Leadership and Management: Roles, Skills, and EI Analysis

This essay critically examines the concepts of leadership and management, highlighting their distinct characteristics and roles within an organizational context. It differentiates between the functions of a manager, who focuses on administration and efficiency, and a leader, who inspires and motivates. The essay presents three case studies of individuals exhibiting different leadership and management styles, including a senior manager, a team lead, and a manager with ineffective practices. Furthermore, it analyzes the results of a Global Emotional Intelligence Test (GEIT), evaluating scores across self-awareness, self-management, social-awareness, and relationship management, providing insights into the individual's emotional intelligence capabilities. The analysis underscores the importance of emotional intelligence in effective leadership and management, offering a comprehensive understanding of these critical aspects of organizational success.

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Leadership and Managing
Name of the Student
Name of the University
Author Note

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Introduction
Leadership in business refers to capability of the management of a particular company
to predefine and accomplish challenging goals, while taking rapid decisions, as and when
required. It is imperative for any organization to have good leadership that outperforms the
rivals, and also encourages the employees to perform to their maximum possible extent
(Swanson & Frederick, 2016). Leadership generally encompasses a holistic approach, and
provides assistance to the management of an organization to set out the culture of the
corporation. Time and again it has been found that people having strong leadership
capabilities generally rise to several executive positions such as, COO (chief operating
officer), CEO (chief executive officer), president, CFO (chief financial officer), and chairman
(Singh, 2017). According to Renz (2016) the term management refers to the administration of
a business, or non-profit organization and comprises of several activities that place a focus on
developing organizational strategies, and coordinating the efforts of employees, with the sole
objective of accomplishing the directed vision. This essay will draw a comparison between
leadership and management, and will also elaborate on the results of an emotional
intelligence test.
Difference between leadership and management
Although the words manager and leader are interchangeably used in business, they are
quite different from each other. A manager has the primary role of administering and
coordinating all resources in an effective manner, and also works towards efficient usage of
their potential for successful accomplishment of the goals and objectives of the organization.
Managers are imperative for all activities of a particular organization and their expertise and
skills are considered vital across different sectors and departments (Bush, Bell &
Middlewood, 2019). Managers are also considered as the chief force in the growth and

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expansion of an organization. It has often been found that larger administrations are
predominantly complex owing to their process, size, process, nature of business and people.
Nonetheless, administrations need to be an organized whole including every worker and their
capacity, thus guiding them towards attaining the set occupational objectives (Thorpe, 2016).
This is an enormously challenging effort, and requires extremely effective directors who
display necessary communication and management skills. Furthermore, scholarly evidences
also elaborate on the fact that a manager functions as the member of an administration, with
the accountability of conducting four significant functions of the management namely,
preparation, establishing, leading, and governing (Solomon, Costea & Nita, 2016). Several
managers display an inherent tendency of adorning the role of leaders, by enhancing different
skills and competencies that are related to communication, inspiration, providing motivation
and direction, and cheering workers to rise to an advanced level of efficiency. However, all
managers are not able to become leaders.
Managerial duties typically requires the individuals to place adequate focus on
meeting the organizational objectives and goals, and also makes them accountable for their
activities, as well as those of their subordinates. The chief difference between leaders and
managers is that the former is do not essentially hold or conquer a particular management
position. In other words, a leader is not always expected to adorn the role of an authority
figure in the business (Chiu, Balkundi & Weinberg, 2017). Contrary to managers, leaders are
generally followed by subordinates owing to their charismatic personality, conduct, and
opinions. A leader individually devotes to errands and plans, and also manifest increased
passion towards their work (Willis, Clarke & O'Connor, 2017). Leaders are also found to
invest more interest in the accomplishment of goals by their subordinates, thus enabling the
latter to attain success in the organization, which are not merely restricted to attainment of

