Strategic Leadership and Management: A Detailed Report and Analysis

This report delves into the crucial aspects of strategic management and leadership, emphasizing the importance of assertive communication in achieving organizational goals. It distinguishes between transactional and transformational leadership, highlighting how effective communication strategies enable stakeholders to understand and contribute to the organization's objectives. The report also explores the significance of empowering and engaging employees and other stakeholders, recognizing the distinct roles of leaders and managers in fostering a successful organizational environment. It further examines various leadership styles, including democratic, autocratic, laissez-faire, strategic, transformational, transactional, coach-style, and bureaucratic leadership, providing a comprehensive understanding of the diverse approaches to leadership and management. The author also emphasizes the impact of culture and geographical locations on leadership styles and highlights the importance of adapting leadership approaches to specific contexts, such as the Middle East, where transactional leadership is prevalent.

Running head: DEVELOPING STRATEGIC MANAGEMENT AND LEADERSHIP
Developing Strategic Management and Leadership
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Importance of assertive communication in leadership and management can be understood
from the fact that the objectives of leadership and management both include communicating the
strategy to the stakeholders effectively to fulfil these in the long run. Thus, communication must
be assertive and clear in order to ensure that the stakeholders of an organization are aware of the
strategy and understand the importance of it in achieving the goals and objectives of the
organization. Whether it’s transactional leadership or transformational leadership the importance
of communication rather assertive communication is beyond any measure. Madsen (2012) has
made it clear that the management and leadership of an organization are two of its distinct
aspects but communication is the common goal which both a leader as well as a manager shall
must properly conduct in order to discharge their responsibilities efficiently (Kan, 2019).
Williams and Winston (2003) commented on the importance of assertive communication in
communicating the strategy to the stakeholders of an organization to enable them to understand
what are expected from them to achieve the organizational objectives. Communication within an
organization is one of the most crucial aspects in running and managing the organization
successfully (Jo-Ann McPhail, 2002). Communication helps to communicate with the
stakeholders of an organization not only the goals and objectives of the organization but also the
plan and strategy that the organization has to achieve the organizational goals and objectives
(Giapponi, 2019).
Importance of empowerment and engagement of others and specifically stakeholders of an
organization has been outlined by Silverthorne (2000) in his article on leadership and
management. The author has mentioned that the leadership must know how to engage and
empower others to be successful in their respective endeavours to fulfil their aims. In order to be
successful in extracting the efforts from others an efficient leader and a manager would know

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how to engage and empower others to make them feel important and essential to a particular job
in order to get it done efficiently. Thus, it is a strategic method and way to achieve the
organizational goals and objectives. The workers, employees and others would feel inspired to
give their best for something only if they believe that they are important part of that particular
thing. Thus, whether it is about completing a particular project or working for an organization,
the project members and workers respectively will give their best for the project and the
organization only if they are empowered and engaged properly by the leaders and managers
properly (Hoye, 2017).
Gardener et al. (2009) has described the importance of understanding the difference between
leadership and management in order to discharge the responsibilities of both of a manager and
that of a leader. A manager is a person who manages an organization to ensure that the
organization is on the right path to achieve its goals and objectives. A leader on the other hand is
a person who leads his followers to either a common objective or different objectives for
different people. Thus, there is a clear distinction between the two and it is important to
understand the different clearly in order to discharge both these jobs efficiently. Further
Gardener et al. (2009) has specifically mentioned the importance of leadership in the modern
world and how it is far broader in nature than management. Leadership is not merely related to
an organization or business unlike management. Leadership has a much broader scope than
management hence, the former is multi-dimensional in more than one way as opposed to
management.
Jo-Ann McPhail (2002) has specified number of different types of leadership. The author has
also mentioned 8 most common types of leadership and from the 8 different types of leadership
mentioned by the author it is clear that the scope of leadership stretches far beyond the realms of

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managing an organization effectively. The 8 most common types of leadership mentioned by Jo-
Ann McPhail (2002) are as following:
Democratic leadership:
Democratic leadership is about consulting and listening to others and taking decisions
collectively in accordance with a democratic process.
Autocratic leadership: Autocratic leadership is exactly opposite to a democratic leadership. In
this kind of leadership a leader is the supreme force and he or she takes all the decisions by him
or herself without listening to or giving importance to the team members or any one.
Laissez-Faire leadership: Laissez-Faire leadership is about trying to balance the two completely
contrasting styles of leadership, i.e. democratic and autocratic leadership (Silverthorne, 2000).
Strategic leadership: Strategic leadership is one of the most effectively used leadership across the
globe and organizations and the leadership style in this type of leadership is about taking
decisions on the basis of a strategy to achieve particular objectives.
Transformational leadership: Transformational leadership as can be understood is about
transforming leadership. It is used when there is a need to change the style of leadership. Such
situation generally arises when a particular style of leadership or set up might not be working for
an organization or in particular aspect of the society.
Transactional leadership: Transactional leadership is about leadership on specific transactional
situations. Thus, in this type of leadership the leaders are expected to provide leadership for
particular transaction only.

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Coach-style leadership: Coach Style leadership is more about motivating than anything else. In
this type of leadership the followers are expected to learn from the leaders and perform in the
future (Akella, 2017).
Bureaucratic leadership: Bureaucratic leadership is generally followed in Governments and
governmental organizations. It is more about following rules and regulations than anything else.
Thus, bureaucratic leadership is more about complying with underlined rules and regulations
than anything else.

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References
Akella, D. (2017). Ethical Leadership. Organization Management Journal, 11(5), pp.201-201.
Giapponi, C. (2019). Building Negotiation and Leadership Skills in Management
Students. Organization Management Journal, 10(4), pp.172-172.
Hoye, R. (2017). Leadership within Australian voluntary sport organization boards. Nonprofit
Management and Leadership, 20(7), pp.297-313.
Jo-Ann McPhail, K., 2002. The nursing profession, personality types and leadership. Leadership
in Health Services, 15(1), pp.7-10.
Kan, M. (2019). Legacy, leadership, and a leadership legacy. Journal of Management &
Organization, 25(03), pp.382-385.
Madsen, S.R., 2012. Women and leadership in higher education: Learning and advancement in
leadership programs. Advances in Developing Human Resources, 14(1), pp.3-10.
Silverthorne, C., 2000. Situational leadership theory in Taiwan: a different culture
perspective. Leadership & Organization Development Journal, 21(2), pp.68-74.

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