Leaders and Managers: Roles, Functions, and Impact on Operations

This report provides a comprehensive analysis of the roles and characteristics of leaders and managers, comparing their functions based on effective concepts and theories, including Fayol's five functions of management and Mintzberg's managerial roles. It examines how these roles are applied in different situational contexts within an organization like Bentley, considering stable and changing environments. The report also delves into the application of various leadership theories such as systems, situational, and contingency leadership, assessing their strengths and weaknesses. Furthermore, it explains key approaches to operations management, the importance of operational management in achieving business objectives, and the factors impacting operational management and decision-making by leaders and managers, concluding with an analysis of how these factors affect the business environment and community.

MANAGEMENT AND OPERATIONS

Table of Contents
INTRODUCTION................................................................................................................................3
LO1...................................................................................................................................................4
P1- DEFINING AND COMPARING THE ROLES AND CHARACTERISTICS OF THE DIFFERENT
MANAGERS AND LEADERS...........................................................................................................4
M1- ANALYSING AND DIFFERENTIATING THE ROLES OF LEADERS AND MANAGERS
FUNCTIONS BY THE EFFECTIVE CONCEPTS AND THEORIES.........................................................7
L02..................................................................................................................................................10
P2- EXAMINING THE EXAMPLES HOW THE ROLE OF LEADERS AND MANAGER FUNCTIONS ARE
APPLIED IN THE DIFFERENT SITUATIONAL CONTEXT................................................................10
P3- APPLICATION OF THE DIFFERENT THEORIES ADN MODELS DO APPROACH INCLUDING THE
SYSTEMS, SITUATIONAL AND CONTINGENCY LEADERSHIP.......................................................13
M2- ASSESSMENT OF THE DIFFERENT STRENGTHS AND WEAKNESSES OF THE DIFFERENT
APPROACHES THAT ARE USED WITHIN THE WORK ENVIRONMENT........................................15
L03..................................................................................................................................................16
P4- EXPLANATION OF THE KEY APPROACHES TO THE OPERATIONS MANAGEMENT ADN THE
ROLE THAT THE MANAGERS AND THE LEADERS PLAY..............................................................16
P5 IMPORTANCE AND VALUE OF OPERATIONS MANAGEMENT TO ACHIEVE BUSINESS
OBJECTIVES................................................................................................................................18
M3 HOW CAN LEADERS AND MANAGERS CAN IMPROVE THE EFFICIENCY OF THE OPERATIONS
MANAGEMENT TO MEET THE BUSINESS OBJECTIVES..................................................................19
P6 FACTORS IN THE BUSINESS ENVIRONMENT THAT IMPACT ON OPERATIONAL MANAGEMENT
AND DECISION MAKING BY THE LEADERS AND MANAGERS.........................................................20
M4 ANALYSING HOW THESE FACTORS AFFECT THE BUSINESS ENVIRONMENT AND COMMUNITY
.......................................................................................................................................................21
1

CONCLUSION.................................................................................................................................22
REFERENCES...................................................................................................................................23
2

INTRODUCTION
One of the essences of the individuals that are used to inspire others and getting prepared to
do so is termed as the leadership. The operations of the organizations are being managed by
the leaders and the managers and in order to increase the profit-making capacity of the
organization in the long term, strong efforts are being made by them. It is essential that the
workforce of any organization needs to be respected and motivated. The role of the managers
and the leaders are quite differentiated from each other which are being compared in this
report. The role of the leaders, as well as managers based on the different theories and
concepts, are being analysed.
The strengths and the weaknesses of the different approaches of the situations within the work
environment are being accessed with respect to the Bentley organization which is one of the
British car manufacturer companies. Some styles of leadership like the situational leadership,
systems leadership and the contingency leadership are being explained. The key approaches to
management of the leaders are being also explained along with their role in improving the
efficiencies of the organisation. There are some factors that impact the operational
management and the leaders and managers decision-making ability within the business
environment which are also accessed in this report.
3

