Leadership and Management Roles in Diverse Contexts

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MANAGEMENT OPERATION CASE STUDY

LO2
P2 Examine an example of how the role of a leader and function of a manager apply in
different situational contexts
The purpose of a leader or manager is one of the essential things in the organisation when it
comes to achieving the target or goals of the company as well. It is a manager or leader's
responsibility to make the team members or employees work together as a team. A manager
should make sure that there would be no conflicts between employees and team members as
well, which is essential to perform the tasks effectively so that the team can achieve its targets.
The role and function of the manager in an organisation play an indispensable role in the
company (Chiu et al., 2017). The following are the three types of ideal position of the manager
in the organisation in a given context.
 Interpersonal roles – In interpersonal roles, there are three types of character which are
figurehead role, leadership role and the liaison role. All three positions are quite crucial
for the manager. It will be helpful to the manager to fulfil their tasks efficiently. In
figurehead role, ideally it is required that the manager greet the visitors as manager
represents the organisations and present rewards to the employees to encourage them but
in a given situation, the manager James didn't make them feel motivated for work. James
thinks that the work would be complete only (Matthews et al., 2018). In a leadership role,
James essential duty is to motivate the employees so that they will feel connected to the
company and its targets, but James did the exact opposite of it. In Liaison role, a manager
should make some strong network and should use it for the benefit of the organisation as
well, but on another hand, James didn't make any communication to the outsiders and
even to the employees to discuss the plans of the company (Matthews et al., 2018).
 Informational roles - The informational purposes of the manager will include three
steps, which are monitoring, disseminator and spokesperson as well. In monitoring, the
manager should collect information and follow the teams so that they will make fewer
mistakes during the tasks, but according to the given context, James had a very directive
approach when it comes to monitoring and James didn't discuss anything to the rest of
team members (Huang & Feeney, 2016). In disseminator, it is the manager's

responsibility to share the information to the employees to provide them with all the
required information and James had no desire to encourage them to make the healthy
discussion as well. James didn’t believe in giving any information to the employees and
further study so far, which was not appropriate. The manager is the spokesperson of its
organisation or the respective unit of them in the organisation (Huang & Feeney, 2016).
The manager is the person who is responsible for the group or team as well, but James
was a total fail to become a representative of its organization.
 Decisional roles – when it comes to making decisions, there are three roles which a
manager can play, those are entrepreneurs where the manager has to analyse all the
associated risks with the tasks and make the management aware about the current
situation (Hoffman & Tadelis, 2018). A manager should be the person who can handle
disturbance in the organisation and runs the operational activities smoothly at work, but
James was not able to handle the disruption as well. James used to hide the situation from
the senior to not lose the job. James was a total failure to assume the risk during the tasks
as well. The entire critical thing of a manager is to understand the importance of
evaluating the resources such as human, financial and physical resources of the
company and use them in company benefits (Hoffman & Tadelis, 2018).
There are many functions of the manager towards its employees and the organisation. If the
manager will able to function according to the needs of the organisation effectively, it would
make the company achieve its target soon. The following are the functions of the manager
according to the given context.
 Planning – The manager is responsible for doing effective planning for the plans of the
teams so they can perform their tasks with fewer mistakes as well. It is essential that the
manager will help the employees by making effective plans and then effectively execute
them, but James was not able to do adequate planning as James itself didn't have much
technical knowledge as well which later created much more problems with the
government projects (Best, et. al., 2016).
 Organising – It is the manager's duty to make the employees ready to work in teams in
an organised manner so that the team will work without any conflicts as well, but in

James team there were few members who were not happy with the working style of
James because of being directive very much (Best, et al., 2016).
 Develop organisational structure – The environment and the structure of the company
is the one crucial thing which makes a significant impact on the working culture of the
company and manager is responsible for developing organisational structure as well.
James was not successful in developing a great working corporate structure as some of
the employees were not happy with James or the company.
 Staffing – It doesn't mean here for the recruitment and hiring process; it includes
promotions, appraisals, compensating and training, and the manager is responsible for
that. It helps the organisation and employees to work together in the company's favours.
James didn’t complete those targets as a manager; James doesn’t appreciate the
communications much with the employees (Cooper, 2015). Leading – The primary function of the manager is to manage a team and lead the
employees correctly to complete the work according to the customers and the company's
needs as well. James style was very directive, being a manager; James doesn't allow the
employees to provide suggestions because James believed that each employee should
mind their own business.
 Controlling – It could be the most important measuring tool which helps to understand
the control of the manager to the team members. It helps the employees to work
accordingly and effectively, too, which increase their work quality as well as their
performances so far (Cooper, 2015).

References
Chiu, C.Y.C., Balkundi, P. and Weinberg, F.J., 2017. When managers become leaders: The role
of manager network centralities, social power, and followers' perception of leadership. The
Leadership Quarterly, 28(2), pp.334-348.
Matthews, M., Carsten, M.K., Ayers, D.J. and Menachemi, N., 2018. Determinants of turnover
among low wage earners in long term care: the role of manager-employee
relationships. Geriatric Nursing, 39(4), pp.407-413.
Huang, W.L. and Feeney, M.K., 2016. Citizen participation in local government decision
making: The role of manager motivation. Review of Public Personnel Administration, 36(2),
pp.188-209.
Hoffman, M. and Tadelis, S., 2018. People Management Skills, Employee Attrition, and
Manager Rewards: An Empirical Analysis.
Best, G., Faigl, J. and Fitch, R., 2016, October. Multi-robot path planning for budgeted active
perception with self-organising maps. In 2016 IEEE/RSJ International Conference on Intelligent
Robots and Systems (IROS) pp. 3164-3171.
Cooper, R., 2015. Formal organization as representation: remote control, displacement and
abbreviation. In For Robert Cooper, pp. 188-206.