Essay on Importance of Leadership and Management

LEADERSHIP

Table of Contents
INTRODUCTION...........................................................................................................................1
Area 1 : Leadership and Management.............................................................................................1
Defining leadership and management....................................................................................1
Difference between leaders and managers.............................................................................1
Management Styles................................................................................................................2
Leadership Traits....................................................................................................................2
Priorities of NHS on management and leadership.................................................................2
Role of Human Resource........................................................................................................2
Internal....................................................................................................................................3
External...................................................................................................................................3
Recommendations..................................................................................................................3
Area 2: Training and development..................................................................................................4
Benefits...................................................................................................................................4
Training needs........................................................................................................................4
Evaluation of training/evaluation tools .................................................................................5
NHS priority on training and development ...........................................................................5
Role of Human Resource........................................................................................................6
Internal....................................................................................................................................6
External ..................................................................................................................................6
Recommendations..................................................................................................................7
Area 3: Talent Management.............................................................................................................7
Talent Management ...............................................................................................................7
Traditional employee focus and talent management focus....................................................7
Challenges of Staff management............................................................................................8
Role of appraisals...................................................................................................................8
NHS Priorities on Talent Management..................................................................................8
Role of HR..............................................................................................................................8
Internal Influence ...................................................................................................................8
External ..................................................................................................................................9
Recommendation....................................................................................................................9

REFERENCES..............................................................................................................................10

INTRODUCTION
The below essay explores the importance of leadership and management. It is important
for any organisation to have effective leadership and management because without them it is
hard for an organisation to achieve its goals and objectives. The essay defines leadership and
management and explain the difference between a leader and a manager. Their role would
explain the importance of both of them within the organisation environment. It is important that
an organisation have an effective leader and a manager to lead and manage the situation well.
Along with it, a variety of management styles and leadership traits are explained in the essay as
well. The essay also tends to explore the role and priorities of NHS management and the function
of Human Resource. The understanding would help one to understand the importance of Human
Resource management as well. The essay also explores the key theoretical models with their
application to the current NHS scenario. In the essay, the talent management has also been
defined with exploring the differences between traditional employee and talent management
focus. Along with it, the report explore the challenges faced by staff management and their role
of appraisals. At last, the report concludes with explaining the overall learning of the essay.
Area 1 : Leadership and Management
Defining leadership and management
Leadership is defined as an ability of an organisation's management to set and achieve
organisational goals and objectives, outperform the competitive environment, take fast and
decisive actions and to inspire and motive others to increase their performance and capabilities.
In NHS scenario, the organisational leadership characteristics includes honesty, ethics,
trustworthiness and a strong character(Dees, 2017).
Difference between leaders and managers
The leader of NHS is responsible for leading people. He creates value and is achievement
oriented. The leader makes sure that he anticipate the changes and prepares ahead of his time and
hold long term visions.
1

The manager of NHS is responsible for managing work. A manager counts value and is
result oriented. The manager have short term visions and he is responsible for delegating
responsibilities and tasks. He also minimizes risks and keeps the status quo of the organisation.
Management Styles
Different types of management styles used within NHS are autocratic, consultative, persuasive,
democratic, laissez-faire, and Management By Walking Around (MBWA).
Leadership Traits
The traits of leadership in NHS includes the leader being self-managing, acting
strategically, an effective communicator, responsible and accountable, sets clear goals and
persists in achieving them, visionary, creative and innovation maker etc.
Priorities of NHS on management and leadership
The priorities of NHS on leadership and management includes understanding that its
leadership is moving in the required direction by the organisation. To ensure that its leaders are
meeting the organisational goals such as ensuring that the funds are properly being received from
the people of the country(Tukker, and Tischner, 2017). Along with it, the organisation ensures
that its leaders are working as per their responsibilities assigned and are cooperating with the
overall team's decision and ideas.
Its priorities on its management includes ensuring that the organisations managers are
working in accordance with the provided responsibilities. The management is properly assigning
the tasks to the employees as per their job roles and skills.
Role of Human Resource
The role of Human resource in NHS management includes Human Resource planning in
which the Human resource tends to systematically plan to achieve the organisation most valuable
assets which are its Human resources(Gupta, Goktan and Gunay, 2014). Also, the Human
Resource department ensure that it is recruiting and selecting the right skilled employees as per
the needs of NHS. It also resolves the conflicts happen within the employees of NHS and
provides them with necessary motivation to increase their efficiency.
2

