Leadership Approaches and the Role of Leaders and Managers in M&S

This report delves into the core differences and similarities between leaders and managers, highlighting their distinct characteristics and functions within an organizational context. It examines various leadership approaches, including situational, system, and contingency leadership, providing detailed analyses and evaluations of each. The report applies these leadership styles to the Marks and Spencer (M&S) context, offering practical insights into how these approaches can be implemented. Furthermore, it explores the importance of operations management, emphasizing the roles of leaders and managers in enhancing efficiencies and achieving organizational objectives. Key factors influencing business are also discussed, providing a comprehensive overview of leadership and management in operations.

Management of Operations

Table of Contents
Management of Operations..............................................................................................................1
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
Differences and Similarities between Leader and Manager........................................................1
Different Approaches of Leadership............................................................................................3
Analysis and Evaluation of Approaches......................................................................................5
TASK 2............................................................................................................................................6
Approaches to Operations Management......................................................................................6
Importance of Operations Management role of leaders and managers to enhance efficiencies to
meet objectives of the Store.........................................................................................................8
Key Factors that can influence Business...................................................................................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Leader and manager though both these haver many similarities and many times are
considered same but when given due consideration both of these have many factors in their roles
and functions that are enough to justify difference between leader and manager. A leader is an
individual who seeks to motivate others/followers, they motivate a group to achieve common
goal. In business context leaders guide and direct employees and group of employees working
for and in organisation to achieve goals of an organisation. Manager on the other hand is in
charge in an organisation for certain activities and for a group of individuals who are required to
report the manager. Managers are also those who manage organisation and undertake activities
for its management like planning and controlling and also administer the organisation. This
report includes discussion over manager and leader in M&S(Marks and Spencer), British
Multinational retailer. Different approaches of leadership have also been included in this report.
Different approaches of operation management have also been included in this report along with
a discussion about what leader and managers can do to increase efficiency of the operation
management.
TASK 1
Differences and Similarities between Leader and Manager
Leader and Manager both are difference terms and as the term is different they are also
different in their characteristics and about what they do. When it comes to their characteristics
difference between Leader and Manager is-
Leader are Unique and Managers Copy
Whether their style or their other characteristics leaders are always different. No one
leader is like other and this is what leaders are known for their difference. On the other hand
Managers are not unique they are copying style of others. Specially those who they believe have
been successful in managing people and organisation (Winston, 2018). The reason behind this is
that leaders are willing to be themselves and managers are trying to work competently and for
that are ready to adopt behaviour of others. This is what makes leader unique and authentic and
managers not.
Leaders Grow Personally and Everyday and Managers rely on proven skills
Leaders learn every day and grow all the time in context with their knowledge and
expand their criteria of thinking. Leaders are willing to be relevant to the ever-changing world
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and that is why remain curious to learn. Managers on the other rely on skills that have been
proven to be successful and that is why work on perfecting their existing skills that are proven
and adopt behaviours that also have been previously proven.
In context of their functions difference in Leader and Managers is that-
Leaders Coach and Managers Direct
Leaders coach and make their followers learn new things and existing principles so that
they can grow and develop whereas managers direct their followers specifically their fellow
employees to complete tasks and function effectively to achieve organisational goals.
Leaders Create Vision, Managers Develop Goals
Vision that are long tern that are end point are created by leaders and managers whilst
develop goals so that these vision can be achieved successfully and effectively. Vision is a desire
that leaders create in a form that it can become reality.
In context with M&S the group is leaded by Steve Rowe who is its chief executive officer and
then as company operates in form of retail stores these are managed by Store Managers.
On the basis of their characteristics and functions these were the difference between leaders and
managers, but they do also have some similarities, which are-
Both are Accountable for Results
First similarity in leader and manager is that both of these are accountable for results.
Both guide and direct their employees and followers and where results come leader and
managers are considered accountable for the results in both the cases when results shows success
and even when results shows failure.
Both influence Work Culture
Work culture is influenced by both whether its manager or leader. Employees are affected
by their behaviour and their style (van der Wal, 2017). They also set structure in this way both
leader and manger influence work culture.