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administrative goals. In addition, followers of a manager are typically expected comply with
the orders, while following the instructions of a leader is optional.
Leadership works on the concept of motivation and faith amid employee (Bird &
Mendenhall, 2016). In addition, leaders are generally considered as individuals, who contest
the status quo. In other words, leaders must are expected to be visionary, change-savvy,
creative, agile, and adaptive. In other words, while a manager has the responsibility of
building a strategic vision and also reviews and anticipates the regular activities and needs of
the subordinates, leaders involve the entire team and help all team members to realize and
comprehend their own roles and responsibilities in a wider context. While a manager focuses
on measuring, setting, and achieving goals, a leader has the capability of painting a bigger
picture of what is possible, and also play an important role in inspiring and engaging the
employees for actualization of the vision into reality (Wu & Parker, 2017). Leaders have also
been recognized as proud disrupters, and place an emphasis on innovation of the operations
of a particular organization. They also embrace any kind of change in the management, for
better outcomes. In contrast, manager generally stick to the conventional mode of operation,
and take efforts to refine the system for betterment.
Three roles
A senior manager X, of an automobile company was found to display great
managerial skills. The senior manager was a member of the highest management level of the
organization and was responsible for the day-to-day management of operations of the
company. Great managerial skills demonstrated by the person can be accredited to the fact
that the senior manager is has been generally found to adequately fulfil a range of
responsibilities and also holds the authority, which are much larger in scope, when compared
to any front-line manager of an organization, thus facilitating the promotion to a higher role
(Barney, Foss & Lyngsie, 2018). One major aspect of this managerial role is that the position

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makes it customary for the person to encounter numerous challenges. One major strength of
the manager can be accredited to the fact that he is solely accountable and answerable for
planning and leading the effort and exertion of a group of persons. The senior manager also
successfully monitors the work of all employees, and also undertakes corrective actions, as
and when required.
The senior manager is also entitled with the responsibility of providing instructions to
supervisors of the company, who has the duty of managing the employees that enhances
performance. Decision-making skills of the senior manager are also manifested under
circumstances when he is found to provide guidance for directing growth reports, and
ensuring the presence of clarity around objectives and priorities for the complete functional
area (Haider, Fernandez-Ortiz & de Pablos Heredero, 2017). Demonstration of excellent
managerial capabilities are also related to the capability of the person to work across a range
of functions with team members, with the aim of ensuring collaboration for shared
responsibilities.
Person Y, working as the team lead of a software company demonstrates great
transformational leadership skills. The presence of adequate leadership skills can be
accredited to the fact that the person is always found to work in collaboration with the team
members, with the aim of identifying much needed change, and also helps the employees to
accomplish the goals of the directed vision of the team. One major advantage of this
leadership skills can be associated with the fact that all the team members get inspired and are
able to accurately execute their roles and responsibilities, while remaining committed to the
group (Engelen, Gupta, Strenger & Brettel, 2015). This leadership approach of the person Y
stands out from diverse styles of leadership in its capability to rapidly measure and evaluate

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the current situation of the software organization, in comparison to its competitors, followed
by the formulation of a visualization for its growth and improvement.
The transformational leader is also found to communicate the objectives and visions
of the team appropriately to other stakeholders in the administrations, and to all the staffs, in
order to get all employees on board. This is highly beneficial in making the employees
acquire necessary skills and abilities for dealing with challenging situations (Aga,
Noorderhaven & Vallejo, 2016). In addition, this leader is also able to develop an enthusiastic
work environment. Taking into consideration the fact that all team members work through
self-motivation, the actions of the leader guarantees an increased amount of competence and
output. The visions of the leader also align themselves with the capability of motivating and
encouraging the team members, thereby heading to a common goal, under difficult
circumstances.
The manager Z of a medical writing company displays lack of necessary managerial
skills. Marks of passive aggressiveness are always demonstrated by the manager. In addition,
the person often fails to check whether the employees are able to understand the goals of the
organization, and their responsibilities. This creates a negative impact on the employees
owing to the fact that the manager demonstrate lack of accountability for the actions, which
in turn is a direct manifestation of unconscious actions. Under most circumstances, the
employees are not adequately acknowledged for their undertakings, and are merely criticized
for their failings (Roche, Duffield, Dimitrelis & Frew, 2015). This makes the employees feel
that they are not valued, and they often work in an environment of anxiety of making an
error. Furthermore, most meetings are generally considered as time sinks with diminutive
payoff. This leads to the development of disconnect between the desire of the manager to
remain in loop and delegate tasks, and creates disinterest in the employees.