LO1
P1- DEFINING AND COMPARING THE ROLES AND CHARACTERISTICS OF THE
DIFFERENT MANAGERS AND LEADERS
LEADERS- An individual whose vision is to work with a team and have a long-term vision for
the organizational and the attainment of the goals is referred as the leaders who consistently
motivates other sand use to come up with new ideas (Klapp, 2017). The leaders establish the
strong relationship with their team and build trust among the colleagues and their vision is well
communicated.
MANAGERS- The individuals whose motives are to look after the right functioning of the
systems of the organization so that the desired outcomes can be attained within specific time
duration are referred to as the managers. They supervise and control the things to manage
them in the manner they were meant to be (Lawrence, 2017). The order of the project or the
tasks is being maintained by the managers and they convey this to the employees. The
managers ensure the quality of the projects delivered.
COMPARISON OF THE ROLES AND CHARACTERISTICS OF MANAGERS AND LEADERS
ROLES/CHARACTERISTICS LEADERS MANAGERS
PERSONALITY With positive work attitude,
they influence others and acts
as role model for the Bentley
Problem-solving personality
and goal-oriented mindset
DIRECTION The outer environment of
Bentley is being analysed and
long terms goals are decided
(Donate. and de Pablo, 2015)
Focuses on the processes by
which the goals of Bentley can
be attained
4

VISION Long-term orientation Short-term business goals
PEOPLE MANAGEMENT They improve the Bentley
employees skills through
personal interaction with
them
They manage the people with
a focused approach to attain
specific goals of Bentley
(Shin, ET AL. 2015)
CONTROL The control of the Bentley
projects and employees given
to leaders
The control of the
organizational goals
attainment is in the hands of
managers
ORGANIZING Allocates effective resources
for carrying out the
operations
Effectively uses the resources
that are provided by the
leaders
COORDINATING They coordinate with the
employees and senior
management (Kerzner and
Kerzner, 2017)
They communicate with the
team leaders and employees
The leaders of the Bentley are effective and always try to the see the opportunities that are
bung missed by the other individuals. The current status rules and policies of the organization
are analysed by them and new policies are being implemented. Some of the other roles of
leaders include-
 Having a strong belief in the ideas presented by the others
 In order to get the things right breaking the rules
 In order to increase the work efficiency of the Bentley motivating the different
employees and creating a positive environment (Bolman, and Deal, 2017)
 Creating a broader picture regarding the vision and attaining it
5

 During the times of hurdles tries to seek the different opportunities
 Shaping up of the new paths for the Bentley and tries to find some better ways of
accomplishing the tasks
 Challenging the status quo of the Bentley
Whereas, the roles of the Bentley managers is to keep the work in order that was decided for
effectively attaining the objectives of the organization (Goetsch and Davis, 2014). Some strict
rules that are set up by the company are followed by the managers and the current procedures
and the instructions are not at all challenged by the managers which makes them time efficient.
Some other roles of managers include the following-
 Making the short-term goals and thereafter works on their attainment
 Accepting the status quo of the Bentley
 Minimization of the different risks in the projects
 Allocating the different duties to the employees (Goleman, 2017)
 Establishment of the company procedures and rules
 Creating discipline among the employees and instructing them to work towards the
organizational goal
Thus, the contribution of both leaders and managers are essential for the growth of the
organization as both of them in their own ways plays an effective role in the success of the
Bentley Company.

6

M1- ANALYSING AND DIFFERENTIATING THE ROLES OF LEADERS AND
MANAGERS FUNCTIONS BY THE EFFECTIVE CONCEPTS AND THEORIES
According to the Henry Fayol, there are majorly five functions of management that the mangers
of the Bentley organization apply and are focused towards the relationship between the
personnel and management in order to creatively solve the problems. These functions include-
Planning- A good plan is the first requirement for the successful managers of the Bentley in
which they actively participate along with the other employees. During the effective planning,
the different available resources and flexibility of the individuals must be taken into
considerations (Edward, 2017).
Organizing- the manger’s must well organize the organization with the help of the staff, raw
materials and sufficient capital which will lead to the good working structure.
Commanding- Effective orders and instructions are given by the managers to the employees so
that they get the clear understanding of what they actually need to perform. With the help of
the regular audits, the successful managers of the organization clearly communicate and base
their decisions (Dumez, 2018).
Coordinating- The managers establish a strong coordination amongst the different activities for
the better functioning. The motivation is being stimulated and the discipline among the group
dynamics is established by the effective coordination (Lamond, 2015).
Controlling- the managers lastly verifies the work that everything is going according to the pan
or not by the comparison of the results and standards, preventions and corrections measures
and establishing the performance standards.
In order to effectively differentiate the roles of leaders and functions of Mintzberg Theory has
been given in which the roles of managers are being clearly organized. These roles include -
carrying out the negotiation, maintaining the customer relations, allocating the resources,
7

