Leadership vs. Management: A Comparative Analysis Report

This report provides a comprehensive overview of leadership and management, delving into the core concepts, theories, and practices. It explores the roles and responsibilities of both leaders and managers, highlighting their distinct characteristics and the impact of their styles on organizational success. The report defines leadership as inspiring followers, providing vision, and ensuring resources, while management focuses on planning, organizing, and directing staff. It examines various leadership styles, the importance of leadership and management in business, and the essential qualities of effective leaders and managers, such as empathy, integrity, and communication skills. The report also addresses the challenges of the 21st-century VUCA environment and emphasizes the significance of strategic thinking and adaptability in leadership. Furthermore, it differentiates between a manager and a leader, highlighting the importance of both for organizational success and provides a comparative analysis of both roles.

There are different theories about how leadership works, what makes good leaders,
and how to make a difference in the field of leadership. Managers can employ a number of
leadership styles, and their impact varies according on the people they supervise and the
industry in which they operate. These leadership concepts outline how many leadership
ideas complement one another to benefit an organization.
What is a leader?
A leader is someone who inspires followers' passion and motivation and who has a
vision and a plan for achieving it. A leader is someone who ensures their team has the
resources and tools they need to succeed. John Maxwell (2019) defined a leader as, “A
leader is one who knows the way, goes the way, and shows the way.” A business leader is
someone who inspires a team to work toward a common aim in an organization. This can be
a high-ranking official like the editor-in-chief of a newspaper, a vice president, or the chief
executive officer of a sizable corporation. Additionally, it may be a team leader or a
salesperson who is lower on the corporate ladder. In other words, regardless of their
position within a firm or organization, anyone with the necessary skills may be a business
leader. You don't even need to be a billionaire. A successful leader knows what it will take to
accomplish the team's objectives and has a common vision that is in line with the
organization's core values. To work creatively and boldly toward that common goal, they
motivate, oversee, and assist their colleagues. The ability to act independently, with
accountability, and with enthusiasm is what a leader instills in their team members.
Additionally, they encourage and motivate their employees to continue making long-term
progress and showing enthusiasm for reaching their objectives.
What is Leadership and why it is important?
Oxford Dictionary defines leadership as “The action of leading a group of people or
an organization.” Leadership isn't a zero-sum game. The opportunities for others to lead are
strengthened rather than diminished when one individual uses their leadership abilities.
Leadership entails taking chances and questioning the established order. Others are inspired
by leaders to take on new and better challenges. Surprisingly, leaders do what they do to
pursue innovation rather than out of responsibility. They assess success by examining the
team's accomplishments and learning.
Despite not always being innate, leadership can come naturally. In leadership
development programs, where these talents are established, developed, and strengthened
via rigorous instruction and practice, one can learn leadership. These abilities can assist in
explaining why leadership is necessary. As Jerome Taillard, associate professor of finance at
Babson College says “Leadership listens, inspires, motivates, and gives a direction, a
common goal to aspire to,” leadership inspires and motivates employees by involving them
in planning and decision-making activities. Business, government, and the many groups and
organizations that influence how we live, work, and play all depend on effective leadership.
“Leadership consists of nothing but taking responsibility for everything that goes wrong and
giving your subordinates credit for everything that goes well.” (Eisenhower, n.d.)
Some of the reasons of why leadership is important are as follow;
Successful leadership develops a clear vision of what the group is capable of doing.
Leaders develop a roadmap describing the processes and resources required for their
organization to get at the desired destination.

