Leadership and Management in Workplace: A Study on TESCO

This report analyses the effectiveness of leadership and management in TESCO, a successful British retail organisation. It covers soft and hard skills, leadership and management theories, and compares leadership styles of other organisations. It also examines the impact of leadership and management on organisational culture and performance.

Business Management
Unit 4 Leadership and Management
Leadership and Management in
Workplace (Part 1)
Presenting Motivational Strategy
(Part 2)
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Table of Contents
1.0 Introduction ....................................................................................................................................3
2.0 Definitions of leader and manager..................................................................................................3
3.0 Hard vs soft skills..............................................................................................................................3
4.0 Application of leadership and management theories in the workplace in order to analyse the
effectiveness of leadership and management in the chosen organisation............................................4
5.0 Comparing at least two other organisational examples to compare the different styles of
leadership and management approaches taken for a range of business situations and how they
impact decisions taken..........................................................................................................................6
6.0 An examination of different leadership and management approaches taken to evaluate their
effectiveness and the impact that the role of leadership and management has on organisational
culture and performance.......................................................................................................................7
7.0Conclusions ......................................................................................................................................9
8.0 References ....................................................................................................................................10
Books and Journals ..................................................................................................................10
Table of Content..................................................................................................................................12
Part 2: Presentation...................................................................................................................12
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1.0 Introduction
Leadership and management are the abilities of an individual to guide,
motivate, teach and influence people to create optima working. For this report,
TESCO is chosen which is an very successful British retail organisation, established
in the year 1919. In the report there is a explanation of soft skills that are required by
an individual to be a good leader and become a successful manager. Moreover, this
report includes an analysis of management and leadership through the use of
theories for improving effectiveness and efficiency of work. Along-with this, the report
covers two organisational examples to compare different leadership and
management approaches for various situations that affects decision making. At the
end the report will show management and leadership approaches that affects
leadership and management on organisational cultures and performance.
2.0 Definitions of leader and manager
Leader is a person or a group of individuals which could influence, motivate,
manage and guide their followers and other members with effectiveness and
efficiency to get things done (Alblooshi, Shamsuzzaman and Haridy, 2020). Activities
which are included in leadership are teamwork, volunteering, organizing, maintaining
good behaviour with others and so on.
Manager is a person of relevant authority indulged in management or the
process of planning, organising, staffing, directing and controlling business, people,
groups and their activities to achieve designated goals. It is very important part of a
organisation, as it helps it to achieve organisational goals, visions, missions and
objectives on time.
3.0 Hard vs soft skills
There had been a continuous debate and challenges about the relative
importance of hard and soft skills that makes differences between the two. Although,
theses are the two faces of a coin and complementary to each other (Usman and et.
al., 2021).
Hard skills are teachable and most known skills that are technical and be
learnt with iterations. The set of these skills include incurring technical know how,
economic analysis, strategic planning or design. Soft skills are interpersonal in
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nature, meaning it includes interpersonal contacts and communication, including
team building, leading, listening, and many others. Soft skills cannot be taught in a
classroom or by theoretical knowledge, whereas hard skills can be taught and
cultivated in an individual(Johnson, 2021).
Hard Skills
 Specific, quantifiable knowledge and
abilities that are very necessary for
success and can be studied and
quantified as theoretically.
 Can be demonstrated through evidence
and mathematical data, certification or
courses, etc.
 These skills are Linguistic skills,
mathematical skills, analytical skills,
programming skills, etc.
 These skills can be used to define a
manager at a workplace. To be a manger or a leader these skills
are required. But a leader does not need
any quantifiable attribute or qualification
to be a leader, but a manger requires
these quantifiable qualifications to be a
manager.
Soft Skills
 These are unquantifiable attributes that
cannot be demonstrated theoretically
and can only be shown in work and life.
 Successful demonstration depends upon
the opinion of the subject and the
person demonstrating it.
 These skills include leadership skills,
team work, creativity, problem solving,
etc.