establishing the information networks and monitoring the work. These roles are classified
majorly into three different categories-
INTERPERSONAL ROLES-
 Figure Head- The relationship with the clients and the customers are maintained by
welcoming dignities and taking them on lunch
 Leader- Influences the workforce to attain specific goals, resolves their problems and
effectively utilise the company resources (Dumez, 2018)
 Liaison- The leaders establish strong contacts with the government, trade organizations
and other companies for the smooth functioning of the Bentley
INFORMATIONAL ROLES-
 Monitoring- Scanning of the current processes of the Bentley and analyse its present
performance. The different aspects of the business are monitored by the managers as
they might wrong (Gronseth, ET AL. 2015)
 Disseminator- With the help of effective communication and interpersonal skills the
information by the leaders are directly passed to the employees who are being
extracted from the clients by the managers.
 Spokesperson- The important information by the leaders is being shared with the
suppliers of media by gaining the complete knowledge. The progress of the team is
being communicated to the outsiders.
DECISIONAL ROLES-
 Entrepreneur- Leader must possess problem-solving and creativity skills so as to handle
projects successfully (Pigé, 2017)
 Disturbance Handler- The leader must effectively handle the situations like strikes and
chaos if occurs in Bentley to avoid the conflicts
 Resource Allocator- Effective planning and utilisation of the resources is done by the
managers of the Bentley
8

 Negotiator- The managers possess strong negotiating skills to deal with the different
clients that provide raw materials (Miner, 2015)
The managers and the leader's roles sometimes get confused but there are some differences
amongst them that help in the better understanding of the roles which are as follows-
 The managers of the Bentley are made by their virtue of position whereas the leaders
that are made are on the basis of their personal qualities
 The leaders aim at satisfying the employees but the managers just focused towards the
organizational goals (Areal, et al. 2016)
 Different unique and innovative ways of work are being created continuously by the
leaders. Whereas the processes that are learnt by the managers form the other are
being imitated by them
Apart from these different roles the manager setups the goals for the Bentley which needs to
be accomplished in a limited time and leaders try to paint their visions in a picture and impacts
the employees positively to attain the vision.
9

L02
P2- EXAMINING THE EXAMPLES HOW THE ROLE OF LEADERS AND MANAGER
FUNCTIONS ARE APPLIED IN THE DIFFERENT SITUATIONAL CONTEXT
The manager's functions along with the roles of the leaders can help in the attainment of the
objective is the organization. There are different types of situations faced by the Bentley
organization based on which the roles of the leaders and the functions of the managers might
vary. Some of the situations of the Bentley organization are depicted below-
STABLE SITUATION
In order to adapt the different economic changing situations, changing regulations and the
competitor's activities it is essential for the Bentley to adapt to the changes. When the
company is in a stable situation it is not necessary to implement the change immediately in the
organization by the managers. The changes that are required can be implemented in the long
term and they can also be implemented in some phases by the managers (Mackenzie, ET AL.
2018). The reactions of the managers and the leaders to motivate and encourage the
employees are also stable rather than sudden in these situations.
SLOW TO MODERATE CHANGES SITUATION- Under the slow to moderate changing situation
the changes that are required by the Bentley have to be done in the near future by the
managers and leaders. The effective strategies are included in the plan by the managers and
the employees are being informed about the required changes by the leaders which are not
being sudden but needs to be implemented in a time-bounded manner (Kark, et al. 2015). The
whole systems are being efficiently designed by the managers so that the employees' can find it
easy to mentally adjust themselves to the technically changing process of the Bentley.
10

