Analysis of Developing Leadership and Management Skills: A Report

This report provides a comprehensive analysis of leadership and management skills. It begins by differentiating between leadership and management, exploring various interpretations and highlighting the distinct roles and responsibilities of each. The report then delves into different approaches for developing leaders and managers, including management approaches like classical, human relations, social system, and contingency approaches, and leadership approaches such as trait and behavioral theories, including Hersey and Blanchard’s situational leadership theory. Furthermore, the report examines how the Learning and Development (L&D) function supports leadership and management development, preparing individuals for various positions and transitions within an organization. It also outlines indicators and methods for successful implementation of leadership and management development programs, providing a well-rounded overview of the subject. The report emphasizes the importance of communication, motivation, and emotional connections in effective leadership and management.

Developing Leadership and Management Skills

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Table of Contents
1 Interpretations of Leadership and Management...........................................................................2
1.1 Interpretation 1: All managers are not leaders..................................................................2
1.2 Interpretation 2: Managers have Subordinate and Leaders have Followers..........................2
1.3 Interpretation 3: Leadership is doing right things, and Management is doing things right...3
2 Distinction between leadership and management.........................................................................4
1 Planning:................................................................................................................................4
2 Alignment:.............................................................................................................................5
3 Relationship...........................................................................................................................5
4 Emotional Connections.........................................................................................................5
5 Outcomes:..............................................................................................................................6
3 Approaches of developing Leaders and Managers.......................................................................7
3.1 Approaches of Management..................................................................................................7
3.1.1 Classical Approach..........................................................................................................7
3.1.2 Human Relation approach...............................................................................................7
3.1.3 Social System Approach.................................................................................................7
3.1.4 Contingency Approach....................................................................................................8

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3.2 Leadership Approach.............................................................................................................8
3.2.1 Trait Approach................................................................................................................8
3.2.2 Behavioral Approach:......................................................................................................9
3.2.3 Hersey and Blanchard’s Situational leadership theory:..................................................9
4 Examples of how the L&D function can support leadership and management development....10
4.1 Preparing individual for supervisory, management or executive positions.....................10
4.2 L&D can prepare individual for the transition in duties..................................................10
4.3 Helps in up gradation.......................................................................................................11
4.4 L&D enables the organization to be foresighted..............................................................11
4.6 Improve the organization’s ability to respond to environmental change.......................11
5 Indicators & Methods for successful implementation for leadership and management
development Programs..................................................................................................................12
5.1 Indicators for the success of the leadership and development program..............................12
5.2 Methods for the successful implementation of the LMD....................................................13
References......................................................................................................................................14

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1 Interpretations of Leadership and Management
1.1 Interpretation 1: All managers are not leaders
Leadership is the personal quality of any individual, it does not comes in with the position in the
organization, as position do not make an individual a leader but a good leadership can give any
individual a good position, because leading a team is the biggest quality as a good leader has the
aura of positive vibes in him/her which influence and motivate the people to go against all the
odds and reach the goal/, leaders have the quality to motivate. It is actually a journey of full
filling any task with keeping in mind the interest of whole team thus it can be said that leadership
is not the noun it is the verb it is the action for doing right things in right way (Northouse, 2010).
All managers cannot necessarily be a good leader as manger is the leader by his position, he is
always stick to the organization goals, being a manager individual perform four main functions
namely planning, organizing, coordinating, leading and controlling, leading is the core function
of managers but it is not necessary that all the manager possess the quality of being the good
leader (Northouse, 2010). For being a leader manager should perform four foremost functions
including communication, motivation, inspiration and encouragement to lead the team
successfully.
1.2 Interpretation 2: Managers have Subordinate and Leaders have Followers
Kruse (2013), “Leadership is a process of social influence, which maximizes the efforts
of others, towards the achievement of a goal” Relationship is the foundation of leadership,
good leaders constantly observe the team, listen to them and learn from them, leadership always

