................................................18
References.................................................................................................................................................................... 20
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Introduction
The company also sells cleaning supplies and personal care products in addition to food and drink. Following
Procter & Gamble and Nestle was the world's third-largest consumer goods firm in 2011. In Rotterdam, the
Netherlands, Unilever N.V. and Unilever PLC are located. Both of Unilever's subsidiaries have the same board of
directors as a single company. In addition to serving as non-executive chairman and CEO of Unilever N.V. and
PLC, Michael Tre chow serves as a non-executive director (Introduction to Unilever - 1436 Words | Bartleby,
2021).
Manager
When necessary, managers have the authority to acquire and dispose of resources. Depending on the
requirements, they can hire or fire personnel, request supplies and equipment, and arrange teams. For the most
part, companies prefer to hire managers with a proven track record of success or teach current employees to take
on the role of manager. Managers in an organization can be divided into three broad categories based on their
responsibilities: operational, tactical, and strategic (What is a Manager? - Definition | Meaning | Example,
2021).
Leaders:
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A good leader is someone who can imagine how things can be made better and who organizes others to move in
that direction. Leaders can pursue their goals while putting the needs of others first. Leaders must be able to
empathize and connect with others to be effective; simply being able to inspire others isn't enough. You don't
have to have the same background or go the same road to become a leader. The opinions of future leaders will be
increasingly varied because of the increasing variety of today's leaders. Of course, my definition could be
challenged by others. Having a shared vision of leadership within an organization is critical (Morgan, 2021).
Leadership Theories
Over the years, numerous research on leadership has yielded multiple hypotheses. Philosophers, psychologists,
and cognitive scientists have put forth several theories to explain how a leader is formed. People can learn how to
improve their leadership abilities by studying these theories. Having a basic understanding of some of the most
fundamental leadership ideas is essential for every manager (Morgan, 2021).
The Constraints of a System
This idea holds that leadership can't be applied uniformly to all situations. By this, I mean that a leader must make
an informed judgment based on the information available when faced with any given scenario. "Effective
leadership is about striking the perfect balance between needs, situations, and behavior," says one author. This
ability to recognize and address their followers' needs, appraise the current situation, and take necessary action is
what sets the most influential leaders apart from the others (Morgan, 2021).
Situational Leadership Theory
As with the Contingency Theory, the Situational Theory believes that leadership styles should not be ranked in
order of importance. The situational theory, created by Professor Paul Hersey and leadership guru Ken Blanchard,
explains leadership effectiveness by combining leadership style with followers' maturity levels. In this view,
leadership, and decision-making in different circumstances necessitate different approaches. A leader's response
to the current situation should be based on their analysis of it (Morgan, 2021).
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Transformational Leaders' Theory
Transformative Leadership theory, often known as Relationship theories, focuses on leaders and followers. These
leaders inspire and motivate their followers to alter and improve their performance in a specific endeavor. This is
the focus of this concept (Morgan, 2021).
Interaction Theories
Management and exchange leadership theories both fall under the umbrella term "transactional theories,"
emphasizing the importance of management, organization, and teamwork in a company's success. When it comes
to making leadership decisions, the concepts of rewards and punishments play a significant role. According to
proponents of this management style, using incentives and penalties to motivate employees is popular (Morgan,
2021).
Research in the Field of Theoretical Psychology
It shifts the focus of the behavioral theory from the characteristics and attributes of leaders to their actions and
behaviors. In light of this concept, leadership is more of a collection of skills and abilities than a single innate
quality. Here, it is asserted, one can learn to be a good leader. In my opinion, it is one of the most compelling
theories of leadership (Morgan, 2021).
Theory of Great Men's Leadership
It is based on the idea that leadership is more of an inborn trait than an acquired one, making it one of the most
ancient theories in the field. According to this theory, leaders are characterized by their charisma and confidence
as well as their intellect, communication skills, and social aptitude. It is either innate or learned, according to this
belief, to be a leader. As a counterpoint to the theory's negative overtones, many modern thinkers and even some
leaders themselves have mostly rejected it. This study provides a look at the traits of great leaders and how they
haven't changed much over time (Morgan, 2021).