One of the most important leadership talents is decision making. In all situations,
successful leadership makes the best decision for the organization. Leaders are specialists at
making sound judgments in the face of adversity. They assess their organization's strengths
and weaknesses to ensure that their decisions put them ahead today and in the future.
Successful leadership instills ethical ideals in the organization. Despite of their
problems, strong leaders do what is necessary to achieve their objectives. Integrity,
truthfulness, and fairness are key characteristics they want to see in their firm and its
interactions with contractors and clients.
Assists in influencing people's behavior. The behavior of people in the workplace is
significantly influenced by leaders. It is the job of leaders to provide guidance to team
members. Every time a competent leader works with their followers, they aim to achieve
positive outcomes. They make use of the collective knowledge and abilities, direct people
toward a common objective, and elicit a commitment to get things done.
Leaders have a strong influence on enforcing organizational discipline. By assisting
the workers in developing "self-discipline," they enforce discipline through the use of official
rules and regulations.
Motivation; To achieve organizational goals, collaboration and teamwork are
necessary, and leadership plays a key role. Employees are inspired by their leaders to take
on tasks they might otherwise refuse. In order to motivate individuals, they combine their
ability and willingness. They maximize their ability to work and turn their passion into
results. Leaders can impact any group of human work accomplishments by exercising
leadership. Through its work on talent management, leadership propels the group to a
greater level of performance.
Psychological Support; Leaders assist their team members in completing
organizational tasks and overcoming challenges encountered while doing these
responsibilities. By allowing for work flexibility, they encourage followers to approach their
work with enthusiasm and confidence as well as to align their individual objectives and
needs with those of the organization. Jonathan Haidt once said “Love and work are to
people, what water and sunshine are to plants.”
The impacts of good leadership
As we all know, strong leadership may provide the best results and help
organizations in a variety of ways. Corporate culture is cultivated rather than pushed by
good leadership. Every day, there is open communication. Everybody is aware of the
organization's vision and goals, and they all have suggestions about how to make them
better. The company's employees believe that each and every position has value and is an
integral part of the overall. Promotional choices are made by choosing honorable individuals
whose skills and expertise are a good fit for the roles. The greatest method for employees
to advance is by competing against themselves, and they realize that doing so is best
accomplished by supporting their fellow employees. High morale, solid personnel retention,
and enduring long-term success are the effects of strong leadership.

What is manager?
A manager is a qualified individual who leads a team of workers in an organization.
In the company, managers frequently have charge of a particular department. Managers
come in a variety of forms, but they always have similar responsibilities, such as evaluating
employees' performance and making decisions. Managers are frequently the link between a
company's workforce and its top executives. The everyday responsibilities of a manager
may differ based on the industry in which they operate. However, some common roles of
managers across various industries include leading a team, training employees, making
decisions, managing conflicts, managing their department’s budget, conducting performance
reviews and hiring new employees.
What is management and why it is important?
Management is often defined as the activity of planning, organizing, directing, and
managing staff actions in conjunction with other resources to achieve corporate goals. Peter
Drucker 1954 defined the management in business as, “Management is a multi-purpose
organ that manages business and manages managers and manages workers and work.” In
some ways, management is putting the leadership notion into practice. The duties of an
individual to the organization shape management. Whether they are public or private, big or
little, for-profit or not-for-profit, etc., practically all goal-seeking organizations have
management.
Management has always been a critical component of every organization.
However, unlike in the past, managing an organization has become a more complex task
due to increased rivalry in both the internal and external business environments. Good
management may bring a company profit and a good reputation, whilst poor management
can simply put the company out of business.
Management's importance should never be underestimated or neglected, as it is a
known truth that a company's success is totally dependent on how well it is managed. Below
are some reasons why management is also important in business. Employers and numerous
coworkers form the basis of a company. Everyone has their own set of objectives and
management provides them with a unified goal in order for them to work together to
achieve it. For example, maximizing output and profit is what a business aims to do. An

employee's goal is to get the most out of the organization in terms of income and
recognition. By employing tactics that effectively motivate employees, management assists
in the alignment of these two objectives and encourages them to give their all to the
company. Employees are assigned work that is related to their field of competence by
management. It improves job speed and precision. Furthermore, management ensures that
the job is standardized in order to avoid waste of other resources. For instance, the
management ensures that the individual with strong sales skills exclusively receives
employment in the sales department and not in any other department. It also gives him
with sufficient training to ensure that no time is wasted teaching him during actual sales
trips. Management cuts costs while increasing productivity. One of the responsibilities of
management, planning, enables this. Planning assists in lowering input costs while
increasing output. Cost reducing keep the business in the lead among its rivals and assist in
gaining a strong market position. To remain successful, management assists the
organization in adapting to a changing environment. For example, McDonald’s, the world's
largest fast-food corporation, had to drastically alter its menu in order to compete in the
Indian market, which was dominated by vegetarians.
The common characteristics and essentials of good leaders and good
managers
Empathy
Managers and leaders that exhibit empathy should be concerned about and take into
account the welfare of their staff. In order to prevent personnel from being burned out,
lacking motivation, anxious, or depressed, this entails demonstrating empathy and
emotional intelligence.
Work morale
Working hard and being prepared to go above and beyond for the team are qualities
needed in management. Large workloads and lengthy hours are frequently a result of
managing several workers and projects. But effective managers and leaders don't hesitate
to put in the necessary work. Instead, they give it their all and lead by example for the rest
of the staff.
Truthful and fair
Leaders and managers that treat their employees fairly and openly are respected by
their staff. They need accurate updates regarding their current and future employment
situations as well as honest feedback. Patronizing or concealing critical information from
employees’ backfires, fostering mistrust in the future.
Reliable
The foundation of leadership and the first step in developing positive relationships
with staff members is displaying dependability and integrity.
Communication abilities
Being an effective leader and manager necessitates excellent communication skills.
Keeping track of team performance and staying on top of possible concerns necessitates
constant interaction with important employees. Keeping track of team performance and

