Assessment of Characteristics of Leader and Manager

This study assesses the characteristics and roles of leaders and managers in an organization, with a focus on M&S Ltd. It explores the different approaches to leadership and management, as well as the importance of operation management. The assessment also discusses various theories and models of leadership.

MANAGEMENT AND OPERATION
Page | 1

Table of Contents
Introduction:....................................................................................................................................3
LO 1.................................................................................................................................................3
Task 1:.............................................................................................................................................3
Assessment of characteristics of leader and manager: (P1).............................................................3
LO 2.................................................................................................................................................5
Assessment role of leader and function of manager in situational context: (P2)............................5
Assessment of different theories and models of leadership: (P3)....................................................7
LO 3.................................................................................................................................................8
Task 2...............................................................................................................................................8
Assessment of approaches to managers and leaders: (P4)...............................................................8
Assessment of importance and value of operation management: (P5)..........................................10
LO 4...............................................................................................................................................11
Assessment of factors having influence upon operational management: (P6)..............................11
Conclusion:....................................................................................................................................13
References......................................................................................................................................14
Page | 2

Introduction:
Managers and leaders are the most profitable asset for any organization seeking expansion and
growth in the field of competition or challenge. Even though the vision statement of both
manager and leader is to enhance the competitiveness of the organization in the market place,
characteristics and behavior is different which is hard to identify and observed. The following
study would state about the different role or characteristics of both manager and leader towards
increasing the performance and position status of M&S Ltd which a medium size retail
organization. Moreover, different approaches of leadership and management would be
highlighted along with the steps required to achieve the objectives or goals. Thus, factors
existing within the business environment would also be discussed along with its final impact on
the overall organization.
LO 1
Task 1:
Assessment of characteristics of leader and manager: (P1)
While leader direct the path of the organization towards profitable or positive path and guide the
employees or professionals to overcome the barriers and problems, manager on the other hand,
needs to manage or administer the entire activities or operations of the employees or
professionals (Arnold and Nelson, 2014). Further, productive mixture of both leadership and
management skills would enable the enterprise to achieve mission and vision statement and
satisfy the respective customers. Linking the same with the subject matter the overall role or
characteristics of leader under M&S Ltd is elaborated below:
Characteristics or role of leader:
Creation of idea:
Leaders create unique ideas for the betterment of the organization in the field of competition or
challenge. They encompass the talent of creativity and utilize it for enhancing the working
Page | 3

parameters of the organization. Linking the same, leader of M&S Ltd comes up with creative
ideas of discovering e-commerce business to attract more customers (Arnold and Nelson, 2014).
Direction:
As mentioned in the definition itself, leaders are responsible if the direction of the enterprise or
organization is not correct and often leads to losses. Apart from creative ideas, leaders also show
the direction to the employees or professionals working underneath.
Risk bearing factor:
New business plans are always comprises of some risks or uncertainties which are bear by
respective leaders in different organization. Linking the same, the idea of M&S Ltd behind
extending into e-commerce business is also comprise of many financial and non-financial
uncertainties and leaders are held liable for it (Austin, Nolan and O'Donnell, 2012).
Characteristics or role of manager:
Risk mitigation:
Unlike leaders, managers use to minimize the risks by implementing different tools such as
SWOT and PESTEL analysis so to secure the legal position of the enterprise in the market place.
Linking the same, all the activities related to e-commerce expansion are administered by
manager of M&S Ltd so to reduce the level of uncertainties or risks arising from significant
sources (Austin, Nolan and O'Donnell, 2012).
Instruct employees:
While leaders only states about the ultimate direction and outcome of different projects managers
are held’s liable behind providing proper guidance and instruction to the respective professionals
or employees. Leader encourages the professionals while manager administered the employees
for future betterment of the organization.
Planning:
Managers use to plan the entire details of projects stated by leaders to execute the same in an
appropriate manner (BELKER, MCCORMICK and TOPCHIK, 2012). Dividing the tasks or
Page | 4

obligations among employees or department along with scheduling the entire operation into
weeks or months is part of manager duty. M&S Ltd, for successful expansion towards e-
commerce business needs efficient planning from managers and other related professionals.
Thus, from above it can easily view that each and every parameter of leaders and that of
managers are different from each other and are important in their respective fields. Leaders
perform all the creativity jobs for M&S Ltd while managers ensure all the activities and
operations are performed with utmost priority and seniority (BELKER, MCCORMICK and
TOPCHIK, 2012).
LO 2
Assessment role of leader and function of manager in situational context: (P2)
As mentioned above, since the characteristics of both leader and manager are different from each
other, it is necessary for the enterprise to implement correct leadership styles and management
functions after considering the parameters of different situations arising both inside and outside
the organization (Drucker, 2017). Moreover, the situational analysis of leadership inside the
working culture of M&S Ltd is elaborated below:
Role of leader in different situations inside the enterprise:
Considering the different parameters or elements of situation, leadership styles should be
implemented. Thus, the role of leader in different situations is elaborated below:
Democratic approach in case of poor performance:
The leader should implement democratic leadership approach in case the overall working climate
of the enterprise is surrounded by risks or uncertainties. Through this leadership style unity
would be framed inside the internal environment and collective performance would assist the
organization to overcome the barriers in an appropriate manner. Linking the same, in order to
perform the respective activities or operations of e-commerce business, M&S Ltd leader should
implement democratic leadership style and consider the suggestion or recommendation of each
Page | 5