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keep the strong relationship with the team that creates the large number of followers who like
him, and the team willingly work with the leaders.
Whereas a manager have subordinates, they forcibly follow the manager because it is their job to
follow their boss. For the organization to grow and to move in the upward trends it is very
necessary to grow the people or the employees of the organization and only a manager with good
leadership trait can grow the people, by creating positive experience in the office campus, that
leads to higher efficiency of working, as good relation of boss with the employees can increase
the productivity of the organization.
1.3 Interpretation 3: Leadership is doing right things, and Management is doing things right
A very famous quotation given by the warren bennis who is regarded as the father of leadership
on both leadership and management he says that Bennis (2009) “Leaders are the people who do
the things right and Managers are the people who do right things”. Leadership is about doing
right things that is, they know how to prioritize the things and they usually have proactive
approach to handle difficult the situations in advance. They always focus on the solutions of
problem created instead of scratching the issue as to who is the responsible for the problem
created and how it was created, leaders always priorities on solving the problem at hand and after
reaching at the final solution, give required counselling to the person responsible for the same, so
that a concerned person can take care of the things in future. Whereas a manager in the words of
Stanely Vance(1971) is simply the process of decision making and controlling the actions of
human behavior for attaining the pre decided goals of the organization.

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2 Approaches for Developing Leaders or Managers
2.1 Approaches for developing Leaders and Managers
In the present times, the role of leadership in the growth of business organizations is
acknowledged. There are several different approaches which can be used to develop the
leadership qualities of the manager. The first is formal leadership programs or higher education
in leadership skills. Today, most of the Universities have offer higher education programs in
business management. It offers theoretical as well as practical training in leadership
development. These programs contains industrial training as well as exposures so that the
students can hone their leadership skills. The theoretical programs encompasses different
approaches of leadership and strategic management (Northouse, 2010).
The second most common approach is the well-structured coaching programs. Several famous
institutes offer training programs which can hone the leadership skills of the people. The benefits
of these coaching programs is that they are short-termed, highly focused and have expert trainers.
However, they lack the theoretical aspect of the learning process. Such programs are appropriate
for the professional who are already working. They have industrial exposure; however, need to
develop their leadership skills to grow in their career (Allen & Kusy, 2011).
The third approach of the leadership development is the self-development goals. Self-motivation
is really important in the learning process. A person can establish some goals to hone the
leadership skills. There are several methods to develop the leadership skills such as participating
in the debate competition or similar activities. The person should actively seek opportunity to
communicate with other members. Reading the biography of great leaders or other leadership-

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learning books can help the people in the learning process. Although, self-learning is quite
challenging for the students as they have to collect and study the matter themselves. However,
the learner can learn at his own pace or whenever he has the time. It is an appropriate method for
the working professionals. The effectiveness of these programs is dependent on the self-
motivation of an individual (Rothstein & Burke, 2010).
The fourth approach in the leadership development is the online programs. The online programs
are far-reaching; therefore, people sitting at the remote areas can also enroll in such programs.
The learner can learn at his own pace and at the time which is convenient to him.
2.2 The role of Learning and Development function in Leadership and Management Function
1 Planning:
The learning and management function assists the managers in strategic planning. Management
focus on planning and budgeting and it always focus on the bottom line goal of the organization,
management works on the pre-decided set guidelines whereas leadership believes in creating
vision and strategy and it always keep eye on the horizon as leaders are more creative and
adaptive as they always keep proactive approach of doing things.
2 Alignment:
Managers and leaders should always focus on organizing, staffing, directing controlling and
creating boundaries. The leadership and management have several similarities as an effective
leader is a good manager. Leaders should focus more in the growth of the whole team, and the
leaders focus on reducing the boundaries as they are approachable to all the levels in the
organization for communication.

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3 Relationship:
Management always focus on paper targets achievement on production/ or selling of goods and
services, always act as the boss and maintain distance between the employees believes more on
giving orders whereas leaders believes in inspiring and motivating others and always act as
coach or facilitator, leaders always do what he/ she expects from others and create example of
doing right things which do influence the followers.
4 Emotional Connections:
Managers should maintain emotional distance with his/ her team, and concentrate more on one
way communication they believes that employees are just the human machine hired to complete
assigned workload to them, whereas leaders believes in creating the emotional connections
between the employees, and believes in two way communication and always try to create work
life balance so that his or her team can produce more efficiently.
5 Outcomes:
Management always creates stability and believes in creating change and are very adaptive and
supports innovation.

