Leadership Report: Styles, Models, Organizational Culture, and Diversity Management

This report analyzes different leadership styles and models, their impact on organizational culture, and the importance of diversity management. It includes a case study of Marks and Spencer and discusses Autocratic, Participative, Delegation, Transformational, Transactional, and Situational leadership styles. The report also covers the impact of organizational culture on leadership styles and the benefits of workplace diversity management.

Leadership

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK...............................................................................................................................................3
Leadership styles and models in different situations in a business context..........................3
Organisational culture and the impact this has on leadership styles,...................................5
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Leadership can be termed as the ability of person or group of people of an organisation
influence and guide other enterprise or institution. A good leader is a person who is positive
and encourages praise employee for there good job and brings out the best from each person.
This report comprise a brief analysis of marks and Spencer company (Megheirkouni, 2018). It
was founded by Michael mark and Thomas Spencer in the year 1884. Its headquarter is London,
England and marks and Spencer deals in foods, clothing and homes, M&S banks, M&S energy.
This report includes different types of styles and models such as Autocratic, Affiliate,
Bureaucratic, Coaching Democratic, Facilitative and also impact leadership on institution and its
culture and diversity in management.
TASK
Leadership styles and models in different situations in a business context
Leadership can be said as when one party promotes, movements or change in the other
party through its influential power. Good leader is a person with the ability to make strategic and
visionary decision and has power to convince other to follow his decision. Leader is an
individual with ability to create vision and can work towards on achieving them. Leadership
styles is refereed to as the classification of and individual on how they lead there group.
Leadership is setting and achieving goals , tackling the competitions and solving problems
quickly (Karatepe, Aboramadan and Dahleez, 2020) . Leadership usually provides direction to
the company and its followers an employee needs to know its direction in which he is headings
and company's destination . Leadership shows employees a clear path on which they can walk
and supervising their completion of work It is of 4 type
Authoritarian leadership or Autocratic-
Authoritarian leaders are also know as Autocratic leader. Autocratic leadership is where
an individual person has total decision making power and complete control on his follower or
subordinates. In such case Autocratic leader do not like to entertain any view or suggestion given
by the lower person. Some also call them dictator and this type of environment is not good for
any business organisation or an institution
Participative Leadership -

Participative leadership are also recognize as democratic leadership. Participative
leadership do not work on top-bottom approach of the management in it all the individual in the
organisation work for each other in decision making and can address organisation problem and
even employees can internally vote to the problems or issues. In management like this people get
engage in decision making- process and this make them more motivated and creative.
Delegation leadership-
Delegation leadership is also know as Laissez-Faire. Delegation leadership is where the
leader do not hold power of decision making group member make all decision. Researchers have
showed that the leadership give lowest output from the group members. Members in these
leadership group gets little or no guidance from there leader and that leads to poorly defined
roles and less motivation (Hewitt, Dahlen, Hartz and Dadich, 2021). Laissez-Faire mode of
leadership due to lack of direction employees blame each other for there mistake. In this people
take less self- responsibility and result 's in less productivity and work.
Transformational leadership-
Transformational leadership is also defined as single most effective style.
Transformational leadership where an individual social system is changed by the leader 's
approach it effect positively and valuable as its end goal is to convert all the follower to leader 's.
it was first introduced in late 1970 later expanded by the researchers Bernard
M bass. The leader in this organization are emotionally intelligent ,energetic, passionate they not
only help the organisation to accomplish its goal and also employees to reach there full potential.
Transaction leadership -
Transaction leadership is also know as managerial leadership. Transaction leadership is where
leader uses rewards and punishments to get desired work from its lower member. In this
leadership every member has to obey their leader and that result in low output and less
comfortable working environment. Transaction leadership includes motivating and directing
primarily through their own self interest . The power of transaction leaders comes from the
formal authority and responsibilities . The main goal of the followers is to obey the command
and orders of leader . This style can also be called as telling style .
Situational leadership -

situational leadership can be defined as adapting to each unique situation or task to meet
the requirement of team and team member. It was developed by ken Blanchard and Paul Hershey
developed it in 1969. They also said that there is no “one size fits all”. It is strategy that
designates leadership style to a given situation based on number of factor . Situational leadership
style can be adapted according to the level of competency and commitment of employee .
Situational leadership style is a flexible style created to attain the highest potential of employee
while meeting company's deadline and milestones .
In context of the institution marks and Spencer should choose a mix of leadership for
instance it should use Autocratic leadership. As this will let the employees to get direction
towards there and organisational goal. This will also help in saving a lot of time as employees
will be working in the right direction and giving right output and that will increase there
productivity and there will be oder managed and that will lead to a good working environment
(Gürlek and Çemberci, 2020). Marks and Spencer should also use delegational leadership that
will lead to employees getting engage in the working of the organisation and come out with good
ideas to help the organisation to grow. M&S should use situational leadership as this will help
the employees to be active and conscious as they have to take decision for the organisation. It
will also give them a sense of power that will make them more productive and more motivated
towards the work
Organisational culture and the impact this has on leadership styles,
Organisation Culture
Culture is collection of beliefs that impacts the behaviour and how things get done in a
company. An organisation's culture defines the way of behaving or doing work in an
organisation. This culture are mixture of values and beliefs that are shared by the leaders of an
organisation at in brief it can be said as shaping employee , perception and understanding.
Organisation culture influence the growth of employee and new hire recruitment and retention of
pure talent. It is a personality of a company and it directly impacts the job satisfaction of
employee. There is a misconception regarding organisational behaviour that employee perks and
core values are the main points but in reality core values only guide the organisational behaviour
and benefit packages are the by product of good work and that creates a enjoyable work
environment .Organisation culture plays a vital role in attracting the right candidate for the jobs
and helps to retain them as employees .