FAST CHANGING SITUATION- The changes required under the fast-changing process of the
Bentley must be done immediately. With the fatly changing technology by the various
competitors of the Bentley in the market, these technological developments can be forcefully
imposed on the employees that ultimately act as a threat to the competitors of the Bentley. It is
essential that the in order to develop new products in the company the research and the
development strategies should be done in a focused manner (Morse and Spiliopoulos, 2018).
This can help the Bentley to regain its market share in the lesser time duration. Motivational
theory must be used by the leaders under such situations
SITUATIONAL CONTEXT- INCREASING PRICES PRODUCTION ACTIVITIES AND OTHER RAW
MATERIALS
The situational context that has been focused on this assignment and is focused by the Bentley
Cars is the gradually increasing prices of the raw material and the production cost of the cars.
This can be categorized as the slow to moderate changing situation of the organization. It has
been noticed that the cost of the various products that are required to manufacture the cars
like the iron, steel is getting increased that might negatively impact the production of the
organization (Oreg and Berson, 2015). The biggest competitors of the Bentley like the BW and
the Jaguar Motors are able to maintain their pricing strategy well and hence they can gain
competitive advantage under such conditions.
Under such condition, the contemporary theories can be applied by the managers to effectively
manage the increased prices by effectively communicating with the suppliers of the company to
reduce a large number of costs. Whereas, the leaders apply the theory of motivation in order to
motivate the employees of the organization to work hard and boost their morals to face the
challenges and work accordingly. Classical management theory is applied by the managers to
increase the effectiveness of the Bentley and they also adopt the different policies and
strategies to enhance the production with respect to the employees (Kerns, 2015). Whereas,
the leaders in such case tries to involve the employees in the decision-making process along
with the managers to easily identify the customers.
11

The leaders use the contingency theory to advance the previously used strategies and further
enhance them and are also responsible to influence the employees to adopt these strategies
which can lead to the growth (Graham, et al. 2015). The function of the manager is to increase
the operational cost so that the changes can be made effectively.
12

P3- APPLICATION OF THE DIFFERENT THEORIES ADN MODELS DO APPROACH
INCLUDING THE SYSTEMS, SITUATIONAL AND CONTINGENCY LEADERSHIP
According to the Hersey-Blanchard Model, the leaders follow a situational leadership and the
success of the leaders is dependent upon their styles which are adjusted accordingly based on
the “follower maturity”. The leaders of the Bentley have majorly four leadership and their roles
are varied according to them which are-
 Delegating Style- In this approach, the role of the leaders is to allow their group to take
the decisions of the tasks (Meirovich and Gu, 2015)
 Participating Style- The leaders emphasize the shared decisions and the ideas
 Telling Style- The leaders in this approach gives explicit directions and closely supervises
the work
 Selling Style- The role of the leaders is to sell their ideas to the team and explain the
task to them in a convincing manner (Bates, 2016)
According to the Systematic approach or the Systems leadership, the leaders consider the
system as open and interact with the environment of the Bentley. In some cases, under the
systematic approach, the leaders can be the head of the systems or can also work collectively
with many people at different levels (Macdonald, et al. 2017).
The Behavioural model of leadership is another approach by which the roles and
characteristics of the leaders can be analysed. The actual behaviour of the leaders is being
considered to lead the employees that mainly include skills like technical, human and
conceptual (Carter and DeChurch, 2014).
According to the Fiedler Contingency Model, the effective leadership depends on the situations
faced by the leaders which include steps like-
 Determination of your own leadership style
 Identification of the situational favourableness of a particular situation
13

 Choosing the most effective leadership style (Conrad and Weber, 2015)
Whereas, the managers of the Bentley organization use the different management styles under
which their characteristics and roles might vary which are defined as below-
 Autocratic- The managers order the employees what they actually need to do and
failing in that results in severe consequences
 Democratic- Under this, the managers establish strong bonds with the employees and
allow them to work independently (Peker, et al. 2018)
 Laissez-faire- Under this approach manager acts as a mentor to the employees and the
employees are independent to take decisions but lack directions without the mangers
14

M2- ASSESSMENT OF THE DIFFERENT STRENGTHS AND WEAKNESSES OF THE
DIFFERENT APPROACHES THAT ARE USED WITHIN THE WORK
ENVIRONMENT
The situational leadership and its strengths can be understood well with the help of example-
Suppose at the Bentley one of the leader has a project to complete but suddenly another
commitment is required by him which requires his presence then he might choose to assign his
previous task to some other leaders of equal capability and will delegate his work. Under this,
the leaders now cannot interfere in the other person leadership style of working (Ghazzawi, ET
AL. 2017). One of the weaknesses of this approach is that the leaders might lose focus from the
work for a particular time due to the adoption of different leadership style in different
situations.
With the help of the contingency theory of leadership the personality of a leader can easily be
assessed. The employee opinion matters a lot in this approach which leads to the
organizational growth and it also offers the flexibility under the task structure. Subjective scale
and validation only on those tasks that are well defined is its weakness (Otley, 2016).
The strengths of the system leadership in the Bentley in that the situations which are faced by
the leaders like increased prices of raw materials, reduced profit and strikes are being
categorized differently and the personalities of the leaders are being fixed accordingly. The
weakness is that it is not always practical and can also result in delays in the decision making
(Boylan, 2016).
15