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3 Approaches of developing Leaders and Managers
3.1 Approaches of Management
Many theories of management have been propounded by many thinkers based on different
approaches, as different school of thought have different approach of making theories
3.1.1 Classical Approach:
Classical approach management focuses on the formal structure i.e. the hierarchy of the
management it is further divided into bureaucratic approach, administrative approach and
scientific approach this approach was basically closed system approach where the main task of
organization is full filling goals, without think about the employees.
3.1.2 Human Relation approach:
Under this theory many theories were developed, this concept came in with the industrial
revolution period of this theory was 1920-39 with the main notion as employees of the
organization, thinkers believed that people of the organization are mainly responsible for the
productivity, so many thinkers proved that to increase the efficiency of the people there is a need
of motivation, need of appraisal and need of group behavior in the organization,. Main
contributors of this theory were Maslow, Herzberg, Vroom and Mc Cleland.
3.1.3 Social System Approach:
This theory is based on cultural relationship, a relationship between external and internal
environment, theorist believe that there should be harmony between goals of the organization

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and the goals of the group of people. Main thinkers of this approach were Pareto, Chester and
Barnard and they believed that organization should not only base on some group of people all the
employees should be part of that.
3.1.4 Contingency Approach:
The main contributors of this approach were and they believed that in developing management
concepts, consideration of the environment where the concepts are to be applied is very essential
i.e internal environment involving type of organization structure, technology and external
environment involving social environment, political environment and the economic
environment.
3.2 Leadership Approach
Many social thinkers have given different leadership theories based on different approaches,
these approach changes with the change in time, requirement of the market. These approaches
are thoughts of how a leader should be or how leadership character should be
3.2.1 Trait Approach
As per this approach thinkers of trait theory believed that leaders are born they are not created,
they consider that leaders have inborn social, physical and intellectual traits which differentiate
leaders from non-leaders. Goal of this approach was to select leaders. This theory was developed
in 19th century by Thomas Carlyle he researched in order to find out which type of characteristics
are required for the men who reach to the higher position. Leadership traits he traced out were
initiative, Charismatic, Good cognitive skills, honesty and integrity, tenacity and creativity.

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3.2.2 Behavioral Approach:
As per this theory leaders can be created they are not inborn, goal of this theory was to develop
efficient leaders and they can be created through formal leadership training. Under this two
approach two main studies were conducted Ohio State University (1940s) main aim of this study
was to find out the common leadership behavior and the study concluded that there were teo
highly correlated group behaviors namely Consideration( people oriented behavioral leaders) and
Initiating structure (task oriented leaders)
3.2.3 Hersey and Blanchard’s Situational leadership theory:
This approach believes that leaders should be always ready to change as per their followers’
readiness, in short leaders should change as per the situation demand if followers are more ready
they don’t require much leader’s support, and if followers are not ready leader need to give more
support and supervision.
Sourc : http://www.free-management-ebooks.com/faqld/leadtheory-06.htm

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According to this theory there are 4 types of leadership namely telling, selling, delegating and
participative telling style is more about giving instructions, selling is all about convincing the
followers or team. Participation is all about becoming the part of team and sharing ideas and
working with the team. And the last one is Delegation is about distribution of responsibilities to
the team members and shows trust in the followers.

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4 Examples of how the L&D Function can Support Leadership and Management Development
Learning is the constant process of each and every individual, each day there is lot to learn in
order to meet up the new situations, new challenges, one should always ready to learn, keeping
in mind the up gradation of each and every employee in the organization, HR department have
developed Learning and development programs which can enable an employee for the higher
growth.
Learning and development functions can support leadership development program by giving
them impetus of higher efficiency, and higher productivity with individual growth.
4.1 Preparing individual for supervisory, management or executive positions
Learning and development programs can help in building the qualities required for the higher
position in the organization, L&D prepares the future leaders by training them about the real-
time situations and how to handle them.
4.2 L&D can prepare individual for the transition in duties:
Learning and development can help prepare individual for facing transition in duties i.e if the
individual get transferred to the new location or to the new department, or promoted to the higher
position learning and development can help them in facing all the challenges.