Types of organisational culture
There are two kind of polarities which are identified by researchers as useful and those
are 1) internal focus and integration vs external focus and differentiation and 2) flexibility and
discretion vs stability and control (Aboramadan and et, al., 2021). These qualities usually
represented in a framework called competing values. A quick google search will easily provide
different different articles mentioning six to seven organisational culture but this Quinn and
Cameron's four type generally accepted.
Clean culture
Mentorship and teamwork are the primary focus of this type. This culture mainly focuses on
environment which gives feel like family to employees, In this everyone has given priority in
terms of communication as this culture follows the horizontal structure , it removes the
difference barrier between c-suite and the employees.
 Benefits – This culture encourage high rate of engagement of employees, if a employee
is happy it makes customer happy, It has a different environment which can help
company to capture more market.
 Drawbacks – after growth of company family style culture is difficult to follow. Plus, in
horizontal leadership structure , day to day operations and communication direction
lacks.
Adhocracy culture
Risk taking and innovation is primary focus of this culture . These companies want to do
something innovative in their industries before anyone else and to do so they have take the risk.
In this culture employees are motivated to think creatively and awarded to bring idea on table.
 Benefits – it contributes to high profit margins and employees stay motivated to generate
creative ideas.
Drawbacks – risk is risk there's always a chance in which company can ruin its profit and can
harm its industry (Bush, Bell, and Middlewood, 2019).
Market culture
Competition and growth are the main focus of this culture. It emphasis profitability, everything is
evaluated as bottom line, each position has given tasks while keeping in mind about the
company's larger goal, and there are many objectives on which we can differentiate the leaders
and employees . This culture is result oriented which mainly focuses on external success rather

than own internal satisfaction, it mainly puts pressure on getting things done like reaching the
goals and getting results.
 Benefits – companies using this culture are mostly successful and profitable.
 Drawbacks – on the other hand they are aggressive and fast paced towards company's
growth so in between employees looses interest in work .
Hierarchy culture
Structure and stability are the main focuses of this culture. Companies following this culture
adhere to traditional corporate structure. These organisation can be called as old fashioned
because they follow rigid structure and there is often dress code for employees.
 Benefits – they have clear direction of communication.
 Drawbacks – it has slow growth and due to its rigidity it leaves very little room for
creativity.
Workplace diversity management: -Workforce diversity is having composition of employees
in an organisation upon demographic, psychological or organisational structure domain. Impact
of diversity in workplace has been discussed below: -
 Variety of different perspective: -As people are having different backgrounds and
characteristics then they will have different skills and experience, employees in a
company having higher diversity can have different mindsets hence can benefit the
company in planning and execution of a business strategy (Adams, 2018).
 Increased creativity: -In addition to that company can take the use of different
employee's different ideas of creativity , when different type of people are put together
then they often have different ideas
 Higher innovation: -According to a research, inclusive companies are more likely to be
innovation leaders in the market by 1.7 times
 Faster problem solving: -employee from different backgrounds have different thoughts
and that's why they are able to bring different ideas to table . Thus the best solution can
be chosen sooner .
 Better decision making: -when employees from different backgrounds can bring
different solutions so that decision making can be faster and company can get good
results .

 Increased profits: -if diverse employees are going to bring diverse solutions and solve
the problem faster it will ends in favour of company .
 Higher employee engagement: -this is a straightforward deal that employees feel
involved they will be engaged .
 Reduced employee turnover: -If employees having diverse background will be valued
more and if they feel valued then they will stay for longer period (Bush, 2019).
 Better company reputation: -work place diversity makes company look more
interesting, if company have more diverse employee then people can relate more to
company .
 Improved hiring results: -Diversity in workplace will increase employers brand and
company will become desirable place to work
CONCLUSION
From the above report it has been concluded that the leadership is the ability to direct group
of people to one common goal. This is done by people applying their leadership style into the
work . Leaders create enthusiasm and commitment into their work and in the followers to create
best out of them while using their full potential , in this report leadership styles are clearly
mentioned and how they influence workplace . This report tells more about the organisational
culture that how it influence leaders and different types of organisational culture that different
company follows . In addition to that , the impact of diversity management on organisational
culture

REFERENCES
Books and Journals
Aboramadan, M., and et, al., 2021. Linking authentic leadership and management capability to
public hospital performance: the role of work engagement. International Journal of
Organizational Analysis.
Adams, D., 2018. Mastering theories of educational leadership and management. University of
Malaya Press.
Bush, T., 2019. Distinguishing between educational leadership and management: Compatible or
incompatible constructs?. Educational Management Administration & Leadership, 47(4),
pp.501-503.
Bush, T., Bell, L. and Middlewood, D. eds., 2019. Principles of educational leadership &
management. Sage.
Gürlek, M. and Çemberci, M., 2020. Understanding the relationships among knowledge-oriented
leadership, knowledge management capacity, innovation performance and organizational
performance: A serial mediation analysis. Kybernetes, 49(11), pp.2819-2846.
Hewitt, L., Dahlen, H.G., Hartz, D.L. and Dadich, A., 2021. Leadership and management in
midwifery-led continuity of care models: a thematic and lexical analysis of a scoping
review. Midwifery, 98, p.102986.
Karatepe, O.M., Aboramadan, M. and Dahleez, K.A., 2020. Does climate for creativity mediate
the impact of servant leadership on management innovation and innovative behavior in
the hotel industry?. International Journal of Contemporary Hospitality Management.
Megheirkouni, M., 2018. Leadership and management development post-war: exploring future
trends. International Journal of Organizational Analysis.