L03
P4- EXPLANATION OF THE KEY APPROACHES TO THE OPERATIONS
MANAGEMENT ADN THE ROLE THAT THE MANAGERS AND THE LEADERS PLAY
The process on the minimum, utilisation of the resources and focusing on the increased
production of the organization is referred to as the operations manager. Some of the key
approaches of operations management and role of the leaders and manager are defined below-
TOTAL QUALITY MANAGEMENT- The business process of the organization are being improved
by the mangers with this approach which is used to highly satisfy the customers. The quality of
the products is being maintained by the continuous feedback from the customers.
JUST IN TIME- The inventory management is done by the minimum utilisation of resources by
the managers and effective policies are being built at the right time. The various issues of the
products are being handled and unnecessary items are being cleared to manage the space in
the stores of Bentley (Yin, et al. 2016).
CONTINUOUS IMPROVEMENT- The theory of KAIZEN continuous improvement has been used
by the Bentley organization according to which the changes are good for the growth of the
organization. The current processes, products and the services of the company are continuously
evaluated (Morgan and Stewart, 2017). The work progress of the projects of the organization
can be easily assessed by the monitoring and the evaluation which led to the measurable
results.
LEAN PRODUCTION- The amount of the waste that has been produced by the production of the
cars at the Bentley is being reduced by the help of the lean production. These wastes of the
organization include the motions that are of no value, excel amount of inventory, unrequired
transportation, overproduction etc. Efficiency in the operations management can easily be
attained by the lean production which will ultimately lead to the reduced expenses of the
16

Bentley (Yang, et al. 2015). Thus, Lean production can be effectively utilised by the managers
and the leaders of Bentley Company.
17

P5 IMPORTANCE AND VALUE OF OPERATIONS MANAGEMENT TO ACHIEVE
BUSINESS OBJECTIVES
Operations management is always being a field of exploration in the business operations. The
management and operations of a particular company should involve proper OM strategies as it
always helps in maintaining the process balance in the organisation. For the companies like
Bentley, the importance of operations management is vital and hence they always try to make
things better. Effective implementation of the operations management help in appropriate
planning, organizing, staffing, monitoring, controlling etc. Whereas, it is also important to
improve the productivity and efficiency of the processes with the optimal use of resources to
meet the business objectives and goals (Gold, et al. 2010). By managing several business
activities parallelly in the business operations, the management team can handle and easily
resolve critical business solutions. The various approaches used by the people in Bentley are:
Six Sigma – it is one of the best practice that includes tools and processes that are required for
process improvement. The use of six sigma can help in managing the tasks more effectively and
get the highest precision results in the production and manufacturing processes. This is
basically used in the automobile companies like Bentley. Six-sigma aims at removing the errors
and make the things perfect up to 99.99999 per cent in most of the processes with the ideal
working environment.
Just in Time – this is the strategy used by companies to enhance the efficiency of the processes
and decrease the waste output with inventory costs. Bentley uses JIT to execute the tasks in
given time interval and deliver with proper supply chain management.
Total Quality Management – this is a long-term management approach for achieving long-term
success by achieving customer satisfaction and appropriate quality management practices. The
theory is based on 8 elements; customer focused approaches, employee involvement, process
centred approaches, integrated systems, systematic approaches, effective communications,
factual decision making and kaizen, a continuous improvement process (Gold, et al. 2010).
18

M3 HOW CAN LEADERS AND MANAGERS CAN IMPROVE THE EFFICIENCY
OF THE OPERATIONS MANAGEMENT TO MEET THE BUSINESS
OBJECTIVES
Leaders and managers in Bentley have to fulfil their tasks effectively and make the best results
for the group. To attain the business goals and objectives the leaders and managers with the
team of employees have to have to fulfil the business goals and objectives which are:
 To become the world most successful, sustainable and fascinating car company in the
world
 To increase the number of vehicles sold per year till 2020
 Hold the core values which resonates with the history of the company
 Deliver best craftsmanship and designs with the world-class cars (Bentley Motors, 2018)
Hence to attain these mentioned objectives and goals of the company, the leaders and
managers should use various leadership and managerial styles which can help in managing the
tasks of the business and employees of the company. The leadership styles that can be used in
achieving the business goals and objectives by the leaders and managers are:
Transformational leadership – this is the leadership style that can be used to motivate the team
members and make them work towards the welfare of the company and the staff members.
The leaders with the use of transformational leadership always have the tasks to make the
things right through others and then eventually achieve the targets (Lin, et al. 2011).
Situational Leadership – accepting this leadership style in Bentley, the leaders and managers
can attain the power to influence people towards positivity and act responsibly in several
situations. A leader is the one who can act accordingly and hence the managers and leaders in
Bentley are responsible to make effective decisions.
Role of Corporate government – By following the rules and regulations of the corporate
governance or the legislation of the company, they can make processes efficient and ethical in
the company and hence attain their required results in business. The laws and rules that are
made by the management should be forcefully followed by the team of the company.
19