staying on top of possible concerns necessitates constant interaction with important
employees.
Motivational
To ensure that every employee reaches their potential, the great leaders
and managers are able to relate to a variety of diverse workers and customize their
motivating strategies.
Time management
Leaders and managers must balance conflicting priorities and multiple demands on
their time.
Thinking strategically
The leaders and manager's vision and strategic thinking are highlighted when they
are in charge of leading personnel and setting the course of a team. In order to choose the
best course of action, it is necessary to have a thorough grasp of the work at hand, to use
strong analytical abilities based on the pertinent data, and to forecast the likely results of
alternative options.
21st century VUCA
Volatility, uncertainty, complexity, and ambiguity (VUCA) are characteristics that
make a situation or condition difficult to evaluate, adapt to, or plan for. Understanding how
to reduce these characteristics can considerably improve a leader's strategic ability and lead
to better outcomes.
Volatility
Volatility in the business world refers to events that occur frequently, quickly, and
have a significant impact. It is unpredictability, but information about the changes is readily
available, and the situation is simple to comprehend.
Uncertainty
When events and results are unpredictable, there is uncertainty. The cause and
effect are unclear, and previous experience may not be applicable in this case. It is unclear
which way events will unfold; for example, in an uncertain market, it is unclear whether the
price will rise or fall and by how much.
Complexity
Complexity includes a wide range of difficulties and aspects, some of which may be
closely linked. It is difficult to comprehend the relationships between people and products. A
change in one place may have unintended consequences in other places. Many layers
conceal cause and effect, and it is unclear which aspects are significant in the decision-
making process. Changes in gas costs, for example, affect the prices of numerous other
commodities that are not directly related in a complex market.
Ambiguity
Ambiguity is characterized by a lack of clarity and difficulties understanding the
issue. Information can be misread or interpreted incorrectly. All of the facts are not clear in

confusing situations. All parties engaged may not be aware of the purpose or intended
outcome. For example, in an ambiguous market not all information is available, and
unobservable factors may influence prices.
Leaders' responsibilities include planning, leading, organizing, and managing outputs
and deliverables. These duties will necessitate the acquisition of technical and functional
abilities. Those new to management will have to learn these on the job, therefore they must
also have discipline and interpersonal skills. Managers who do not enjoy connecting with,
supporting, and leading others will not only struggle as leaders, but will also cost their
companies in lost productivity.
The great leaders are aware that their job is to focus on the team's performance
rather than on themselves. In addition to putting in a lot of effort, they gain the essential
abilities. When their team members succeed, they consider themselves successful. These
traits don't have to wait until you reach the chief executive officer role, they may be
developed along the way. Others will recognize your importance and strive to raise your
duties once you are ready. Management as a vocation can be extremely demanding. It's
also a lot of fun. Good leaders and managers can support their organizations and their
employees in many ways and some are shown below,
1.Stop unintentionally causing tension.
When leaders demand their people to behave like they do, rather than encouraging
them to be their real themselves, they unknowingly create tension. Opportunities are
endless, but few leaders have the vision to recognize them. Employees will start to embrace
an entrepreneurial mentality that wasn't previously being leveraged when they are
empowered to be themselves rather than what others want them to be, which will increase
engagement. Leaders that do not take the effort to engage with their people cause tension.
When an employee believes that their leader is worried about their career and future
chances, they may begin to shut down and become angry. Employees admire leaders who
allow them to express their most natural abilities and characteristics. Employees are most
engaged when they do not feel restricted by limitations and restraints. Be more mindful of
what your staff require and avoid unintentionally creating tension.
2. Consider the big picture.
Leaders are indeed busy and in charge of meetings, issue resolution, and moving
work through the pipeline. However, as a leader, they must also take a step back from the
day-to-day to look on the horizon; new prospects and innovations that will help their
organization accomplish and exceed its objectives.
3.Communicate
Maintaining constant communication and updating your team will help to keep
everyone on the same page and able to concentrate. Remember to use your persuasion
skills to deliver the correct messages at the right moment. Timing and tone may make or
break an argument. So, take time and be deliberate when crafting words that are meant to
inspire, encourage, and reassure.
4.Identify people's most positive qualities.
Stop being overly judgmental of what your staff aren't doing well and start
identifying what they naturally gravitate toward - what gets them thrilled. Throw out their

