Leadership and Management: Exploring Theories and Practices

This essay delves into the multifaceted world of leadership and management, exploring the core concepts, essential skills, and various theoretical frameworks that underpin effective leadership. It begins by defining leadership and examining the traits of successful leaders, drawing upon Katz's Three Skills Model, which highlights the importance of technical, human, and conceptual skills. The essay then explores situational leadership theory, emphasizing the adaptability of leaders to different contexts, and discusses Hersey and Blanchard's leadership styles, including telling, selling, participating, and delegating, along with their corresponding maturity levels. Furthermore, it examines servant leadership, a philosophy that prioritizes the well-being of followers. The essay also addresses the development of leadership skills, emphasizing the importance of initiative, critical thinking, and motivation, while also exploring theories like path-goal theory and trait theory. Path-goal theory is discussed in terms of employee and environmental characteristics along with leader behavior. Trait theory is also discussed, outlining the traits of leaders. Overall, the essay offers a comprehensive understanding of leadership and management principles, providing valuable insights for aspiring leaders and management students alike.

Leadership and
Management

Table of Contents
1. What is involved in being a successful leader?......................................................................1
2. Can good leadership be developed, and if so, how?...............................................................4
3.What distinguishes leadership and management?....................................................................7
4.What have you personally learnt about leadership from your own experiences, on this
course and elsewhere? ..............................................................................................................10
REFRENCES.................................................................................................................................11

