Management and Leadership Perspectives

This document explores the key theories and perspectives of leadership and management, and their application in effective management and leadership styles. It analyzes the contribution of effective management and leadership to organizational effectiveness, and evaluates the impact of leadership and management behaviors on the vision and mission of a company. The document also discusses the tools and models used by managers and leaders to facilitate change.

Module Title Management
and Leadership
Perspectives

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Key theories as well as perspectives of leadership and management..........................................1
Analysis and application of motivational along with team working principles and theories to
effective management and leadership styles................................................................................3
Analyse of extent at which effective management along with leadership can contribute to
effectiveness of organisational within its ethics and values framework......................................4
Demonstration and debate for the effectiveness of leadership as well as management
behaviours on the impacts of vision and mission of company....................................................5
Evaluation of the ways managers and leaders facilitates change using appropriate tools and
models..........................................................................................................................................6
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
In an organisation, leadership and management plays essential role in administering,
stimulating and leading personnel to achieve success. Leadership is concerned with getting
human resource to comprehend as well as believe in the organisational vision and work on
achieving them (Beritelli and Bieger, 2014). At same time, management is related to
administering and overseeing daily activities to ensure that they are happening as per the set
criteria. To understand management and leadership perspectives, The Landmark London is
chosen that is five-star hotel located at London, England. The report highlights about key
management and leadership theories, application of team working along with motivational
principles to effective management and leadership styles. It further includes extent to which
effective leadership together with management contributes in organisational effectiveness. In
addition, it demonstrates about effectiveness of behaviours of leadership and management on
vision and mission of firm. At last, it evaluates how leaders and managers facilitates change
through utilising appropriate models and tools.
MAIN BODY
Key theories as well as perspectives of leadership and management.
Management is defined to the process that administers as well as controls all business
affairs irrespective of the nature, scope, size and structure. It focuses of planning, organising,
decision making, directing and controlling all daily operations that are undertaken for the
purpose to reaching desired state (Bolden, 2016). At The Landmark London, managers builds
and maintains favourable environment for the workforce in which all perform in team and shares
ideas, thoughts and other aspects to meet goals promptly. Some of management theories are as
identified:
Administrative management theory: Henry Fayol was the propounder of the
management theory. It was developed for making various attempts for finding rational solutions
that assist in designing the company as whole. Administrative management theory is concerned
with departmentalisation concept wherein different practices are undertaken by distinct
departments to attain common goals. By applying administrative management theory, managers
of selected hotel can organise all the activities systematically that will strengthen all
performances of enterprise and functions.
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Contingency management theory: The theory was propounded by Fred Fiedler.
According the contingency theory, no best way exists for managing a company. Moreover, a
managers have to identify what suitable style will help in reaching to objectives in specific
situation. Through applying contingency theory, managers of The Landmark London plans and
organises tasks according to pertaining circumstances addition to execute techniques that are
effective to the situation.
Leadership is mentioned to the process in which a person direct, guides, stimulates and
motivates workings and behaviour of others for accomplishing particular objectives (Bush and
Glover, 2016). It is an individual's ability to induce others to work with full zeal addition to
confidence. All businesses have leaders that stimulates personnels to realise goals. The leaders of
The Landmark London persuades workforce for seeking defined objectives in enthusiastic
manner. Few of leadership theories are identified underneath:
Transactional leadership theory: Max Weber described transactional leadership theory
that emphasis on controlling, organising as well as making short term plans for company. In
addition, the theory is characterised by transaction which is build among leaders and personnel.
The theory results in values for mutual beneficial relationship among leaders to those with
followers and mutual advantageous relationships. By applying the theory, leaders of respective
firm develops mutual reinforcing business climate in which goals of workforce and company are
achieved in synchronisation manner.
Transactional leadership theory: McGregor Burns introduced transactional leadership
theory in one of the leadership book (Edwards and et.al., 2015). As per transactional theory, a
leader performs activities with the teams for identifying required changes, builds path for guiding
change by inspiration as well as implements changes at workplace. The Landmark London have
leaders can apply the theory so that they can enhance motivation, job performance addition to
morale of workforce through various mechanisms.
From above discussed theories, managers of The Landmark London applies contingency
management theory on order to manage activities as per business environment or pertaining
contexts. Moreover, the leaders of same institutions works with transactional leadership theory
for making effective transactions or relations with all the employees and values relationships.
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Analysis and application of motivational along with team working principles and theories to
effective management and leadership styles.
At business concerns, motivation together with team working are two crucial aspects that
serves role in achieving potential results from manpower (Fairhurst and Connaughton, 2014).