job description and focus on the areas your staff love contributing to the most, and establish
a plan that leverages their most positive qualities to achieve the results you desire.
5. Reward and acknowledge
Great leaders almost never claim credit for their accomplishments. They instead
honor their coworkers and employees. Great leaders exhibit humility, and they are aware
that true professionals are motivated by a sense of pride in their work. Receiving
recognition and credit for solid work generally outweighs any monetary benefit or
advancement in position for many American professionals. Even though it would seem so
simple to express gratitude to our staff for seemingly routine duties, we rarely do. So make
an effort to interact nicely with your team mates. It's a small amount of effort that goes a
long way.
Since there are lots of organization being successful because of the good leaders and
management, on the other hand, there’s also organizations which were faced with failure
due to the bad leaders and management. A cycle of poor staff retention is created by bad
leadership in the workplace, which results in toxic working attitudes, staff segregation, the
departure of high-performing individuals, and an unpleasant workplace culture. Employees
can suffer as a result of poor leadership, and the company's bottom line may suffer as a
result. A bad leader can be defined as someone in a position of leadership who lacks the
required experience, talent, and general traits to effectively lead. It's no surprise that bad
leaders are bad listeners. The need for employee voice is legitimate. Good leaders take into
account the opinions of all parties and make decisions fairly. If the employer is avoiding
discussion, this is one of the indications of poor leadership. Similarly, leaders who cannot
accept constructive criticism are probably not skilled leaders, as effective leaders can excite
a team while also listening to the team's comments. The negative effects of poor leadership
on an organization are continuing. Here are some facts about how bad leaders and manager
can affect the organization.
1.lack of comprehension of the objectives of the organization
The mistake that many leaders and organizations make is to take their organization's
goals for granted. Many employees don't take the essential actions to achieve success
because they are unaware of the organization's goals and their role in achieving them.
Ironically, these workers frequently believe they are contributing, but without knowing what
tasks they need to complete, that cannot be said to be the case. Understanding a
company's goals is vital because it helps people strive toward those goals. It might be
challenging to determine how to contribute your skills and talents to a company's goals or
where to look for opportunities for progress if you don't know those goals.
2. Employee communication breakdowns
There is no doubting the significance of efficient workplace communication. However,
many ill managers struggle with it, which can lead to workplace problems. There are several
reasons for this, including a desire to keep information private, a decrease in face-to-face
contact due to technology, and a feeling that communication is not their duty. Failure to
communicate with employees can have severe effects. Leaders should plan one-on-one and
big group meetings to discuss changes, enquire about employees' feelings, and address any
outstanding issues.