Internal
Strengths Weaknesses Threats Opportunities
Highly trusted group,
good relationship with
HOSC.
New procedures which
are strict and makes its
public shift towards
better options.
The damage of
reputation from
negative comments in
press.
Developing new
relationships and
focusing of customer
care.
The size of NHS is large in which more the 250 employees work and its structure is
functional. The promotion techniques used by the organisation to promote itself includes
contests, social media, mail order marketing, customer referral incentive programs, charity and
causes etc.
External
Pestle analysis showcasing the external environment influences:
Political: Strict government regulations in United kingdom.
Economical: Brexit issues and the loosing economy of the country.
Social: Less consumer awareness
Technological: new technology and their updates
Ecological: Climate change and the Paris climate agreement are factors making the organisation
hard to operate within the country.
Legal: Strict laws implied by the government of United kingdom makes it hard for the
organisation to operate.
Recommendations
It can be seen that the organisation is loosing its market reputation because of the damage
caused by negative comments. In this scenario, it is important that the leadership of organisation
makes sure that the organisation's reputation is gained back from the usage of effective strategies
and management techniques. The organisation to gain its reputation back can start promoting
itself with the usage of social media, newspapers, radio, television etc. Good promotion can
make the organisation to gain its reputation back and ensure that it is meeting its set goals and
3

objectives. Also, it will help the organisation to ensure its growth and development within the
economy of UK.
Area 2: Training and development
Training and development is known as an organisation's subsystem which emphasizes on
the individuals and groups performance and improvement. Training is known to be an
educational process that revolves around skill sharpening, attitude changing, acquiring more
knowledge and enhancing the employee performances.
Benefits
 Good training and development can make the organisation's employee better
 Increases awareness
 Develops employee skills and train them to be better etc.
Training needs
NHS can identify that its employees need training by taking feedbacks from them to
understand at what places they require improvements. Along with it, the organisation can ask its
managers and leaders to understand their employees and train them accordingly.
4

Evaluation of training/evaluation tools
Training evaluation tools include Questionnaires which are a number of questions which are
delivered to individuals to obtain the necessary information on a particular topic based on their
statistics. Focus groups allows NHS to facilitate discussions with a number of people with
common characteristics and same interests. Later the information is collected and opinions on
specific issues are obtained. Observation is done by NHS by observing its employees behaviour
in the organisation and providing them with the required training. Interviews help the
organisations to gather required data in both facts and opinions. After the collection, the
organisation can evaluate at what places training is required.
5
Illustration 1: Training evaluation tools
(Source: Training evaluation tools, 2015)

NHS priority on training and development
The organisation's priority in training and development includes observation of the
overall employees and understand where the training is required. NHS evaluates its employees
performances on a regular basis to understand the needs of trainings. Along with it, it from time
to time organises the classes and training sessions to make sure that its employees are being
trained regularly. The organisation also needs to ensure that its employees are regularly being
trained with the necessary training and they are not lacking any skills from which its growth can
suffer.
Role of Human Resource
The Human resource department plans the required training sessions and for the
organisational employees. It develops necessary plans in which all the employees are being
trained with the necessary skills and techniques. Along with it, the Human Resource takes
regular feedbacks to understand what are the employees organisational requirements. The
Human resource department bring forth the necessary tools and techniques to make these
trainings successful.
Internal
Strengths Weaknesses Threats Opportunities
The organisation is
having better customer
management systems
which ensures
customer satisfaction.
It is difficult for NHS
to retain its
stakeholder as new
opportunities make
them choose different
options.
Reputation damage
and not stakeholder
shift are some threats
faced by the
organisation.
Exploring new
markets can make the
organisation develop
new abilities and
improve its
performance.
The organisation's size is large and it holds and employee base which is more than 250.
The organisation's structure is functional and ensures smooth operations. The management style
used by the organisation is Democratic in which the management is having the freedom to make
changes as per their requirements(Laudon, and Traver, 2016).
6