 These skills can be well seen in a leader,
and it shows their ability to lead their
followers.
 Leaders can be found at all the levels,
starting from the lowest levels of work
where unskilled labourers work to the
CEO of the organisation and they require
these skills. Managers need to be a good
leader because this ability helps them to
mange well.
The soft skills as well as the hard skills are requirements of leaders as well as
the managers but the composition of these skills may vary with their functions.
Managers and Leaders at TESCO should have these basic key skills in their
functions.
4.0 Application of leadership and management theories in
the workplace in order to analyse the effectiveness of
leadership and management in the chosen organisation
Viscous studies and researches had helped researchers and philosophers to
develop expertise in leadership (Kwan, 2020) . This gave rise to various leadership
theories and practices to give rise to leadership skills and create excellence in their
practices. There are various theories whose implications are given: Transformational Leadership: It can also be termed as the relationship
theory of the leader where emphasis is put on enhancing employee and
employer relation. Transformational leader engages in communication,
motivation and intellectual simulation of the employees through positive
influence. This form of leader encourages team work among the employees to
motivate them and ensures their growth. TESCO basically uses this for of
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leadership to be adaptive and make continuous changes according to the
changing time. Behavioural Theory of Leadership: This theory is focused on the leaders
behaviour towards their employees. TESCO could adhere to this theory of
leadership by being more task oriented, affirmation and command leadership.
Leaders using this concept believes that their behaviour can affect the
working and efficiency of employees. By the use of this style of leadership
employees efficiency could be raised and focus of employees could be
increased towards a task (Freeman and Haley, 2020). Democratic style of leadership: It is leadership style that involves follower's
participation in decision making and activities of the workplace. The
management of TESCO adopted a democratic style of leadership which is
also known as the participative leadership where employees are heard in
decisions of the business. It is important for a retail company to listen to their
employees because they directly interact with the customers. The company
should motivate employees participation so it could enhance its services to
the customers. Scientific Management: In this theory management mostly focuses on
scientific methods which are used to perform tasks effectively and efficiently
at a work place. It includes standardisation of work, description, simplification,
scientific study and action plan to complete an work. By the use of scientific
methods of management in TESCO, work efficiency can be improvised and
saturated outputs may be obtained in employee performance. Administrative management theory: It mainly focuses on quality of leader to
enhance six main functions such as initiative, equity, remuneration of
personnel, unity of direction, discipline and division of work(Gamarra and
Girotto, 2021). In administrative management combination of these elements
are important to run organization smoothly. Managers of TESCO have more
responsibility to maintain all these elements properly for managing the
functionalities of team.
 Trait theory of leadership: According to this method of leadership the
managers and employees uses their characters to influence the employees to
be effective. The leaders aspire to use and apply this theory to pioneer
dimensions of leadership in their daily lives (Gong and et. al., 2021). Leaders
and mangers in TESCO could use their charismatic personality to enhance
effective delivery of services in the organisation. The leaders could be
dynamic in addressing their challenges and adheres to the problems by
imposing their personality traits on employees to complete a task and work
effectively.
5.0 Comparing at least two other organisational examples
to compare the different styles of leadership and
management approaches taken for a range of business
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situations and how they impact decisions taken
There are various leadership styles and theories that can be witnessed. The
leaders and mangers should not forget to improvise and enhance themselves on
continuous basis. People likes a person who is serving, attractive and takes care of
each other and these skills are also recommended for the managers and leaders. A
comparative study of different leadership styles of various organisations are given
below, which are as follows:
Transformational Leadership style in TESCO
TESCO is among the most successful retail giants in the world. It is a global
grocery and merchandise retail shop that is head quartered in the UK. It is reputed
as the third largest retail organisation in terms of revenue and second largest in the
terms of incurring profits. With the help of effective management practices, company
was able to gain huge advantages in its operations. The leader of this organisation
have a lethal competitive insight to and have a very effective leadership style to take
its followers to great heights. The company's leader, Terry Leahy is considerer as
transformational leader who believes that success of a leader depends upon
maintaining a happy workforce. Terry says that an motivated employee treats
customers with courtesy since they are treated good by their leaders. The
willingness and firmness of Terry to achieve desired goals and objectives through
influence, command and the ability to judge tackle challenges.