A Theory About What Makes a Good Leader
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Those who believe in the innate superiority of leaders believe that those who are born with specific characteristics
are more equipped to serve in leadership roles. Several traits are necessary for a person to succeed as a leader:
intelligence, a sense of responsibility, and a willingness to take risks.
DIFFERENT THEORIES OF MANAGEMENT.
My purpose at Unilever is to analyze the leadership styles in use, evaluate leadership effectiveness, and offer
ways in which leadership and teamwork can work together to improve the organization's performance. Several
factors contribute to a team's success. Open communication is necessary for a team to develop a standard set of
values and norms. During the early stages of a team's formation, members will frequently discuss the group's rules
of conduct. You can identify and build models that improve collaboration and productivity when you do this.
1. Management Theories
The total (your business) comprises several subsystems, each of which is built on top of the previous one.
Because Systems Theory is a way of looking at your company rather than a specific management approach. It can
be utilized in conjunction with the other management theories on this list.
2. Principles of Administrative Management
Henri Fayol (1841-1925), a miner and engineer, developed a top-down analysis of business processes. When
dealing with your coworkers, put yourself in your manager's shoes and imagine what it would be like. Thus, he
concluded that managers and managers generally have six obligations when it comes to managing their employees
(The 11 Most Important Management Theories For Small Business - Sling, 2021).
 Organize
 Command
 Control
 Coordinate
 Plan
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 Forecast
 Bureaucracies rule the roost.
3. Owner's Workstation in a Small Business
Max Weber (1864-1920) employed a sociological perspective to develop his bureaucratic management theory.
According to Weber's theories, it is critical to building your firm hierarchically, with clear rules and functions
(The 11 Most Important Management Theories For Small Business - Sling, 2021). The ideal business model
(or bureaucratic system), according to Max Weber, is based on the following principles:
 Roles and responsibilities that are well-defined
 Assets belonging to the owner are separated from those belonging to the firm.
 A well-structured command structure
 Keeping track of the facts
 People aren't promoted or hired based on their personal friendships.
 There must be a consistent set of rules and regulations.
Bureaucratic management has been characterized as an impersonal style that may be overwhelmed by regulations
and protocols. However, as a newbie, you may find this helpful in providing you with some guidelines, protocols,
and structures.
4. Applied Sciences
Worker productivity was a goal of late 19th-century experimentation by Frederick Taylor. According to his
research findings, using the scientific method instead of judgment or discretion is the best way to measure
workplace efficiency. Uniformity, specialization, aptitude-based assignment, and strict training and monitoring
are all hallmarks of a scientific approach to management. Unless businesses adhere to these rules, they won't
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succeed. In addition, a task should be finished in the shortest amount of time to maximize earnings. The managers
and their subordinates communicate very little. Tailor proposed numerous changes to the way businesses are run
to improve their productivity. Today, Henri Fayal’s administrative management theory still holds true. Fayola
recommends adhering to these standards to build a successful business. A corporation has an overarching
structure that Fayola is concerned with. At the same time, Taylor is more worried about the speed at which a
project may be accomplished. One manager for every employee was Fayal’s organizational philosophy and a
healthy relationship between manager and employee. Fayal’s administrative management theory believes that all
employees should work toward the same goal. Fayal’s view of corporate performance and productivity relied
heavily on the importance of the organization's structure (The 11 Most Important Management Theories For
Small Business - Sling, 2021).
Soft Skill vs Hard Skill
Job descriptions and training programs must be developed with a clear awareness of the contrasts between hard
and soft skills. Is it possible to learn or be employed for a concept that is so vague?
Hard and soft abilities can be easily distinguished, it turns out. It's tough to quantify and characterize the other. A
person's capacity to carry out a task may be regarded as a skill. They can be learned in school or through on-the-
job training for the most part. Soft skills, on the other hand, are more versatile and can be used to a wide range of
industries, unlike hard abilities.
List your work history and accomplishments in this section of your resume. It is a soft talent to be able to develop
long-term relationships with both customers and coworkers. The work requires both hard and soft abilities.
When it comes to defining and quantifying soft abilities, it's a little trickier. It's easier for people to get along and
work together when they have these soft skills. To teach soft skills like character, the capacity to work in a team,
and a general knowledge and participation in your company's culture, it is difficult to do so explicitly.
Workers who are new to the workforce or who are retraining for a new career may lack soft skills.