Motivation is characterised as experience of aversions as well as desires. Managers and leaders
of The Landmark London uses effective styles while applying following theories in context to
motivation and team building.
Herzberg' s two factor theory:
Fredrick Herzberg is developer of the motivation theory. It is based on two job factors
that are motivation and hygiene whose existence and non existence impacts on motivation of
manpower. In association to hygiene factors, the job component such as company policies,
status, interpersonal relations, payment and so on are some of the factors that impacts motivation
as if these are absent at workplace them employees becomes demotivated (Pihlainen, Kivinen,
and Lammintakanen, 2016). The other is motivational factors which comprises of promotional
opportunities, work meaningfulness and recognition that yield satisfaction and motivates people
for superior workings. When motivational as well as hygiene factors are not effectively provided
by leaders and managers of The Landmark London, then it it causes demotivation within
personnel that impacts negatively on employee motivation. However, positive impacts are
analysed when all are provides at correct time to all employees in the sane company.
Tuckman team building theory:
For building effective teams, managers and leaders at The Landmark London applies the
respective theory that emphasis how team tackles particular task from starting team formation till
project completion. The following stages are as explored through which teams are developed
effectively:
Forming: In this, all manpower are assembled at one place and are allocated tasks. At
The Landmark London, teams members behave independently as they are unaware about others
perspectives.
Storming: Herein, team members initiates to address tasks by sharing ideas. In this,
various relations are build and are also broken.
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Norming: At the phase, team members work with harmonious practices by agreeing on
certain rules and values on which they will operate (Shao, Feng and Hu, 2016). They discusses
as well as develops processes addition to working styles.
Performing: Herein, team members performs activities while focusing on the tasks along
with relationships with others for achieving objectives.
By following all the stages, managers and leaders build effective teams at workplaces of
The Landmark London that benefits in implementing efforts of each member for goal
accomplishments.
Analyse of extent at which effective management along with leadership can contribute to
effectiveness of organisational within its ethics and values framework
Organisations must conduct all the activities and practices with ethical as well as valuable
frameworks. In this regards, leadership and management makes significant contribution to
complete work (Taylor, Doherty, and McGraw, 2015). Various contributions are made by leaders
and managers of The Landmark London that are analysed underneath:
Effective management: The management of respective hotel contributes in
administering all the daily workings by considering the ethical and valuable frameworks.
Moreover, management team have various ways to manage administration and control resources.
With these ways, managers manages personnels and provide them guidances for conducting all
the tasks of enterprise. In addition, directive management style assist in making modifications in
the tasks as per requirements and conducting all practices in ethical manner. Moreover, it can
contribute in gaining all the desired objectives of selected enterprise.
Effective leadership: Leadership that is effective in nature generally contributes more on
effectiveness of company within its ethics together with values frameworks (Tourish, 2014).
Effective leadership works for presenting ideal behaviours as well as friendly attitude within
entire workplace. It also works for establishing purpose and goals between manpower, creating
accountability culture, devising plans for visions of organisational values and so on. All these
can contribute in working or implementing practices in ethical manner so to achieve valuable
results for The Landmark London. Moreover, it can also lead in development of healthy relations
within employees and conducting operations or activities with valuable frameworks.
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Demonstration and debate for the effectiveness of leadership as well as management behaviours
on the impacts of vision and mission of company
Organisational management and leadership behaviours have huge impacts on vision and
mission of enterprise (Wong and Giessner, 2018). The behaviours of management and leadership
are different that results in different impacts on company and its mission and mission. Following
are mission and vision of The Landmark London along with impacts of behaviours of leadership
and management:
Mission statement: The Landmark London have mission of enriching journey of the
guests as well as people. It takes pride in providing memorable moments, fulfilling careers of
manpower and developing employee performances along with building strong image in
competing market.
Vision statement: The Landmark London has vision of becoming leading company in
hospitality sector that is preferred by major population. It also have vision to satisfy all needs
through offering effective solutions for hospitality context.
From the above information, it is said that leadership and management behaviours have
major impacts on the organisational vision and mission. The detailed discussion is as follows:
Leadership behaviour: Leaders have behaviour fro adapting changes, embracing
coaching mindset, practice effective listening, cultivating inspiring vision and so on that assist in
reaching towards successful heights that impacts positively on vision and mission. In context to
The landmark London, leadership behaviours influences manpower performances, boost
productivity and gaining competitive edge that helps in achieving all the determined vision and
mission that results in positive impacts.