Autocratic and Participative (Mixed) Leadership in Sainsbury's
J Sainsbury Ltd. operating as supermarket retail store established I the year
1896, indulged in the activity of selling consumables and services through multiple
distributaries to customers across UN. Interestingly, Sainsbury's has shown that
leaders can use autocratic leadership in their relationship to their employees. In this
form of leadership, the leaders command the employees to implement decisions and
do not consider any interference by them. The organisation sometimes listens to
their employees and let them to take part in decision making but the leader holds the
power to take the final decision. Sainsbury uses the mixture to maintain a level of
satisfaction among the employees, improve management, solve leadership issues,
etc. Still a research by company's mangers concluded that there is still a huge gap
between the management and leadership styles used in the organisation. Therefore,
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participation of employees was made in the decision making activities by the
company. This ensures that the employees feel safe, know about the decisions and
activities of leaders that helps in giving them a moral satisfaction(Wanser and
Luckel, 2021).
Contingency Leadership and Management Approach Used By ASDA
ASDA is another retail business which was established in the year 1949. This
organisation is headquartered in England, and operates in about 6,400 stores which
makes it one of the largest retail company across the UK. The company uses various
approaches but, by simulating its management it's style could be obtained that,
contingency approach of leadership is used by this company. The company proved
that contingency approach could be used to get success in retail industry.
Contingency approaches apply the leader's by-birth traits and situational factors in
making decisions. The leaders of this company are diplomatic and inclusive and
uses such dimensions of leadership to make the path and reach the goals, with
effectiveness and efficiency. ASDA applies contingency theory in moderation to give
the chances to employees to be effective in their delivery of services. The
organisation meets consumer needs to ensure effective service delivery and build
positive relations to its employees. This helps the decision making and
implementation very easy for the organisation and management(Steers and Shim,
2020).
6.0 An examination of different leadership and
management approaches taken to evaluate their
effectiveness and the impact that the role of leadership
and management has on organisational culture and
performance
The concentration of significant improvement has effected business structures
and need for changes in leadership and management has aroused. These changes
in leadership and management has lead to significant changes in organisational
performance(Robertson and Olivier, 2020). These changes can be evaluated using
following approaches: 360° Feedback: It is a complete all-round performance appraisal method to
evaluate employee, managers and leaders by using feedback collected form
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various sources at the workplace. Whether an leadership and management
style is effective or not can be determined by this feedback(Freeman and
Fields, 2020). This method could be used by TESCO to eliminate biases in
performance review and provide a clear-transparent understanding of the
various strategies of management and leadership. Assessment Centre method: It can be explained as the method to enable
employees to know the ways and get a clear cut picture of how others
observes them and creates impacts on their performance. The main
advantage of using it is that an employee is able to evaluate their future
performance as well as their current performance. This approach could be
used to measure the performance of management and leadership styles in
TESCO by involving employees in informal discussions, decision making and
other activities along with their managers and leaders. Behaviourally Anchored Rating Scale or BARS: BARS is a very unique
tool to bring out qualitative and quantitative benefits in the performance
appraisal of the managers and leaders (Richards, 2020). TESCO could use
this approach to measure management's and leader's actual performance in
comparison to predetermined performance. Psychological Appraisals: This approach is very much easy to determine
the hidden potential of the management and the leaders. This method mainly
focuses over analysing future performance rather than the past of managers
and leaders. This is useful to analyse several components of management
performance and how the leaders could frame themselves to be good with
their activities (Ma and Marion, 2021).
 Human-Resource Accounting Method: This means that performance of
managers and leaders could be done on the basis of monetary aspects that
are generated in the organisation. By use of this analytical strategy TESCO
would be able to know the actual performance of managers and leaders by
calculating the monitory advantages that are gained from the operations in
the business. With the help of this analysis organisation is able to evaluate the
overall rise of incomes gained by efficient and effective management and
leadership (Mgaiwa, 2021).