Skills that require a lot of effort
Hard skills can be quantified and measured more easily than soft skills. A plumber or a nurse are trained to do
certain specialized tasks, such as how to fix a faulty faucet or draw blood.
In order to succeed in the profession, one must have a solid foundation of hard skills.
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Impact of Application of Leadership & Management Theories on the Effectiveness
of a Large Organization
There are various ideas to better explain the relationship between managers and employees in an organization.
This section of the article examines the work of renowned scholars Taylor (1999), Maslow (1992), and Fayol
(1999). (1999). There will be a lot of focus on theories concerning the interaction between employees and
managers.
6.1-Scientists and Taylor Management
The need to "synthesize processes" is stated by Taylor (1999:12-15) to guarantee that resources are available and
aligned with your organization's needs. According to Taylor, it is possible to significantly increase labor
productivity and effectiveness by providing explicit processes and procedures for employees to follow. The goals
of Taylors' "best practice" practices were reducing waste and increasing productivity.
Production flows at Unilever plants are remarkably similar to those discovered by Taylor while studying
automotive companies. At every stage of Unilever's manufacturing plants, strict safety and quality inspections
ensure that the products produced are safe to eat or use for personal care. For this reason, Unilever has developed
a stringent set of controls to supervise and monitor every step of the production process and standardize it
throughout their entire estate. Unilever's centralized control means that swapping a British manufacturing worker
for a Dutch factory worker and expecting them to perform similar activities and functions is theoretically possible
(Unilever, 2010). Critics of Taylor's system claim that the level of control and direction imposed by Taylorism
"dehumanizes" and "de-skills" workers. This is especially true in a production line, where exact conformity is
more important than individuality and creativity. Unilever has a persistent difficulty with repetitive jobs like those
required of a significant portion of its staff in the future. More than simply, financial incentives are needed to
motivate your personnel, according to Maslow (1999, cited in Storage). Many Unilever employees have far
greater freedom and creativity to offer innovative ideas for production, to Matteson and Ivancevich (1999).
Unilever's management has noted and observed this by the Tannenbaum and Schmidt continuum (Matteson and
Ivancevich, 1999).
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6.2-Maslow's Hierarchy of Needs and his Motivational Theory
On the other side, the Maslow school of thought focuses on how managers can motivate and empower their
employees to perform at their best level. According to Maslow's hierarchy of needs model, which he articulated in
1999 and mentions in Storage, numerous factors influence employees' motivation to produce their best work
(1999). In Maslow's theory, each degree of need is met, allowing the individual to climb up the pyramid and
satisfy the next level of demand in the ranking.
Leadership & Management Styles & their Application in a Range of Business
Situation in Different Organizations
It is common for leaders to adopt a range of tactics to motivate their staff. If the leader encourages incentives, it is
considered positive leadership. On the other hand, punishment can be seen as an indication of inadequate
leadership. As a bad boss, you should not be referred to as a leader. Additionally, three management styles
correspond to these strategies: authoritarian, democratic, and laissez-faire. Finally, paternalistic style can also be
added to the list of classes.
Leaders are held to the highest standards of accountability and authority. Threats and penalties are hallmarks of
autocratic leadership, which is undesirable. They follow his instructions. What others think doesn't matter to him
in the end. When it comes to making sound decisions in any given situation, his position of power gives him the
belief that only he has the authority to do so. An autocratic leadership style relies on constant supervision, clear-
cut advice, and commanding commands from a higher power. Using this strategy saves a lot of time in the long
run. Delegation is becoming less of a factor. Overuse of authority may lead to labor disputes and strike action. A
decrease in productivity and an increase in employee unhappiness are expected outcomes.
This type of leadership is characterized by open communication with subordinates and their participation in
developing policies. It places a high value on being involved in the decision-making process. Require a moderator
from the group's leader. This strategy is referred to as "theory" by McGregor. Taylor's scientific management
theory is based on the belief that employees cannot effectively evaluate their performance. As a result,
management was granted the power to make the final decisions. Following research has highlighted the
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importance of involving subordinates. Employees are increasingly asked to take up a portion of their boss's duties.
They'll get pumped up as a result of this. Clearly, management cares about the well-being and ideas of its
workers. Consequently, they will provide suggestions for improvement.