Management behaviour: Organisational managers have behaviours towards planning
daily activities, assigning tasks to departments, solving problems, reporting and living values of
business consistently that aids in attaining all desired aims, vision and mission promptly
(Beritelli and Bieger, 2014). In case with The Landmark London, there are situations in which
behaviours of managers can affect potentials of employees and entire revenues of company.
However, managers time to time conducts activities which develops employee morale and
provide them rewards that increases motivation, ability and morale of available workforce that
positively impacts on improving productivity and profits of firm. All this impacts positively in
vision and mission of respective hotel.
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Evaluation of the ways managers and leaders facilitates change using appropriate tools and
models.
In an organisation, various alterations or changes occurs within work environment. It is
considered as essential characteristic for various companies (Pihlainen, Kivinen, and
Lammintakanen, 2016). There are various tools and models which are used by managers and
leaders to facilitate change. In case with the Landmark London, Lewin Change model is mostly
used for facilitating any type of change. At present, the entity is facing staff retention issues, to
deal with it, top administrators have planned for changing or modifying the existing reward
policies. The ways in which managers and leaders facilitates changes with the model is as
follows:
Lewin change Model:
It was propounded by Kurt Lewin that involves three processes to understand and
implement change process. In these stages, various workings are performed by managers and
leaders of respective firm that are as evaluated:
Unfreeze: Herein, preparations are done for acceptance of changes. It is also said as
ready to change. In this, leaders of selected hotel communicates requirement of changes with
higher authorities. Similarly, managers involve people to establish procedures for change.
Change: In this stage, uncertainties are resolved as well as new ways are identified for
doing things. Organisational people starts believing as well as acts in the aspects which supports
new directions. Herein, leaders along with managers carefully plan all activities and influences
workforce to endorse changes.
Refreeze: The last stage where changes takes shapes and individuals embraces new
working ways is refreeze stage (Shao, Feng and Hu, 2016). It ensure that all the time changes are
used and should be incorporated into daily business. In this, leaders of The Landmark London
reinforce new behaviours. At same time, managers provides rewards, compensation, recognition
together with positive reinforcement which stimulates workforce to work in the company rather
than leaving it.
Through the Lewin Change model, managers and leaders of The Landmark London
makes suitable changes that benefits in making successful modifications within existing plans
and practices., however, it is time consuming model and sometimes become vague for best
strategies at different changing stages.
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CONCLUSION
The above discussion concluded that perspectives of leadership and management assist
organisations to achieve beneficiary outcomes. Administrative theory and contingency theory are
some management theories that organisational managers uses for performing roles and
responsibilities. At same time, transactional theory and transformational theory are leadership
theories that applied in diverse environment ranges. Application of Herzberg theory impacts
positively and negatively on employee motivation. The model that is majorly used for building
effective teams at workplace is Tuckman model that includes certain stages. Lewin change
model is appropriate model that helps organisational managers and leaders in facilitating change.
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REFERENCES
Books and journals:
Beritelli, P. and Bieger, T., 2014. From destination governance to destination leadership‐defining
and exploring the significance with the help of a systemic perspective. Tourism Review.
69(1). pp.25-46.
Bolden, R., 2016. Leadership, management and organisational development. In Gower handbook
of leadership and management development. (pp. 143-158). Routledge.
Bush, T. and Glover, D., 2016. School leadership and management in South Africa. International
journal of educational management.
Edwards, G. and et.al., 2015. Exploring power assumptions in the leadership and management
debate. Leadership & Organization Development Journal.
Fairhurst, G. T. and Connaughton, S. L., 2014. Leadership: A communicative perspective.
Leadership. 10(1). pp.7-35.
Pihlainen, V., Kivinen, T. and Lammintakanen, J., 2016. Management and leadership
competence in hospitals: a systematic literature review. Leadership in Health Services.
Shao, Z., Feng, Y. and Hu, Q., 2016. Effectiveness of top management support in enterprise
systems success: a contingency perspective of fit between leadership style and system
life-cycle. European Journal of Information Systems. 25(2). pp.131-153.
Taylor, T., Doherty, A. and McGraw, P., 2015. Managing people in sport organizations: A
strategic human resource management perspective. Routledge.
Tourish, D., 2014. Leadership, more or less? A processual, communication perspective on the
role of agency in leadership theory. Leadership. 10(1). pp.79-98.
Wong, S. I. and Giessner, S. R., 2018. The thin line between empowering and laissez-faire
leadership: An expectancy-match perspective. Journal of Management. 44(2). pp.757-
783.
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