and every employee or professional for forming productive or profitable decision or judgment
(Drucker, 2017).
Contingency theory leadership:
In case of big tasks or obligations, leader of M&S Ltd should consider the significance and
importance of contingency theory of leadership founded by Fred E. Fiedler’s and divided into
three structures such as task structure, member relationship structure, and positioning power
structure. All the above mentioned structures contribute towards implementing different types of
leadership style as per the necessity of the environment or condition. This, leadership style also
provides assistance to managers and other professionals while performing the duty or operations
(French and Vince, 2010).
Function of manager in different situation:
Similar to that of leader, managers are also required to implement different functions according
to the criticalness of situations so as to perform according to the requirement and necessity of the
market place. Moreover, the different styles of functions of manager are as follows:
Interpersonal function:
For managing and enhancing the performance and position of the employees or professionals,
managers are required to be highly efficient in interpersonal department so as to create cordial
relationship with each and every professional of the enterprise and perform collectively (French
and Vince, 2010).
Informational function:
All the sound and material information about any department, product, and services of the
organization or competitors should be properly informed to the respective parties of the
organization. Further manager of M&S Ltd should also timely monitor the performance and
position of the employees working under different department and provide necessary information
regarding enhancing or developing the same in an appropriate manner (Halbesleben et al., 2016).
Page | 6

Thus, both leader and manager need to encompass different skills and efficiencies in order to
perform as per the requirement and necessity of the conditions and dissolve all the risks or
uncertainties arising from significant sources.
Assessment of different theories and models of leadership: (P3)
Different types of theories such as situational, contingency, and system is comprises of many
benefits and advantages. Further, it should be the responsibility of the respective leaders of the
enterprise to review the overall parameters of the working climate of the organization and select
the best possible leadership theory for the same (Halbesleben et al., 2016). Moreover, under the
context of M&S Ltd, implementation of different leadership theories is mentioned below:
Situational leadership:
In order to enhance the overall performance or credibility of the respective professionals and
employees, it is necessary for leader of M&S Ltd to implement the situational leadership which
is comprises of different styles such as coaching, directing, supporting, and delegating. All these
fundamentals enhance the level of reliability placed on employees or professionals. Further, the
founder of the above mentioned theory Paul Hersey and Ken Blanchard also highlights the
performance readiness level which state about the maturity levels and enhance the internal
parameters of the organization (Hughes, Beatty and Dinwoodie, 2011).
System leadership:
The parameters or elements of this type of leadership style experience frequent changes
depending upon the requirement of the market place and overall economy. System leadership is
necessary to provide enterprise a profitable or positive direction and state about the significant
and importance of flexibility or change. System leadership sometimes also creates huge base for
overall strategic leadership which concentrates towards enhancing the parameters of the
enterprise and identify all the possible opportunities which embrace positivity inside the working
climate (Hughes, Beatty and Dinwoodie, 2011). Linking the same, in the initial years of M&S
Ltd, system leadership would assist towards experiencing huge growth and expansion in the
market place and attract and retain potential customers or clients from respective sources.
Contingency leadership:
Page | 7

This theory of leadership depends very much on the parameters of internal and external
environment and does not state about any fundamental way of handling operations or leading the
enterprise in the market place. The theory enables the leader to assess the situation in an
appropriate manner and create productive solutions for securing the position of M&S Ltd and
enhancing the status in the overall economy. The theory highlights the significance of many
external parties such as technology, distributors, Government, customers, etc and assesses the
impact of the same towards the overall performance of the enterprise (Mascia, 2014). Moreover,
it is necessary for the leader of M&S Ltd to share cordial relationship with members and other
employees and understand the power of the authority to properly implement the contingency
theory inside the working pattern of the organization.
Thus, depending upon different situation, implementation of the above mentioned theories is
required or needed for future betterment or profitability.
LO 3
Task 2
Assessment of approaches to managers and leaders: (P4)
In order to overcome the competitive pressure or challenge experience by the professionals of
M&S Ltd, it is necessary for respective managers and leaders to understand their roles and
responsibilities in an appropriate manner and implement the same in a fruitful manner (Mascia,
2014). Moreover, the approaches which would enhance the position and status of operation
management of M&S Ltd are elaborated below:
Minimization of products:
While managing the inventory turnover ratio for the enterprise, it is necessary for the respective
managers to minimize the wastes of products and other goods in order to increase the financial
power of the organization in the market place. Minimization of product or goods would also
contribute towards creating proper demand supply ration and perform as per the requirement of
the market place (Neuschel, 2015).
Page | 8