They are called " freewheeling leaders when leaders can avoid their obligations, they are called "freewheeling
leaders." Leapfrogging bosses distribute authority to their employees and take just a limited role in the
administration. He doesn't offer any direction and instead relies on the group to develop their own goals and
overcome their own obstacles. The leader has only a minimal effect on the group. As he sees it, the best results
may be achieved if each group member is left in their own ways. The game is overseen by an umpire. No effort is
made to govern or control the members of the organization. This is a recipe for disaster. There are dangers
associated with authoritarian leadership, and one of those dangers is inflicting animosity in one's subordinates. It
was less productive for autocratic groups when the leader was gone. In contrast, the leader's absence had little
influence in democratic groups.
The boss assumes a fatherly or paternal position in this management style. What matters most is what your father
thinks. Just like the leader of a family, they are inseparable. With his subordinates as family, the boss treats them
as if they were his own children. As the family leader, he takes care of his employees' working conditions and
perks. Gratitude is expected of the workforce, so they are expected to work harder. This leadership approach was
a big success in Japan because of her unique social background. Small enterprises in India continue to employ this
type of management style. However, paternalistic techniques are unlikely to work when it comes to mature adult
employees. Others under your command may feel resentful and angry rather than grateful if you do this
(Introduction to Unilever - 1436 Words | Bartleby, 2021).
Factors that Influence the Development of the Culture in Organizations
The Following is a Valuable Cultural Guideline for you to Follow.
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There are several categorizations used by Handy (1996) to connect organizational culture to facts, like the
organization's structure. Distinguish four distinct types of the corporate culture. Four types of cultures were
identified:
 Role-playing culture
 The setting in which we work
 a society where power is viewed as a virtue
How a Person Lives
For the most part, hierarchical organizations like bureaucracies and large, well-established enterprises have this
kind of culture. There are set rules and procedures in place and an established organizational structure that is well
understood and adhered to. This culture ensures that employees know exactly what they are expected to do and
how to do it. Those that fall into this category have a hard time adapting and changing in reaction to the changing
world around them. This may not be an issue for most large organizations. Still, there have been occasions where
huge organizations have failed because they could not adapt.
These organizations are highly centralized but have a low level of formalization. Project-based workers are noted
for their ability to adapt and focus on results. Examples of businesses that belong within this category include
architects. To flourish in this environment, individuals must be highly collaborative, communicative, and self-
motivated. Learning about how ethnic teams' dynamics could affect organizational outcomes is essential to ensure
the long-term viability of such a culture. Is this the most excellent place for someone who prefers a more
scheduled workday?
Suppose a company has a high power culture. In that case, it's likely to have a charismatic leader who engages
directly with people and expects quick and agile responses from them.' When it comes to tiny, fast-moving
businesses, this style of work culture is generally associated with entrepreneurs. However, not all small family
businesses are entrepreneurial enterprises. Some small family businesses might become overly self-reflective,
making radical changes difficult. This distinction is critical. It can be challenging to work under someone who has
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strong beliefs and expects others to keep up with their rapid changes of thought. Still, it can also be helpful
because an organization is more responsive and quick to adjust to changes.
The Self-Culture:
With no formalized centralized organization in place, this society is likely characterized by self-direction and a
high emphasis on social position. Accounting and insurance companies benefit from this general culture since
their more stable environments. But, of course, such a culture has its advantages and disadvantages.
A "worker" has never had a more acceptable time. Because of the rise in technology and the availability of
knowledge, the younger generation is more mission-driven and purposeful in their work development. Strong
corporate cultures have a better chance of surviving into the twenty-first century.
Firms need to build high-quality cultures to retain and attract high-quality employees. A strong sense of
belonging, a strong sense of community, good communication, and outstanding leadership is essential to
achieving this goal. Look at each one of these points in further detail, please.
Young professionals who want to be part of a more excellent solution need to know why they do what they do. A
well-crafted mission statement helps better express a company's "why." Among other things, Space’s mission
statement reads: "Space was founded in 2002 to enable humans to live on other planets through the advancement
of space technology."
It's called ownership when people are given accountability for their own achievements without being
micromanaged and allowed to work on their own time to reach their goals. For example, Basecamp is a company
that provides project management tools. When a company inspires its employees to feel like they are part of
something greater than themselves, there is no better workplace place. A physical site exists, but they also allow
their employees to work remotely. The CEO has no idea how many hours their employees work each week.
