Leaders, Managers and Functions

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Table of Contents
I. Introduction............................................................................................................................3
II. Major findings....................................................................................................................3
1. Literature and theories......................................................................................................3
1.1. Leader..........................................................................................................................3
1.1.1. Definition.............................................................................................................3
1.1.2. Roles....................................................................................................................4
1.1.3. Characteristics..........................................................................................................5
1.2. Manager.......................................................................................................................6
1.2.1. Definition.............................................................................................................6
1.2.2. Roles....................................................................................................................6
1.2.3. Functions..............................................................................................................7
1.2.4. Characteristics......................................................................................................8
1.3. Comparison and theories.............................................................................................9
2. At Ford Company Vietnam............................................................................................10
2.1. Mr Quang current roles and functions......................................................................10
2.2. Theories applications to the case................................................................................11
2.2.1. Situational leadership............................................................................................11
2.2.2. Contingency leadership.........................................................................................13
2.3. Discussion..................................................................................................................15
III. Conclusion........................................................................................................................17
IV. References.........................................................................................................................18
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I. Introduction
Management and organization are critical components of both private enterprises
and a nation’s economic growth. The organization’s objective is to encourage and
promote individual cooperation and group effort. Such activity, however, needs
entrepreneurial and professional management - money exchanging regulations cannot
"control" business activity itself. The invisible hand should have fingertips able of
operating in harmony These researches identify management and leadership, explicitly
their obligations and functions, and differentiates their distinguishing characteristics.
Additionally, a specific situation involving Ford — the company's Company Vietnam
and Mr Quang, Production manager – is examined. His application of various leadership
and management roles, tasks, and responsibilities will be thoroughly reviewed, as will his
penetration into using several theories to assess the efficacy of the approaches, taking into
account both the strengths and limitations of each theory.
II. Major findings
1. Literature and theories
1.1. Leader
1.1.1. Definition
Leadership is the process through which a person persuades a collection of others
to work toward a shared objective (Swanwick, 2019). Additionally, Winston (2006)
asserted that the leader fulfills this effects by humbly communicating a prescient vision
of the company in plain language which resonates with the member(s) beliefs and
qualities in a comprehensive way and interpret the future as present-time project
milestones.
Northouse (2018) asserts that a leader motivates people to action while also
guiding the method in which they perform. They must be ethically obligated to address
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the wants and needs of followers (Harvard business review, 2021). Hersey (1982) defined
leadership style as a leader's approaches and actions while guiding, inspiring, and
managing people. Styles of leadership appear on such a range, spanning from dictatorial
at one end, where subordinates are compelled to work through the threat of discipline and
penalties, to laissez-faire at the other end, where subordinates are given little or no
instructions and are free to set their own goals and make all their own decisions, with a
variety of styles in between. Other well-known leadership styles include autocratic, when
decision-making is concentrated in the hands of leaders, and democratic, akin features to
its name.
1.1.2. Roles
Rather than just commanding, leaders are held to a higher standard for their jobs.
To place their enterprises to battle and win in the competitive environment of the twenty-
first century, Dess & Picken (2000) proposed an ideal concept of leaders' responsibilities
in this ever-changing twenty-first century: top executives, leaders must reduce their
dependence on conventional structures and governs and instead focus on five critical
priorities:
 Motivating and inspiring others with strategic vision: A compelling strategic
vision is one that is clear, compelling, and presented in such a manner that it drives
and inspires a comprehensive sense of corporate plans and objectives.
 Empowering workers at all levels: Rather than considering themselves as resource
directors and authority brokers, leaders must actually see themselves as adaptable
resources capable of assuming a variety of (sometimes unfamiliar) roles in
response to their staff' demands.
 Accumulating and sharing internal knowledge: Ideal leaders have mastered the art
of leveraging their investment in internal knowledge by (1) transmitting and
receiving information and ideas across the institution; (2) stimulating and
cultivating informal pieces of knowledge; and (3) leveraging technology to
facilitate the input-output process of information.
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