Goal Achievement
Manager and Leader no matter what they do and how they do it. Important consideration
of both of these is to achieve the goals and all their actions and decisions are concerned with
achievement of goals. They motivate and direct employees so that they can give their most and
effective contribution for achievement of goals.
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Different Approaches of Leadership
Various approaches of leadership that refers to style of leadership that leaders apply to
lead and motivate their followers to achieve goals. Situational Leadership, System Leadership
and Contingency Leadership approaches are being discussed here-
Situational Leadership
Situational Leadership Style refers to how leaders need to adjust their style according to
their followers and their developmental level so that they can influence their followers in right
manner and their efforts of influencing their followers bring best results (Whitaker, 2018). This
style of leadership have been studied and discussed by Hersey and Blanchard. They have
suggested four styles in which leaders can adjust themselves, these are-
Telling and Directing- Leaders are required to tell their followers and employees what they are
required to do and how they need to do it. This style requires clear guidance and close
supervision by managers.
Selling and Coaching- This style of leadership says that ultimately decisions will be taken by
leaders but employees are requested to give their input for the problem so that leader can
consider their opinion before making final decisions.
Participating and Supporting- This style requires that leader gives some direction and ultimate
decisions are taken by followers to increase their responsibility (French and Rees, 2016). Leader
in this style requires giving feedback and motivate employees to increase their confidence.
Delegating- Leaders have the least responsibility and employees are highly competent and
committed for their work and organisation. In this situation leaders can delegate their tasks to
employees.
Strengths of Situational Leadership Approach is that-
 It recognizes need of flexibility and change.
 It creates better relationship between leaders and employees.
 Increase Awareness of Leaders.
 Easy to understand and apply.
Weaknesses are-
 Not all the leaders can change their style according to situation.
 It shifts focus from long term goals and objectives.
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 Defining maturity and commitment is a challenging task.
System Leadership
Using sound principles of human behaviour to create good models for leadership, system
design, organisational strategy and social process. Leaders in an organisation are provided with
tools to predict behaviour of their employees in an organisation. Tools also help to build
effective systems which drives productive behaviour. System leadership is leading when leader
is not in charge and need to influence others rather than managing them. It is about leading
across department, organisation and sector. System leadership describes the way leader need to
work when they face large, complex and difficult problems and where no one person can find
and organise solution on their own (Lounsbury and et.al., 2016). Key elements of System
leadership are Complex System insight, Coalition building and advocacy tactics and
collaborative leadership skills.
Strength of System Leadership are-
 It increases adaptability of environmental change in organisation.
 It focuses on achievement of both individual and organisational goals.
 This leadership focuses o multiple dimension of management.
Weaknesses of System Leadership are-
 It may lead to delay in decision-making.
 It may not always be practical to apply system leadership.
 May not be applicable to smaller organisation.
 Does not cater to needs of contingency and any other particular style of leadership.
Contingency Leadership
Theory that states other factors that are important for success of leadership. This states
that abilities of leader is not the only factor on which success of leader depends. This theory
suggests that leader can not change their style and that is why it is required that leaders are put in
a situation that matches with their style. Unlike situational leadership where leaders were
expected to change their style according to situation. This approach says that situation is required
to match with style of leader. In this approach determinants of situational favourableness are
leader member relationship, Task Structure and Position power. These factors determine what
kind of leadership style is required and find right style for the team.
Strengths of Leadership are-
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 It is dynamic in nature.
 It helps manger to improve their leadership and decision-making style.
 This leadership helps to design organisational structure and plan the information decision
system.
Weaknesses of this leadership are-
 It is reactive to nature.
 Complex while practical implementation of leadership.
Analysis and Evaluation of Approaches
These three approaches of leadership situational, system and contingency approach which
have been discussed above. According to situational leadership theory leadership which requires
leader to change their style according to situation (Carroll, Ford and Taylor, 2019). These styles
that a leader can and need to chose are Telling, Selling, Supporting and Delegating and these
depend on followers and their competence and level of commitment that followers have for
organisation. In context of M&S situational theory can be applied in following forms and
situations-
1. When employees join the organisation their team leader or leader is required to adopt
telling style. Using this style that time is suitable because development of commitment
takes time when employees join the organisation they are not also very competent.