Allowing employees to create their own schedules around allocated projects is the responsibility of managers.
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Mintzberg Theory
Ten management functions are grouped into three basic clusters: interpersonal, informational, and decisional.
Mintzberg's approach is built on this concept. Each job is characterized by Henry Mintzberg's operating effort.
Those managers' actions are crucial to the success of the company. These 10 roles are clearly influenced by the
individual's personality and the context in which they are performed.
This is an example of a cluster of people:
Figureheads are managers who assume the role of "figureheads" during social gatherings and activities.
The storyteller also plays a leadership role. You'll be expected to inspire and motivate people in this role. It is
your duty as a manager to serve as a mentor, help, and provide direction to those in your charge.
Finally, a manager is required to serve as a point of contact for all parties involved in the interpersonal cluster and
to build relationships with them. A manager's job isn't done once they leave the confines of their organisation.
In addition, there are important functions that must be played in informational clusters. This is the manager's
primary responsibility: to ensure that information is communicated, monitored, managed, and disseminated at all
levels of the organisation. In more depth, the roles of this cluster are as follows:
Monitoring requires asking for information both inside and outside the workplace. As a result of using this
strategy, they will be able to recognize and fix any problems that may occur in their department.
When a project is involved, managers should give more authority to their employees and make important details
available to them.
As a manager, you should embrace the role of a brand champion and communicate information to the public.
Those who play a role in the decision-making process include:
 Managers should lead the implementation of new ideas and foster change and innovation in their
organizations.
 Maintaining a high level of efficiency is the responsibility of management.
 Managers are responsible for allocating financial, technological, and human resources.
 Managers are in charge of negotiating with their subordinates and the rest of the company.
A smart manager knows when to perform each role alone or in conjunction with others in order to succeed. There
are a number of duties that managers are expected to carry out as a result of their job (Mintzberg, 1975). There's
no doubt that managers need new skills in order to empower their people and the company's stated goals, as
demonstrated by Garvin et al. (2008)'s learning organisation model. Focus on goals, relationships and
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involvement are essential for managers (Yukl, 2001). An effective manager must assume a leadership role in
order to inspire and communicate with his or her team members so that they may work together, cooperate, and
learn from each other in order to achieve their goals.
The workplace of a manager is a familiar and safe environment for them to work in. Thus, they can benefit both
themselves and their staff by embracing constructive change. Managers can constantly improve their performance
by learning new skills and abilities, even if Mintzberg's concept of a manager's responsibility is universally
recognized. It is a level of inquiry and understanding of individuals that helps to a business's overall success.
Impact of Leadership & Management Styles on Decision Making in Different Organizations
Leadership style can significantly impact the success or failure of your small business. To be a leader, one must
do more than just make judgments. It's also about creating a positive work environment, establishing a solid
organizational structure, and addressing potential threats and issues that could destabilize your company. Leaders'
styles impact everyone from the most senior executives to the newest college interns. A company's culture is
directly linked to its performance because of the influence of the company's leaders.
How Autocratic Leadership Affects Your Organization
Suppose you have an authoritarian or autocratic leadership style. In that case, it means that you and your senior
management team are in charge of running your organization from the top down. This also means that you make
significant decisions and instruct your staff to implement those judgments without soliciting input or feedback
from your staff members. An authoritarian management style obviously separates you from your employees.
Faster decision-making can lead to increased productivity due to this type of leadership. Instrumental since it
provides specific instructions, clearly defines roles, and establishes expectations that can be put into action. Lead
to a lack of employee innovation and buy-in because they are not included in the decision-making process.
Because of their position of power, employees may view such CEOs as oppressive and inflexible.
Advantages:
 It is possible to shorten the time needed to make critical judgments.
 It's easy to see that the emphasis here is on the chain of command.
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 Plan implementation can be made as error-free as possible.
 If you want to get the work done, use an authoritarian leadership style.
Disadvantages:
 An authoritarian manager's leadership style might lead to employee resistance.
 It hinders employees from coming up with innovative solutions.
 It has a detrimental effect on collaboration and harmony within a group.
 Overall, the organization is putting forth substantially less work than it used to.