3. Lack of Synergy
Ineffective corporate or departmental leadership prevents the growth of synergy and
may lead to fragmented departments and job functions. This means that each employee
overlooks the significance of his or her labor in reaching organizational goals. To impart a
variety of information and foster synergy, a smart leader will regularly communicate with
their team members. It is advantageous to the business and makes sure that everyone is
working toward the same objectives to encourage employees to share ideas and participate
in open discussions.
4. Establishing a culture of mediocrity
The business as a whole can experience a slowdown in any improvement in
Managers' skills due to poor leadership at the top. The methods of managing people and
making business decisions that their senior leaders use start to be imitated by middle
managers. This continues and spreads across the organization's chain of command,
eventually developing into a culture that has a negative impact on morale. “Most people
think of leadership as a position and therefore don't see themselves as leaders”. Stephen R.
Covey (2006).
5. Morale is low.
Employees may feel misguided or uncertain about the organization and their work as
a result of poor leadership. This problem is exacerbated by poor communication. In some
circumstances, failing to confront negative or bad performers contributes to low morale,
because good employees are frequently called upon to pick up the slack. Employee-
manager conflict can have an impact on productivity, performance, and well-being.
Furthermore, employees who believe they are being let down or criticized by their managers
may become disillusioned and demoralized.
6. Customer satisfaction has decreased.
According to research, improved leadership can result in a three to four percent
boost in customer satisfaction and a 1.5% rise in revenue growth. Poor leadership, on the
other hand, will have a negative impact on customer satisfaction and thus overall income.
Leadership theories
Leadership theories are theoretical explanations of how and why some people
become leaders. They focus on the characteristics and behaviors that people might acquire
in order to strengthen their leadership abilities. Some of the top attributes that executives
believe are necessary for effective leadership are as follows: High moral standards and a
strong sense of ethics Excellent organizational skills and a quick learner Employees are
encouraged to succeed. It fosters a sense of belonging and connection. According to
studies, these characteristics are seen as the most important by leaders all around the
world. Management theory has served as a foundation for the development of all
organizations. Management theories are ideas on preferred management practices, which
may include tools like frameworks and standards that can be used in modern businesses.
Professionals will generally not rely only on one management theory, but will instead
introduce elements from other management theories that best suit their workforce and
company culture.

Here are some leadership theories that are most likely to see,
1.The great man theory
The history scholar Thomas Carlyle, who made the remark that "the history of the
world is merely the biography of great men," was largely responsible for the development of
this thesis during the 19th century. He claimed that a leader is someone who had special
abilities that pique the interest of the people.
According to the "great man" view of leadership, some people are born with the
qualities that set them apart from others and that these qualities are what allow them to
rise to positions of influence. Defying all odds to achieve goals for his followers, a leader is a
hero. According to the notion, individuals in power deserve to be there because of their
exceptional endowment. The idea also asserts that these characteristics hold true across
groups and over time. As a result, it implies that all great leaders possess similar
characteristics, regardless of when and where they lived or the particular role they played in
history.
Previously, leadership was thought to be primarily a male trait, hence the hypothesis
was dubbed the great man theory. However, with the rise of many outstanding female
leaders, the notion was renamed the great person theory.
2.The full range leadership
The Full Range Leadership Model (FRLM) is an all-inclusive approach to leadership
styles that encompasses low to high engagement and leads to various levels of leadership
effectiveness. Bass and Avolio described FRLM as including laissez-faire, transactional, and
transformational leadership, drawing on the work of Burns.
The transactional leadership theory
This task-oriented leadership style, often known as management theory, operates
on the idea that effective leaders should handle their employees and team members
transactionally. By rewarding when someone achieves a goal and punishing them when they
don't, transactional leadership assumes an authoritatively administrative position. While
supporters of transactional exchange theory claim it's challenging but nonetheless an
effective leadership style, some see this component of the theory as unhelpful.
Transactional leadership consists of three components: passive management by exception,
active management by exception, and contingent compensation.
Passive management by exception; Even though it means that intervention occurs later
than in the active management by exception instance, passive management by exception
allows team members greater freedom and only inspires leadership intervention when
necessary. Failure, like in the active example, results in a negative reaction toward the
failed employee.
Active management; By way of exception, active management entails managing and
keeping an eye on both the performance and final result. When there are symptoms of
issues or failure, the leader comes in and intervenes early. Although the active leader is also
involved in seeking chances to boost productivity, this intervention will result in negative
feedback, a reprimand, or some sort of punishment.