Follow sequential procedures:
Sequential approaches is also necessary for the respective professionals managing the boundaries
of the organization to remain steady and efficient while performing the activities or operations,
Managers with sequential approaches would be able to perform even under critical or sensitive
conditions which further remove the workload from the shoulders of the employees and align the
actions with the respective financial and non-financial objectives or goals of the organization
(Neuschel, 2015).
Bottleneck approach:
Bottleneck approach is required to achieve proper utilization of physical and human resources
and fulfill the respective objectives and goals of the enterprise. M&S Ltd with the
implementation of bottleneck approach would be able to identify all the financial and non-
financial opportunities existing in the market place and dissolve the threats or risks arising from
significant sources.
Apart from operation management, leaders and managers are also required to perform some
creative activities or operations and control the overall status of the enterprise in the market place
(Pulce, 2015).
Inspire and motivate employees:
It is not to be mentioned that human resources are the most vital and profitable asset for
enterprises or organization willing to expand and grow in the market place. However, in order to
achieve this vision, manager of M&S Ltd should inspire and motivate the employees through the
medium of rewards and incentives schemes along with productive planning and monitoring.
Moreover, manager should negotiate the way of the enterprise surrounded by known and
unknown threats through the implementation of productive techniques and consideration of
innovative tools (Pulce, 2015).
Flexibility:
Considering the parameters of the current economy, it is necessary for the leader of M&S Ltd to
implement sense of flexibility inside the working climate and in the mind set of respective
Page | 9

employees or professionals. This would assist the enterprise to gain competitive advantage in the
market place and overcome all the financial and non-financial barriers with ease and grace.
Moreover, leader should identify the most profitable and positive direction for the organization
with no risks or uncertainties (Schuetze and Cunningham, 2017).
Assessment of importance and value of operation management: (P5)
Productive operation management is necessary for the overall development of organization in the
market place. Operation management track all the activities and operations of the enterprise and
administer the respective performance of professionals and employees in a fruitful manner.
Further, for improving the working condition of M&S Ltd in the field, it is necessary for the
enterprise to create sound environment inside the premises and contribute towards the production
of efficient operation management (Schuetze and Cunningham, 2017). Moreover, the importance
and value of operation management is elaborated below:
Multiple functions of organization:
The parameters of operation management is extended towards performing all the activities
related to finance, marketing and operation which overall covers each and every action and
operation of the enterprise. Further, by designing a creative operation management in the
workplace, it would become quite feasible for M&S Ltd to remain efficient towards financial,
marketing, and other operations which together increase the financial and non-financial status of
the enterprise and achieve the respective objectives or goals (Sherman, 2012).
Comprises of opportunities:
It is necessary especially for retail organizations to capture all the financial and non-financial
opportunities existing in the boundaries of the market place to move systematically and
overcome known and unknown threats. Furthermore, in order to achieve this vision, profitable
operation management is required. M&S Ltd through the implementation of creative operation
management would be able to fulfill all the loopholes and recognize all possible opportunities
properly.
Management of physical and human resource:
Page | 10

Operation management enables the enterprise or organization to manage both physical and
human resources in an appropriate manner and deals with all the contingencies arising from
significant sources with innovation (Sherman, 2012). Further, to challenge the poor situation or
working climate of M&S Ltd, it is necessary for the respective professionals or managers to
construct operation management which mix the efficiency of both physical and human resources
towards enhancing the performance of the enterprise.
Enhancement of assets and reduction of liabilities:
The dominance of assets over liabilities is a clear sign of innovative organization or enterprise in
this competitive market place. Operation management assists the companies to enhance the
frequency or statistics of assets over liabilities which further contributes towards enhancing the
financial power and gaining more financial advantage in the market place. M&S Ltd through the
implementation of productive operation management would be able to dominate the rivals and
other competitors over the power of asset and become financially stable due to reduction of
liabilities (Testa, 2015).
The significance and importance of operation management is never ending for any retail
enterprise existing in the market place. Operation management provides solution to any kind of
financial and non-financial problem staying under the zone of the enterprise and haunting the
performance and position of the same.
LO 4
Assessment of factors having influence upon operational management: (P6)
There are several factors and elements which influence the overall performance and position of
the organization in the market place either positively or negatively. Further, the professionals and
employees of the enterprise need to be prepared for all the criticalness and sensitive situations or
events arising internally or externally. These factors also impact the decision making process and
judgmental procedures of the leaders and other authorities guiding the overall direction of the
company in the field or market place (Testa, 2015). Moreover, the factors existing within the
Page | 11