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Emotional intelligence test
Also referred to as emotional quotient, emotional intelligence (EI) refers to the
competence of individuals to identify their own feelings and sentiments, and those of others,
distinguish between dissimilar moods and label them suitably, use expressive evidence to
guide rational and thoughtful behavior, while adjusting and/or managing reactions to adapt to
surroundings for accomplishing definite goals. In the words of Petrides et al. (2016) EI also
reflects aptitudes to join astuteness, empathy and feelings to augment understanding and
thought of relational dynamics. The Global Emotional Intelligence Test (GEIT) that
comprises of 40 questions, all derived from, the Global EI Capability Assessment was
undertaken, which provided a score for each of the four components that are central to EI
namely, self-awareness, self-management, social-awareness, and relationship management.
The scores are provided below:
Figure 1- Scores for the GEIT
Source- (Global Leadership Foundation, 2019)
A score of 7 was obtained for self-awareness, which refers to the aptitude and
capability of a person to recognize and acknowledge the strengths, emotions, values, drives,
weaknesses, and goals, while recognizing their potential impact on others for guiding
decisions (Mayer, Caruso & Salovey, 2016). In other words, the score suggested that there
exists a moderate capability for introspection and the capacity to identify oneself as a discrete
person, detached from the situation and other persons. Time and again, it has been established

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that there are a range of emotional states that get strengthened by self-awareness. However,
the score suggests that there exists a modest likelihood of aligning behavior with the personal
standards, under circumstances that involve efforts to increase self-awareness. It has often
been established that people having high EI are able to better comprehend their emotions and
prevent their feelings from ruling them (Caldwell & Hayes, 2016). Thus, an analysis of the
score suggests that although there is an awareness about the personal strengths and
weaknesses, they often create an impact on decision-making process.
A score of 8 was obtained for the domains of both self-management and relationship
management. Self-management refers to the capability of responding accurately to the
continuing demands of practice, with the range of feelings in a method that is socially
acceptable and adequately flexible to allow unprompted reactions (Serrat, 2017). In addition,
this attribute is also defined as an intrinsic and extrinsic process that is responsible for
monitoring, assessing and altering emotional reactions. Therefore, a high score of 8 suggests
that efforts are taken to display necessary commitment towards lifelong learning, in relation
to the personal goals, and that of the organization (Schinckus, Avalosse, Van den Broucke &
Mikolajczak, 2018). Furthermore, the high score also suggests that personal productivity is
generally developed for managing time, based on the commitments. In contrast, relationship
management refers to the strategy that focuses on maintenance of a continuous engagement
with all the members (Serrat, 2017).
High score indicates that necessary strategies are always taken for supporting the
business, and its offerings, thereby augmenting the brand loyalty. A maximum score of 10
was obtained for social-awareness that suggested the presence of necessary ability for
understanding and responding to needs of other individuals (Meng & Boyd, 2017). Thus, it
provided an indication for the fact that under all circumstances, empathy is displayed towards

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peers and subordinates, which in turn is central to emotional intelligence. Hence, high social
awareness enhances both professional and personal relationships.
Conclusion
To conclude, leadership and management are two important terms that are frequently
considered identical. It is important to comprehend that leadership is a crucial part of active
management. As a critical constituent of management, extraordinary leadership performance
focuses on building a setting that fosters development and growth of all employees. In
contrast, leadership encompasses the potential of influencing and driving efforts of the group
towards accomplishment of personal and common goals.

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