External
External factors impacting NHS are provided below in the PESTEL analysis:
Political: Brexit, Strict government regulations
Economical: Poor economy of the country
Social: consumers finding better options
Technological: Arrival of new technology
Ecological: Paris climate agreement and climate change
Legal: Strict laws of UK's government
Recommendations
As seen that NHS can improve its organisations employee skills by using effective
training and development techniques. It has been identified that the organisation is loosing its
stakeholders because of better growth options available. It is important for NHS to ensure that
the organisation is making sure that its employees are being provided with the necessary teaching
in developing required skills and education(Cosgrove and Rijsberman, 2014). This can help the
organisation to ensure that its employee base is growing with the organisation and they are
satisfied as well. Along with it, it is important the organisation is ensuring better employee
management and leadership to hold these stakeholders and keep maintaining the organisation's
growth.
Area 3: Talent Management
Talent Management
Talent management is one the processes of Human Resource in which the department
tends to attract, motivate, develop and retain its high-performing employees. It helps NHS to
build effective systems in which all of these goals are achieved.
7

Traditional employee focus and talent management focus
Traditional employee focus allows the NHS to focus the employees needs and
understanding traditionally without being focused on any other factors.
Talent management focus allows the NHS to focus on the special talents of the
employees where the organisation is looking for the improvement.
Challenges of Staff management
NHS faces a number of challenges in managing its staff such as staff not being aware of
the organisational goals and objectives, lack of education, communication gaps etc. These
challenges can make the management suffer from understanding the needs and requirements of
the organisation's staff.
Role of appraisals
Appraisals help the organisation's employee to gain recognition and rewards. Also, it
builds are culture of trust and openness between the organisations and its stakeholder. This in
turn make the organisations employees to stick with the organisation for a long time.
NHS Priorities on Talent Management
It is important for NHS to ensure that the organisation is having good talent management
system to ensure that its employees are skilled and having required qualities. Along with it, NHS
ensures that the organisations is taking part in Talent Management techniques regularly(Baum,
Frese and Baron, 2014).
Role of HR
The role of Human Resource in talent management is to build effective systems to ensure
that the organisations employees are regularly taking part in talent development opportunities.
Internal Influence
Strengths Weaknesses Threats Opportunities
8

Good consumer
management systems
lead towards better
organisational growth.
Employees suffering
from growth issues.
The damage in the
organisation's
reputation.
Better management
and leadership can
take the organisation
further,
Its large size retains an employee base that is more than 250. The organisation's structure
is functional and ensures effective management and leadership(Maula and Murray, 2017). The
used management style in NHS is Democratic where the management controls the freedom of
making required changes.
External
External factors impacting NHS are provided below in the PESTEL analysis:
Political: The recent Brexit issue.
Economical: Bad economy of Britain.
Social: Consumers are inclined towards better systems.
Technological: New technological developments.
Ecological: Environmental changes
Legal: Strong UK's laws of government.
Recommendation
NHS is facing large issues in retaining its employees. It is important that the organisation
manages to develop effective talent management to ensure a good management and better
understanding of their employees. This will help the organisation to retain its employees for long
term and will ensure that they are working for them as per their requirements. Along with it, the
organisation's Human Resource needs to develop effective strategies to regain these employees
and hire the ones that holds the necessary skills and educations.
9

CONCLUSION
From the above essay it can be concluded that NHS is having less effective employee
improvement strategies in function. It can be seen as an important aspect that the organisation
manages to develop effective talent management skills in order to ensure a good management
and better understanding of their employees. Along with this, the organisation need constant
improvement in their training & development and leadership skills.
REFERENCES
Books and Journals
Baum, J. R., Frese, M. and Baron, R. A. eds., 2014. The psychology of entrepreneurship.
Psychology Press.
Cosgrove, W. J. and Rijsberman, F. R., 2014. World water vision: making water everybody's
business. Routledge.
Dees, J. G., 2017. 1 The Meaning of Social Entrepreneurship. In Case Studies in Social
Entrepreneurship and Sustainability(pp. 34-42). Routledge.
Gupta, V. K., Goktan, A. B. and Gunay, G., 2014. Gender differences in evaluation of new
business opportunity: A stereotype threat perspective. Journal of Business
Venturing.29(2).pp.273-288.
Laudon, K. C. and Traver, C.G., 2016. E-commerce: business, technology, society.
Maula, M. and Murray, G., 2017. Corporate venture capital and the creation of US public
companies: The impact of sources of venture capital on the performance of portfolio
companies. Creating value: Winners in the new business environment.pp.161-183.
Tukker, A. and Tischner, U. eds., 2017. New business for old Europe: product-service
development, competitiveness and sustainability. Routledge.
Online
Training evaluation tools. 2015. [Online] Available through
<http://thepeakperformancecenter.com/business/learning/business-training/types-of-evaluations/
training-evaluation-tools//>
10