boundaries of business environment and affecting the decision making procedure is elaborated
below:
Training of professionals:
The behavior of employees or professionals and the manner they were being trained by the
organization holds significant influence towards the overall credibility of operation management
and overall performance of the business. Here the professional’s skills and talents is a vital point
which indirectly summarizes the overall parameters of the enterprise and affects the efficiency of
operation management and strategic planning.
Work scheduling:
Division of work among employees or professionals also impacts the overall status and validity
of operation management and the efficiency of professionals or employees (Vestal, 2015). This
portion also states about the availability of resources and how properly they are utilized to meet
the objectives or goals of the enterprise or organization.
Work culture:
Both work culture and operation management is interrelated with each other and contributes
towards increasing the productivity of the enterprise or organization in the market place. Work
culture or process states about the overall professionalism existing inside the enterprise or
organization and the status of co-ordination and cooperation existing among different
departments.
Apart from the factors mentioned above, which influence the overall credibility of operation
management, decision making procedure or process is also driven by the elements of some
conditions which are mentioned above:
External environment:
The overall outcome of external environment affects the performance and position of the
enterprise and influences that of decision making procedure or process badly (Vestal, 2015).
Political, legal, and technological factors states about the profitability ratio of different location
which further impact the decision for the enterprise regarding different projects or schemes.
Page | 12

Return:
Since the major obligation of any enterprise including M&S Ltd is to maximize profit, return on
investment directly impacts the overall decision making procedure of the enterprise taken at
different levels or standards. If the return is high with no unknown threat or risk, decision is
majorly approved by the authorities and if the decision is risky and comprises of uncertainties,
the same is generally not implemented or executed by the enterprise (Zenger, 2014).
Conclusion:
The study highlights the part of manager and leader towards enhancing the financial and non-
financial position and status of the organization in the market place. The characteristics of both
the above mentioned professionals is different from each other which further contributes towards
achieving the respective objectives and perform as per the requirement of the market place. M&S
Ltd needs complete re-modification of strategic and market planning to enhance the performance
of professionals and credibility of leaders in an appropriate manner. Moreover, the working
culture put significant influence towards operation management while return from investment
and political factors have impact towards decision making process or procedure of the enterprise
(Zenger, 2014).
Page | 13

References
Arnold, L. and Nelson, G. (2014). Developing the new frontline manager. Nurse Leader, 2(6),
pp.50-53.
Austin, R., Nolan, R. and O'Donnell, S. (2012). Harder than I thought. 1st ed. Boston, Mass.:
Harvard Business Review Press.
BELKER, L., MCCORMICK, J. and TOPCHIK, G. (2012). The First-Time Manager. 1st ed.
New York: AMACOM.
Drucker, P. (2017). Toward the new organization. Leader to Leader, 1997(3), pp.6-8.
French, R. and Vince, R. (2010). Group relations, management, and organization. 1st ed. New
York: Oxford University Press.
Halbesleben, J., Perrewé, P., Rosen, C., Gentry, B. and Clerkin, C. (2016). The Role of
Leadership in Occupational Stress. 1st ed. Bingley: Emerald Group Publishing Limited.
Hughes, R., Beatty, K. and Dinwoodie, D. (2011). Becoming a strategic leader. 1st ed.
Mascia, A. (2014). Project manager: leader, influencer e conflict manager. PROJECT
MANAGER (IL), (20), pp.19-23.
Neuschel, R. (2015). The servant leader. 1st ed. Evanston, Ill.: Northwestern University Press.
Pulce, R. (2015). Manager, coach, or both?. Nurse Leader, 3(1), pp.6-7.
Schuetze, K. and Cunningham, B. (2017). The case manager connection: Taking a leadership
role to improve patient outcomes. Nurse Leader, 5(1), pp.48-50.
Sherman, J. (2012). Leader Role Inversion as a Corollary to Leader-Member Exchange. Group
& Organization Management, 27(2), pp.245-271.
Testa, M. (2015). Service Leader Interaction Behaviors: Comparing Employee and Manager
Perspectives. Group & Organization Management, 30(5), pp.456-486.
Vestal, K. (2015). Project manager: Me?!. Nurse Leader, 3(6), pp.8-9.
Page | 14

Zenger, J. (2014). Leading teams. 1st ed. Homewood, Ill.: Business One Irwin.
Page | 15