 When a boss is authoritarian, there is a higher staff turnover rate.
As a Result of Leadership That Involves Everyone,
Before making decisions in a participative leadership style, also known as a democratic leadership style, business
owners request the input of their workforce. The information of both management and employees is sought before
any action is taken by participatory leaders. Employees benefit significantly from this leadership style because
they feel that their opinions are heard and considered. For employees to feel like they have more "skin in the
game," management must not alienate them.
For many small businesses, participatory leadership may be the ideal option because it gives everyone a sense of
ownership over their daily operations. However, to avoid "paralysis by analysis," leaders should avoid trying to
please everyone in the office at all costs.
Advantages:
 It has a positive effect on morale and job satisfaction.
 Workers are encouraged to put their own ideas into practice.
 A participative leadership style aids the growth of a strong team.
 You'll be able to produce a lot of work.
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Disadvantages:
 Decision-making processes that take a long time are becoming more widespread.
 Leaders frequently have to apologize to their followers.
 Breakdowns in communication can happen at any time, for whatever reason.
Delegate Leadership's Effects
Suppose you'd want to put it another way. In that case, leadership is the practice of letting people decide for
themselves, setting their own standards, and establishing their own goals. All crucial decisions were outsourced to
subordinates and team members in this leadership style. When it came to training and implementing protocols,
CEOs were only called upon in the event of an emergency.
Advantages:
 Employees with prior work experience can leverage their expertise.
 There is a high demand for people who can think beyond the box.
 Effective delegating of responsibility creates a positive work environment.
Disadvantages:
 Determining who is in charge is a difficult task.
 When you've delegated responsibility for leadership, it's more challenging to deal with change.
Importance of Organizational Culture on the Performance of Different
Organizations
Employees are guided by the company's goals, expectations, and values when part of an organization's culture.
Some procedures enhance employee performance, productivity, and involvement in organizations with an
organizational culture that tends to be more successful than less structured companies. When a company has a
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strong culture, it inspires its employees to produce their best job. Listed here are seven reasons why an
organization's culture is crucial
 First, engagement among employees has increased.
 The decrease in sales
 A well-known brand name
 Increased efficiency
 The ability to change things for the better
 High achievers
 On-boarding should be done efficiently.
 Team spirit is fostered in a positive work environment.
1. Involvement Among Staff Members Has Increased.
A company's culture can be characterized by a shared vision and a set of clear expectations. Those who are more
involved in their work and interpersonal relationships are more likely to succeed in their careers. Increased
employee motivation leads to an improvement in productivity. To cultivate a flourishing work environment, one
must be emotionally invested in the company and its employees.
2. Indicative of a Decline in Sales
Long-term employee retention is more likely when employees feel appreciated and respected. Building its core
values and objectives into its culture is critical to its success. Reduced turnover saves both time and money
because of employee satisfaction. The long-term success of a company is dependent on the preservation and
enhancement of its corporate culture.
3. A Rise in Output
In an environment where employees have easier access to the resources and tools they need, productivity soars.
Working conditions can be affected by a company's work environment. Having similar educational and
professional backgrounds may make collaboration easier for you.
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4. One of the Most Recognizable Brands in The World.
The corporate culture reflects the company's public image and reputation. People's perceptions of companies are
shaped by their experiences both within and outside the company. Buyers may be put off by a lack of
organizational culture and a poor brand image. People who share the same values as a company's brand identity
are attracted.
5. The Ability to Effect Positive Change
Companies with solid organizational cultures have employees who can become full-fledged brand advocates. In
addition, employees' demeanors are more likely to change when organizations reward their employees for hard
work and celebrate their team's triumphs," says the author.
6. Achieving Individuals
Employees who feel like part of a team are more likely to stick around. Successful people in their careers
frequently leave jobs where they feel undervalued and underappreciated. A high-performance culture is a great
benefit to its employees when fostered by its organizational culture.
7. Employees Should be on Boarded Quickly.
Good onboarding practices are becoming increasingly important for companies with a solid corporate culture.
There are a variety of onboarding approaches to help new workers acquire the resources they need to succeed in
their new responsibilities. Thus, it encourages employee loyalty and decreases the stress from not having the
information needed to accomplish their tasks successfully. New employees need to understand its core principles
during their onboarding process.