2. Later when employees get to know about their work and organisation and their
knowledge gets increased their competence move from low to moderate but are willing
and enthusiastic to work. In this situation leader can chose selling style of leadership by
asking their opinion and viewpoints for a situation.
3. Supporting leadership style is applicable when team of the leader in moving from
moderate to high but are not willing to take responsibility. Leader need to give some
guidance and direction and decisions are taken by followers and employees. This
situation comes after some time when employees have joined the organisation and have
started taking some responsibility as per their knowledge and capability. This leadership
requires leaders to motivate employees and followers.
4. High competence of employees and high commitment both requires leaders to delegating
tasks to employees. In this situation followers are required to take decision about what to
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do and how to do that (Mehdinezhad and Sardarzahi, 2016). This leadership style can be
adopted when employees have spent enough time with M&S and they can be trusted
about their competence and commitment for M&S.
Application of System Leadership is required when M&S is facing some complex problems and
issues. This leadership can be applied at top-level of the hierarchy when it is concerned with
leadership of individual. This can also be regarded as organisational leadership and can be
applied when individual have superior power relationship with all other and can set boundaries,
targets and direction for others. CEO of the M&S can be regarded as system leader on the basis
of individual leadership and in collective leadership it means leadership at various level of the
organisation.
Contingency Leadership which claims that a leader with their own skills, education and
relevant qualification can be successful in one situation ad not in every situation. This is the
reason that leaders are required to match situation that matches with their style. To decide
leadership style leaders can LPC (Least Preferred Co-worker). This will help them understand
whether they are task oriented leaders, or they are relationship oriented leaders. After this leaders
can chose situation which can be decided by two factors that are leader member relation, task
structure and position power (Reunanen and Kaitonen, 2017). In M&S a leader who is task
oriented will have poor relations with members, will have high task structure and strong position
power. A leader who is relationship oriented will have good relations with members, high or
moderate task structure and weak position power. Though most favourable situation is when
leader member relationship is good, task structure is high and position power is strong.
TASK 2
Approaches to Operations Management
Operations Management refers to administration of business practices. It is concerned
with converting material into goods and services with the highest efficiency. Aim of this is to
achieve the highest operation profit by reducing cost of the process (Collinson, 2017). Operation
Management involves using resources from staff, material, equipment and technology.
Approaches of Operation Management are as follows-
Six Sigma
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A measurement based theory and methodology that aims at improving process and
internal and external customer satisfaction. This approach is about reduction in variation process.
Reduction aims at consistent and desired outcomes from process and reducing defects of the
process.
Model of Six Sigma (DMAIC) is as follows and process of Six Sigma consist of 5 phases-
 Define
 Measure
 Analyse
 Improve
 Control
This process can be used for quality improvement process. This also use quality tools for
improving quality.
Explanation of DMAIC is-
Define- This phase of the process is about defining the problem and goal of the process
improvement and identifying customers and their requirements. This project for improvement is
leaded by Voice of Business, Voice of Customers and Voice of Process (Muenjohn and
McMurray, 2018). This phase also undertakes designing blue print for Six Sigma project. Project
includes-
 Business case (link of problem with overall business objectives)
 Problem Statement
 Goal Statement
 Project Scope
 Team and their broad responsibility
 Time plan and
 Estimated project benefit
In this role of Store manager at M&S is to administer and provide guidance and direction for
problem. Team and their responsibility is also decided by manager.
Measure- This phase includes collection of data that is relevant to the project and its scope. Data
after collection is analysed to ascertain its nature and various tools can also be used to understand
and analyse data. In this process manager is required to identify data that is relevant to the
project scope and its problems. Justification of accuracy is also required to done by managers.
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Analyse- Find the main cause of business inefficiency and problem. This phase requires to
identify gap between actual performance and standard performance. After gap identification
managers are teams are required to find the cause and look for the opportunity for improvement.
Improve- This Phase consists of actual improvement of the process by determining potential
solutions. This phase includes circulation of action plan to stakeholders. Action Plan includes
actions to be taken, by when and by whom (Muenjohn and McMurray, 2018). Managers are
required to administer that implementation of plan is according to standard and as per decided.