Contingent compensation; A simple strategy for compensating followers based on job
completion and outcome is contingent reward. Bonuses, promotions, recognition, and
admiration are examples of contingent benefits.
The transformational leadership theory
In the transformational leadership theory, group performance is key. A necessary
change can be pursued and implemented by team members and stakeholders through the
leadership of transformational leaders. Instead of using direct coercion, transformational
leadership generally focuses on inspiring and influencing others to accomplish this aim. The
Four Components of Transformational Leadership are identified by the Full Range Leadership
Model.
1.Personal Consideration (IC)
The requirements and emotions of every team member are different. Understanding
this, a transformative leader shows genuine concern. Team members are more likely to
perform well when they believe their boss actually cares about them. This necessitates the
transformational leader having highly developed emotional abilities as well as a high level of
empathy. Along with regular two-way contact between the leader and each member,
individual consideration also involves tailored criticism and praise. To challenge the team
members and assist in their further development, the leader also serves as a mentor and
coach. (This section is also covered in Coaching Leadership, which can be found in our
leadership styles site.)
2.Stimulation of the Mind (IS)
Encourage risk-taking, encourage the team to challenge the existing quo, and
stimulate their intellectual curiosity. This is a significant advancement in the search for
fresh, more effective methods of operation, which is at the heart of transformative
leadership. The ideas of the team members are drawn upon and used by a transformational
leader.
3.Motivational Inspiration (IM)
The transformative leader must give the followers an inspiring vision if they are to
perform at a better level. The vision is effectively and upbeat communicated by the
transformative leader, who also places the near-term efforts in a bigger framework. To
achieve the improved performance of transformational leadership, it is important to have a
strong sense of purpose and high inspiration. Everyone believes that they have a role to
play in realizing the goal and that their efforts are crucial.
4.Influence Idealized (II)
The group respects the leader's character and principles. Team members won't be
asked to do anything that is unethical or that the leader wouldn't do themselves; there are
no double standards, and the leader serves as an ethical role model. The thread that ties
the organization is trust.
3.Autocratic leadership theory
The autocratic leadership theory, also known as the authoritarian leadership theory,
involves seizing control of a group in the same way as a dictator might take control of a
country. A leader that practices autocracy won't take her followers' suggestions into

consideration and will make all important decisions by herself. Even while authoritarianism
may not be appropriate in most circumstances, it can be preferred in high-stakes scenarios
that call for speedy decisions or in workplaces where new hires require substantial training.
When making an immediate, firm decision is required, this approach can be helpful. For
example, in a crisis situation, there isn't enough time to assemble everyone and obtain a lot
of comments. A delayed choice is sometimes far worse than the leader simply making a
decision on their own. Additionally, it is preferable to have an authoritarian leader when
there is a leadership vacuum and individuals lack direction. In addition, if there is already a
lot of conflict, an authoritarian leader can effectively decrease conflict among members in
the near term.
But also, this is a demanding and stressful leadership style for both the leader and
the follower. Because followers will wait to be told what to do, it necessitates constant
hands-on attention. That is the standard established by this style. The boss issues orders,
and subordinates carry them out. Another issue is the high cost of turnover. When working
under an autocratic boss, followers are more inclined to leave a group or organization.
4.Democratic leadership theory
Democratic leadership is clearly derived from the original notion of democracy, which
is simply defined as government by the people. In a democracy, some people play the role
of leaders, while others play the role of followers, but everyone has an equal say in
decision-making. A democratic leadership style allows everyone to engage, ideas are freely
exchanged, and discussion is encouraged. While this procedure emphasizes group equality
and the open flow of ideas, the democratic leader remains there to provide guidance and
control. Determining who belongs in the group and is permitted to participate in decision-
making is another responsibility of the democratic leader. One of the most successful
leadership styles, according to research, is the democratic leadership style, which boosts
group morale, productivity, and the quality of members' contributions. More than half of the
country in this world such as the United States, Sweden, the Philippines, Indonesia, South
Korea, and the Netherlands are a few others. Democratic leadership can result in better
ideas and more inventive solutions to challenges since group members are encouraged to
voice their opinions. Members of groups tend to feel more invested in and devoted to tasks,
which increases their propensity to care about outcomes.
While democratic leadership has been described as the most effective leadership
style, it does have some potential downsides. In situations where roles are unclear or time
is of the essence, democratic leadership can lead to communication failures and
uncompleted projects. (Rose Ngozi Amanchukwu, 2015). Members of the group could
occasionally lack the skills or knowledge required to contribute well to the decision-making
process. Democratic leadership can also make team members feel as if their opinions and
ideas are ignored.
Here are some of the most used management theories;
Henry Fayol’s principles of management
Management theory, developed by Henri Fayol, is a simple explanation of how
management interacts with employees. Fayol's management theory includes a wide range
of concepts; therefore, it may be applied to practically any business. Today, the business
sector regards Fayol's traditional management theory as a useful guide for effectively
managing employees. Henri Fayol's management philosophy covers 14 management