8. In a Supportive Workplace, it's Simpler to Cultivate a Sense of Teamwork and
Togetherness.
A company's culture affects how decisions and workflows are made. As a result, teams can better deal with the
challenges posed by ambiguity. Projects are more likely to be finished on time if everyone involved is familiar
with the process. Having a common knowledge of the company's ideas and customs helps people work together
more effectively.
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Impact of Different Approaches to Leadership & Management
For Unilever to maintain its long-term viability in the current uncertain economic context, its organizational
structure must be significantly restructured. But recent years have seen a substantial amount of money and effort
spent on acquisitions and divestitures to develop and consolidate its worldwide brand portfolio. (Mordent,
1996:458-496). These three all have a few characteristics in common: It is evident that Unilever's collaborative
leadership style has helped them to manage and implement change. So victorious, they must continue to engage
and motivate their employees, especially those who are new to the culture of Unilever and who have joined them
through acquisition (Hansard and Parker, 1993:43-45). Organizations operating in a post-modernist environment
adopt appropriate management styles and techniques or risk being left behind by their competitors in a rapidly
changing world. Green (1995) agrees with Hansard and Parker (Introduction to Unilever - 1436 Words |
Bartleby, 2021).
If these variables and ideas are taken into account and applied, Unilever's leaders appear to be following a self-
perpetuating cycle and culture of success, which motivates them to conduct themselves in a way that will help
them establish a strong firm suitable for today's market conditions. It is imperative that new employees be molded
into the collaborative and communicative style of the leaders, drawing on Maslow's theories to help motivate and
engage employees in such a way that they provide constructive criticism and feedback on how best to help
Unilever grow in the current challenging environment. Although it is widely acknowledged that management and
organizational cultures cannot be changed rapidly due to the increasing reliance on technology and the need for
organizations to become more adaptable, Unilever's current culture is likely to persist indefinitely (Introduction
to Unilever - 1436 Words | Bartleby, 2021).
Looking at how leadership might be used in specific contexts or circumstances is called a situational approach to
leadership. Fred Fiedler's Contingency Theory proposes that leaders who find themselves in settings that allow
them to practice their preferred leadership style will be successful, but leaders who find themselves in unfavorable
conditions must either change the situation or adjust their leadership style. Instead, Kenneth Blanchard and Paul
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Hersey's Situational Leadership Theory focuses on how leadership is affected by whether or not a follower is in
the process of development. According to Hersey and Blanchard, a leader should focus on the task at hand and not
on the relationship with new employees. However, they don't require much guidance or personal development
from an experienced disciple (Introduction to Unilever - 1436 Words | Bartleby, 2021).
Leaders are defined as those who share the characteristics of a leader in terms of appearance, behavior, and
communication according to the functional leadership model. Chester Barnard believes that leaders should
execute three functions: (1) defining organizational goals and objectives, (2) securing essential services from
other members, and (3) maintaining a communication system for the group. Classification of functional roles in
groups by Kenneth Benne and Paul Sheets is another functional method that examines how different people take
on different responsibilities to keep a group/team focused on a specific goal. Everything you do in the context of a
group or team has a definite function.
According to the relational school of thought, leadership is all about developing and sustaining intimate personal
relationships with one's team. Robert Blake and Jane Mouton's The Managerial Grid analyses the intersection of
relationship-oriented and task-oriented leadership approaches. Impoverishment (low task, low connection),
authority-compliance (high task, low relational), country club (low job, low relational), and team leadership (high
job, high relational) are the five styles of leadership that Blake and Mounton identified (moderate task, moderate
relational). An exchange relationship between a follower and a leader is the focus of the Leader-Member
Exchange (LMX) Theory of George Graen, which is another relational theory According to the LMX hypothesis,
leaders mentor their subordinates to help them ascend through the ranks (Introduction to Unilever - 1436 Words
| Bartleby, 2021).
James MacGregor Burns advocates for a transformational leadership paradigm, which he sees as an alternative to
the traditional transactional approach of leadership. It is common for leaders to promise to punish or reward
subordinates in exchange for their cooperation under the transactional model of leadership. As a result,
transformational leadership occurs when a leader communicates with his or her people to motivate, inspire, and
inspire them to achieve the organization's objectives.
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Leadership & Management
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