P6 FACTORS IN THE BUSINESS ENVIRONMENT THAT IMPACT ON
OPERATIONAL MANAGEMENT AND DECISION MAKING BY THE LEADERS
AND MANAGERS
In the business environment of the Bentley, the major factors that affect the business and
operations management of the company are:
Relation with the stakeholders – the companies like Bentley have to make better relations with
its stakeholders so that they can make effective implementation of the strategic directions. This
business factor has to be handled effectively so that they can make a better social presence and
market value.
Competitors – this is a major force that mostly affects the business operations and
management. The competitors of the business in the automobile industry make forceful threats
which made companies to make better position in the markets (Lin, et al. 2011).
Customers – Bentley, is one of the best companies which is known for its business operations
and quality management processes which makes it one of the best companies in the world
which attracts the customers of the company.
20

M4 ANALYSING HOW THESE FACTORS AFFECT THE BUSINESS
ENVIRONMENT AND COMMUNITY
The above-mentioned factors in the business environment affect the business environment and
are necessary for operating the business. The Bentley’s operational management and practices
are very effective that hinders these forces to make negative impacts in the business and attain
the business goals and objectives.
Competitors are the businesses which affect the business majorly but for the companies like
Bentley, there are several competitors like Mercedes, Jaguar, etc. At the same time the
competitors of the company affect the business of the company in many of the sectors and
supply chain (Lin, et al. 2011). For making effective implementation of the operational
management practices and better results in the processes, the Bentley makes appropriate
planning and strategies that help it to make better results. In addition to this, the management
of the company is always focused on making the results effective so that they can make people
attract and attain their business objectives.
21

CONCLUSION
Thus, an effective leadership is required to manage the resources of the organization and the
strategies for the attainment of the long-term goals must be planned by the leaders. Different
styles of leadership are being followed by the leaders which might be different from individuals
to individuals. The managers also play an effective role and have various functions for the
attainment of the short-term goals of the organization. The operation management of the
company can be easily maintained by the key approaches like the lean production, continuous
improvement, just in time approach and the total quality management which leads in the
attainment of the overall business objectives.
22

REFERENCES
1. Areal, A., McIntosh, B. and Sheppy, B., 2016. Hope and glory: an expanded social
strategy diagnosis model to incorporate corporate social responsibility within business
strategy. International Journal of Business Performance Management, 17(2), pp.117-131
2. Bates, C., 2016. A methodology study of Hersey and Blanchard situational leadership
theory. Int J Adv Eng Technol Manage Appl Sci, 3(11), pp.42-48
3. Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and
leadership. John Wiley & Sons
4. Boylan, M., 2016. Enabling adaptive system leadership: Teachers leading professional
development. Educational management administration & leadership,
p.1741143216628531
5. Carter, D.R. and DeChurch, L.A., 2014. Leadership in multiteam systems: A network
perspective
6. Conrad, K.A. and Weber, M.J., 2015, December. Social Networking in Distance Learning:
Planning for Success. In Academic Forum. Conference. Proceedings (p. 1). The Academic
Forum
7. Dale, B., 2015. Total quality management. John Wiley & Sons, Ltd
8. Donate, M.J. and de Pablo, J.D.S., 2015. The role of knowledge-oriented leadership in
knowledge management practices and innovation. Journal of Business Research, 68(2),
pp.360-370
9. Dumez, H., 2018. Henri Fayol. The performativity of his ideas and oblivion of their
creator
10. Edward, R., 2017. An Elaboration of the Administrative Theory of the 14 Principles of
Management by Henri Fayol
11. Ghazzawi, K., El Shoughari, R. and El Osta, B., 2017. Situational Leadership and Its
Effectiveness in Rising Employee Productivity: A Study of North Lebanon Organization.
Human Resource Management Research, 7(3), pp.102-110
23

12. Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence.
Upper Saddle River, NJ: pearson
13. Gold, S., Seuring, S. and Beske, P., 2010. Sustainable supply chain management and
inter organizational resources: a literature review. Corporate social responsibility and‐
environmental management, 17(4), pp.230-245.
14. Goleman, D., 2017. Leadership That Gets Results (Harvard Business Review Classics).
Harvard Business Press
15. Graham, K.A., Ziegert, J.C. and Capitano, J., 2015. The effect of leadership style, framing,
and promotion regulatory focus on unethical pro-organizational behaviour. Journal of
business ethics, 126(3), pp.423-436
16. Gronseth, B.O., Gulbrandsen, B. and Haugland, S.A., 2015. Governance forms impact
distribution channel performance. In Global Perspectives in Marketing for the 21st
Century (pp. 109-110). Springer, Cham
17. Kark, R., Katz-Navon, T. and Delegach, M., 2015. The dual effects of leading for safety:
The mediating role of employee regulatory focus. Journal of Applied Psychology, 100(5),
p.1332
18. Kerns, C.D., 2015. Situational context: A core leadership dimension. Journal of
Leadership, Accountability and Ethics, 12(1), p.11
19. Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to
planning, scheduling, and controlling. John Wiley & Sons
20. Klapp, O.E., 2017. Symbolic leaders: Public dramas and public men. Routledge
21. Lamond, D., 2015. There is nothing so practical as a good theory. Journal of
Management History, 21(3), pp.394-396
22. Lawrence, P., 2017. Managers and management in West Germany (Vol. 8). Taylor &
Francis
23. Lin, R.J., Chen, R.H. and Nguyen, T.H., 2011. Green supply chain management
performance in automobile manufacturing industry under uncertainty. Procedia-Social
and Behavioral Sciences, 25, pp.233-245.
24

24. Macdonald, I., Burke, C. and Stewart, K., 2017. Systems leadership: Creating positive
organisations. Taylor & Francis
25. Mackenzie, K.D., Golembiewski, R.T. and Rahim, M.A., 2018. Introduction. In Current
Topics in Management (pp. 9-24). Routledge
26. Meirovich, G. and Gu, J., 2015. The empirical and theoretical validity of Hersey-
Blanchard's contingency model: A critical analysis. Journal of Applied Management and
Entrepreneurship, 20(3), p.56
27. Miner, J.B., 2015. Organizational behaviour 4: From theory to practice. Routledge
28. Morgan, S.D. and Stewart, A.C., 2017. Continuous Improvement of Team Assignments:
Using a Web Based Tool and the Plan Do Check Act Cycle in Design and Redesign.‐ ‐ ‐ ‐
Decision Sciences Journal of Innovative Education, 15(3), pp.303-324
29. Morse, M.R. and Spiliopoulos, K., 2018. Importance sampling for slow-fast diffusions
based on moderate deviations. arXiv preprint arXiv:1805.10229
30. Oreg, S. and Berson, Y., 2015. Personality and charismatic leadership in context: The
moderating role of situational stress. Personnel Psychology, 68(1), pp.49-77
31. Otley, D., 2016. The contingency theory of management accounting and control: 1980–
2014. Management accounting research, 31, pp.45-62
32. Peker, S., Inandi, Y. and Giliç, F., 2018. The Relationship between Leadership Styles
(Autocratic and Democratic) of School Administrators and the Mobbing Teachers Suffer.
European Journal of Contemporary Education, 7(1), pp.150-164
33. Pigé, B., 2017. Stakeholder theory and corporate governance: the nature of the board
information. Management: journal of contemporary management issues, 7(1), pp.1-17
34. Shin, Y., Sung, S.Y., Choi, J.N. and Kim, M.S., 2015. Top management ethical leadership
and firm performance: the Mediating role of ethical and procedural justice climate.
Journal of Business Ethics, 129(1), pp.43-57
35. Yang, T., Kuo, Y., Su, C.T. and Hou, C.L., 2015. Lean production system design for fishing
net manufacturing using lean principles and simulation optimization. Journal of
Manufacturing Systems, 34, pp.66-73.
25

36. Yin, Y., Cheng, S.R., Cheng, T.C.E., Wang, D.J. and Wu, C.C., 2016. Just-in-time scheduling
with two competing agents on unrelated parallel machines. Omega, 63, pp.41-47
26