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7.0Conclusions
With the help of this report it can be said that management and leadership are
a crucial part of any business that helps to handle teams, people and the activities.
Through this report meaning of mangers and leaders could be understood along with
hard and soft skills required by them. This report had also presented the leadership
and management theories such as transactional leadership and scientific
management and many others are understood. In this report it had been understood
that how these leadership approaches affects the organisations and their decision
making. At the end report had been showing evaluation and impacts of management
and leadership on the organisational performance by the use of approaches like
360° Approach, BARS, etc.
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8.0 References
Books and Journals
Alblooshi, M., Shamsuzzaman, M. and Haridy, S., 2020. The relationship between
leadership styles and organisational innovation: a systematic literature review
and narrative synthesis. European Journal of Innovation Management.
Freeman, G. T. and Fields, D., 2020. School leadership in an urban context:
complicating notions of effective principal leadership, organizational setting,
and teacher commitment to students. International Journal of Leadership in
Education. pp.1-21.
Freeman, J. P. and Haley, K. J., 2020. Management quandary: Humble and
transparent leadership. In Higher Education Response to Exponential Societal
Shifts (pp. 140-157). IGI Global.
Gamarra, M. P. and Girotto, M., 2021. Ethical behavior in leadership: a bibliometric
review of the last three decades. Ethics & Behavior. pp.1-23.
Gong, L. and et. al., 2021. Inclusive leadership, ambidextrous innovation and
organizational performance: the moderating role of environment
uncertainty. Leadership & Organization Development Journal.
Johnson, R. D., 2021. Leadership Thinking Through Managerial Psychology.
In Handbook of Research on Multidisciplinary Perspectives on Managerial and
Leadership Psychology (pp. 1-24). IGI Global.
Kwan, P., 2020. Is transformational leadership theory passé? Revisiting the
integrative effect of instructional leadership and transformational leadership on
student outcomes. Educational Administration Quarterly, 56(2). pp.321-349.
Ma, X. and Marion, R., 2021. Exploring how instructional leadership affects teacher
efficacy: A multilevel analysis. Educational Management Administration &
Leadership, 49(1). pp.188-207.
Mgaiwa, S. J., 2021. Leadership initiatives in response to institutional quality
assurance challenges in Tanzania’s private universities. Journal of Further
and Higher Education, 45(9). pp.1206-1223.
Richards, A., 2020. Exploring the benefits and limitations of transactional leadership
in healthcare. Nursing Standard, 35(12). pp.46-50.
Robertson, A. and Olivier, S., 2020. Wholescale transformational change at pace:
Abertay University's approach to developing academic leadership.
In Delivering Educational Change in Higher Education (pp. 68-79). Routledge.
Steers, R. M. and Shim, W. S., 2020. Korean-style leadership: a comparative
perspective. Asian Business & Management, 19(2). pp.175-178.
Usman, M. and et. al., 2021. Fueling the intrapreneurial spirit: A closer look at how
spiritual leadership motivates employee intrapreneurial behaviors. Tourism
Management, 83. p.104227.
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Wanser, L. and Luckel, H., 2021. The Role of Leadership in Change in Healthcare
Facilities: A Qualitative Study. American Journal of Management, 21(1).
pp.16-31.
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Table of Content
Part 2: Presentation
 An introduction to motivational theories, including 2ccontent and
process, performance management and continuous improvement
 Examples of the application of performance management approaches
 Assessment of leadership and management approaches and theories,
including their role in supporting performance
 Recommendations of how the above could improve continuous
improvement and performance
 A motivational strategy that considers both intrinsic and extrinsic
motivation alongside social, cultural, and organisational variables
 How the strategy supports the achievement of organisational objectives
 The link between the strategy and enhanced organisational performance
is evident in relation to the chosen business
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