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4.3 Helps in up gradation:
Learning and development program can help in keeping the skills of the manager current i.e. it
helps in preparing the managers and leaders for the current up gradation in market regarding
their current skills. This can help in increasing the productivity and efficiency of the employee
and it also develops the confidence in the mind of managers and leaders.
4.4 L&D enables the organization to be foresighted.
learning and development can carry out the plans which are intended to develop the skills
required for the individual’s advancement in their management career, HR department intends to
develop the programs which prepare the individual to grow high in the organization, as
employees growth coincides with organization’s growth. Thus L&D is the most important part of
any organization it polish the skills required for doing the tasks at the organization it enables to
prepare managers for future projects or the future responsibilities. L&D program develop high
level of confidence in the managers and make them more efficient and in turn increases the
productivity of the organization.
4.6 Improve the organization’s ability to respond to environmental change
Learning and development can help organization in handling the environmental change for
example economic, social or technological change in the environment to tackle the changed
situations tactfully so none of the individual feels dejected or face imbalance in handling
situations for e.g. demonetization etc.

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With the help of L&D proper understanding for the economic technical and cultural surrounding
can be developed in the employees so that they can work in the recent changes done in the
society.

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5 Indicators & Methods for successful implementation for leadership and management
development Programs.
Leadership and management are complimentary to each other because without a true leader a
management functions cannot be performed to fullest, true leader can only try new things to
fulfill the desired or higher goals. Leadership and management program is the most important
tool to develop leaders for successful implementation of management goals. Below are the
indicators of the success of leadership and management development program.
Indicators for the success of the leadership and development program
The aim of the leadership development program is to foster the growth of the
organization. The leadership is essential in the strategic planning and the corporate decision-
making of the business organizations. The leadership development program can show positive
effects in different managerial aspects such as the employee retention, succession planning,
employee performance management and the strategic decision-making of the organizations.
These factors are known as the indicators of the success of the leadership programs.
Employee retention: Effective leadership has a positive effect on the employee retention within
the organization. If the managers adopt a good leadership approach, they can attract, retain and
motivate the employees to work in the organization. The employees do not want to leave the
organization if it has good organization culture (Avolio, 2010).
Succession Planning: The business managers has a crucial role in the decision-making of the
organization. It is important that proper screening occurs so that the employees can be promoted

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at higher levels. The employee must be able to handle and fulfill all the responsibilities while
working in an organization. It is also important that proper hierarchy is maintained so that all the
organization’s functions can be conducted effectively.
Employee performance management: The performance management uplifts the overall
performance of business organization. The leader should be able to establish a performance
management system which can motivate the employees to perform better and remain engaged
with the operations. The designing of the performance management system is complex and needs
proper planning so that it may positively impacts the performance of the employees. The leader
must be capable of planning and implementing such a system (Canals, 2011).
Strategic Decision-making: The business leaders have to take several challenging and complex
decisions. Their decisions determine the future growth or even the existence of the organization.
It is important that the manager is able to take proper decisions by weighing the pros and cons of
each decision (Ryan, 2008).
Methods for the successful implementation of the LMD
It is very essential to evaluate the successful implementation of the leadership development
programme. Leadership management programme can be evaluated on the basis of its outcome
So the main methods through which leadership development programme can be measured
through are:
Output based accountability model: this model can help in close observation of the growth
achieved in terms of output per individual after LMD programme

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Return on Investment organization: should achieve return on whatever they invest in the
leadership development programme, i.e. the rate of growth of organization desired before the
implementation of the leadership development programme be achieved.
Cost & Benefit Assessment: it can be measured on how much cost incurred on programme
against the benefit, in various terms it can be judged out for change example in personality trait,
efficiency skills, technical up-gradation in the employees.
Feedback: Leadership and management development program can be evaluated through
feedback of the participants, as what is their take home after the leadership and management
development programme. This is actually the first step just after the LMD programme this helps
to make LMD more successful and interesting.

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References
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Out the Leader in Every Employee. AMACOM Div American Mgmt Assn.
Association for talent development, 2014 self-paced learning library available from
https://www.td.org/Publications/Blogs/Learning-Executive-Blog/2015/07/Measuring-the-
Success-of-Leadership-Development
Avolio, B.J. (2010). Full Range Leadership Development. SAGE.
Bennis, W, 2003,’On becoming a leader’, ‘basic book publishing, New york
Burgoyne, J, Hirsh, W and Williams, S. 2004’,The development of management and leadership
capability and its contribution to performance- the evidence, the prospects and the research
needs,(report) Lancaster university
Canals, J. (2011). The Future of Leadership Development: Corporate Needs and the Role of
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GVA, 2017, Evaluation of the effectiveness of leadership development programmes for the
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http://www.forbes.com/sites/kevinkruse/2013/04/09/what-is-leadership
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