Control- This phase undertakes monitoring of plan and ensures that the required performance is
maintained. This also defines and validate monitoring plan and purpose of this plan is to ensure-
Holding the gains. Manager is required to monitor performance and implementation of
improvement plan.
Business Process Re-engineering
It is an act of recreating business process so that product output and quality can be
improved and cost can be reduced (Lussier and Kimball, 2019). This includes analysis of
workflows, finding process that are not efficient or less efficient and finding out how these
process can be improved.
Process of Business Process Re-engineering involves following steps-
 Identifying need for change and communicating same
 Putting together a team of experts
 Find inefficient processes and Key performance indicators
 Re-engineer the process and compare KPIs
Role of managers in this is that team of experts which is outsider needs to get information from
manager as being an insider manager have the best knowledge of the store and also required
resources for re engineering are also provided by manager.
Importance of Operations Management role of leaders and managers to enhance efficiencies to
meet objectives of the Store
Operation management that is administration of organisational processes. In retail store daily
operations includes-
 Acquiring material
 Management of Inventory
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 Proper maintains of material
 Selling goods
Importance of Operations Management in Store of M&S
Helps to achieve organisational Objectives- Important objective of an store is to reduce cost and
increase productivity. Operations Management provides and familiarise with processes that can
reduce cost of the store that can contribute in increasing operational profits.
Goodwill and presence of the company- effective practices of the store contribute in developing
and increasing its goodwill and presence. This way it will attract more customers towards it.
More customers again contribute in increasing profits and decreasing cost of the organisation.
Able to utilize resources- Operations Management provides techniques that can help in
increasing utilization of resources (Corbett and et.al., 2017). When resources are utilized to best
of their potential requirement of resources will be reduced and productivity of existing resources
will be increased.
Increase Quality of the Product- Operations Management helps to implement best and most
suitable practices that increase quality of the product. Stores can sell good quality product at
reasonable price when cost of their operations is less, and they are able to balance their revenue
and cost. Stores that sell high quality products are more likely to attract more customers.
Waste Reduction- Less wastage is very important for decreasing cost and improving product
quality. Effective operational management will help to reduce waste by implementing proper and
suitable techniques of production and in context of store by increasing timely sale of the products
and effective strategies to increase sales.
Role of the Manager and Leader to enhance efficiency to increase the efficiency to
achieve objectives is as follows-
Adequate techniques for Control- to ensure that all the processes are working as decided it is
very important that they are under effective monitoring system and are controlled properly so
that deficiencies ca be found timely without causing any major loss.
Motivating employees- Managers and leader have to ensure that employees who are major
resource and specially in stores are motivated and willing to work (Simonsson, 2018). This is
important as effective performance of employees is dependent on their willingness to work, and
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they will be able to perform to the best of their potential when they are motivated to perform. In
stores employees are very important as most of them are directly in contact with customers of the
store in form of customer assistants.
Key Factors that can influence Business
There are various factors that can influence business and operation management and its
application can contribute to remove any negative impact these factors can have on business.
These are-
Customers- Customers are most important factor that can influence business. In present business
environment which is customer centric, customers have the power to affect business (Terwiesch,
2019). Operation management that seek to identify problem and implement situations
accordingly can help business to identify and understand customers preference and changes in
the taste of customers.
Technology- All the businesses have become technology driven and that is why technology and
technological change have a very strong impact on business. Operations management ensures
that store is having the best technology that adds values to the process of stores. Effective
utilization of technology is also equally important.
Leader and manager have to make sure by application of operation management that company is
having upgraded technology and that technologies that is available at store is efficiently used by
store and its members (Mishra and Rane, 2019). Another important factor about technology is
that when leader and manager chose to change technology in the store of M&S they need to give
training to their employees firstly and then implement technology in the store. This is important
so that employees' efficiency does not affect store and its productivity.
Competitors- Another Important factor that affect business is competitors. Operation
management need to processes that employees have employed in their organisation. This gives
an idea of processes that competitors have and what are the benefits of that processes. This will
allow store to increase their sale and productivity.
Managers and leaders are responsible for finding out competitors policies and processes so that
they can stay ahead of them by using competitors' weaknesses and by effectively utilizing their
own strengths.
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