1. What is involved in being a successful leader?
A person who encourages and motivates people towards attainment of individual or
group goals is called as a leader. A successful leader is one who convince people, bring
confidence in them and move them into actions. There are various traits, skills and many more
factors which are required by leaders that have been discussed below with the help of different
theories (Avolio, 2013).
Katz' Three Skills Model
Robert Katz determines that there are three types of skills which are important for
leadership that are technical skills, conceptual skills and human or interpersonal management
skills.
 Technical skills as one part of management skills
They give knowledge to leaders and capacity to utilise various kinds of techniques in order to
achieve what they desire to achieve. Technical are not restricted to production tools, machines or
other equipment rather they are skill that are needed to grow sales, create various kinds of
services and products, distribute services and products, etc. These skills are essential at
supervisory management levels, less essential for middle level managers and least essential for
top level managers like CEO's and senior managers. (Bolden, 2016).
 Human Skills
With contrast to technical skills, human skills are related to proficiency in related to working
along with people and the way they behave, operate in teams, interact with them effectively and
their objectives, feelings and attitudes. These skills are required in order to convince superiors
effectively along with colleagues and subordinates so that they can achieve goals and targets of
organisation. With the help of these skills a leader can convince members in a group or team to
coordinate with each other so that they can achieve goals and objectives of organisation.
Proficiency in human skills refers to leaders knowing their thoughts on various kinds of issues
and simultaneously becoming aware of others thoughts. Consequently, higher levels leaders who
are having interpersonal skills are able to adapt better their personal ideas when compared to
ideas of other people. This will also lead to effective and efficient achievement of group as well
as organisational goals. These leaders are sensitive and sympathetic who can motivate others,
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develop a trust worthy atmosphere for their followers and consider motivations and requirements
of others while deciding strategies and plans in order to achieve goals and objectives of
organisation. Interpersonal skills are needed at all the levels of management which are top level,
middle level and lower level of management (Dignam and et. al., 2012).
 Conceptual Skills
Leaders who have high level of this skills are a good thinker and come up with innovative
ideas that builds up an organisation and its future vision. These leaders are comfortable in asking
hypothetical questions and also working with ideas which are abstract. Conceptual skills helps
leaders to provide meaning and make sense to abstract ideas for their colleagues and superiors.
This skill is most required by top managers, less required by middle managers and least requires
for supervisory managers.
Situational theory of Leadership
This theory tells that none of any individual leadership style is most appropriate. But, it
depends on the present condition that which kind of strategies and leadership will be suited to it.
According to this theory, effective leaders are one who are flexible and can adjust their styles
according to situation and observe cues like type of task, group's nature and different other
elements that help in getting a task done. It was developed by Dr. Paul Hersey and Kenneth
Blanchard (Goetsch and Davis, 2014).
Hersey and Blanchard's Leadership Styles
They suggested that there are basically four styles of leadership which are being given below.
 Telling (S1): Under this style of leadership, a leader guides followers what to do and
how to do it.
 Selling (S2): This style includes a little more back and forth among followers as well as
leaders. Leaders “sell” their messages and ideas in order to make members of group buy
into process. Participating (S3): Under this style of leadership, leaders allow followers to be active
and take their own decision rather than giving them directions. They allow followers to
come up with their ideas and thoughts in order to take decisions. Delegating (S4): In this style leaders are involved less and its kind of hand off approach.
Members of group take decisions mostly and take responsibility of outcomes and results
on their own (Hallinger and Bryant, 2013).
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Maturity Levels
Appropriate style of leadership relies on level of maturity which is level of competence
and knowledge of group or individuals. Hersey and Blanchard theory has determined four
different levels of maturity which includes.
 M1: In this member of group have lack of skills, knowledge and willingness in order to
complete a task.
 M2: Members of group are enthusiastic and have willingness to complete a task but they
have a lack of ability.
 M3: Members of groups have skills as well as capability to complete the but they do have
willingness to take the responsibility. M4: Members of groups are highly skilled and are willing to complete the task.
Matching Leadership styles with maturity levels
Model of Hersey and Blanchard suggest that styles of leadership should be followed by suitable
for maturity levels which are being discussed below.
 Low maturity (M1) – Telling (S1)
 Medium Maturity (M2) – Selling (S2)
 Medium Maturity (M3) – Participating (S3)
 High Maturity (M4) – Delegating (S4)
Servant Leadership
This is a philosophy of leadership in which a person communicates with other either in
capacity of fellow employee or in a management in order to attain authority instead of power.
With the help of authority, it intends to promote well being of their colleagues and subordinates.
Servant leadership includes individuals who demonstrates characteristics of listening,
commitment to personal growth and empathy towards others (Gopee and Galloway, 2013).
Servant leadership search in order to move personnel interaction and management away
from activities of controlling and toward a relationship which is more synergetic among parties.
Servant leadership term was coined by Robert Greenleaf, a researcher who was skeptical
regarding leadership styles which are traditional which concentrates on building more
authoritarian relationship among employees and employers.
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According to observations of Robert, approach of servant leader analyses situation as
well as organisation from the perspective of a servant first, then seeking to devote their presence
in order to answer requirements of others as well as organisation. They look top desire of address
and needs as their priority along with leadership which is required to be pursued secondarily.
This is contrasted with perspective of leaders first in which an individual concentrate on gaining
quick control which is usually driven by desire (Hallinger and Bryant, 2013).
2. Can good leadership be developed, and if so, how?
Leadership is the ability of an individual or a group of individuals to influence others to
accomplish an objective and motivate, inspire and create an environment for each individual to
achieve organization goals. In this process, only one person can enlist the benefit and support of
others to achieve a particular task. Leadership involves establishing a clear vision. Some peoples
are born leaders but most of them need to practice to be a good leader. So the development of
leadership is important. Leadership can be developed by taking some measures or steps. There
are some skills which help develop leadership and become a successful leader: Taking Initiative – The slogan “Practice makes a man perfect” describes that the more
work people do, the more they can learn. So employees don't need to wait for the
responsibilities, they have to go beyond at their current position and need to prove
themselves. Critical Thinking – Good leaders are always aware of potential opportunities and take
advantage of them to benefit the company. To be a leader, an individual must be a critical
thinker who can know the potential problems before they happen, and can find ways to
prevent the issues before happening.
 Motivate – Always try to remember that if someone is inspired by your work then do
more, work more to be more successful in life. A good leader always motivates and
encourage their employees, co-workers and subordinates when they lose their hope and
aims. Sometimes an employee lose hope because they face difficulty in achieving that
goal, in that case a leader must talk to that employee and should share their experience
and motivate them to do more and not to quit (Hallinger and Chen, 2015).
Various theories can be used to develop leadership which are being mentioned below:
Path goal theory of leadership
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This theory states and specifies leadership style which is more beneficial in organizations
which have a fix goal. In this leader use to complement their employees and motivate them to
achieve the desired goal of the organization. It is not a detailed process but generally follows
three basic steps which are being discussed below: Employee Characteristics: In this employees interpret behaviour of their leaders
according to their requirements which are need of degree of structure, perceived level of
ability and affiliation. Moreover, a leader needs to analyse characteristics of their
employees so that they can encourage and motivate them properly (Hallinger, 2013). Task and Environmental Characteristics: Special focus of path goal theory is to
overcome obstacles. In case an obstacles become too strong then it is the responsibility of
leader to step in and help employees so that they can select or choose most suitable and
appropriate path. There are characteristics that arises in difficult tasks are design of task,
formal authority system and work group. Leader behaviour or style: There four styles of leadership which are being mentioned
below.1. Directive leadership- In this style of leadership a leader must know about the direction in
which the organization has to go. For this they have to provide clear guidelines to their
employees so that they can work and give their best to achieve the goal for organization.2. Supportive leadership- In this style of leadership a leader does not behave like a superior
and do not treat their subordinates as junior. An equal respect is given to the subordinates
by the leader and must have friendly nature with employees. The leader must have
quality to understand and share feelings.3. Achievement-oriented leadership- In this type of leadership, leader sets tough goals. Here
leader believes in their employees that they can handle it so that they can achieve highest
goal in their life. In employees get forced to work hard and achieve more in their life and
also motivates to improve their performance (McMurray, 2013).
4. Participative leadership- In this style, leader seems to be participative with their
employees and give importance to the ideas and suggestions made by employees. Here
leader is open for consultation and discussion and also includes the suggestions made by
employees in decision making.
Trait theory of leadership
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Trait model of leadership defines characteristics of various kind of leaders that can either
be successful or unsuccessful and is beneficial in predicting effectiveness of leadership. After
that resulting lists of traits are being compared to leaders who have potential in order to assess
likelihood of their failure or success. Scholars who takes trait approach attempts to analyse
demographic, physiological, self-confidence and task oriented skills along with effectiveness of
leaders. There are six traits of leadership which are explained under this approach that
differentiates leaders from non leaders. These have been discussed below.
 Drive: Leader is a person who displays high level of effort. They have a higher want to
achieve, they have lot energy and takes initiative to do tasks or activities.
 Desire to lead: Leaders are the one who have a strong desire in order to attain goals and
objectives as well as direct others (Renz, 2016).
 Honesty and Integrity: Leaders develop a trustworthy relationship among followers and
themselves by being honest.
 Self-confidence: Followers usually seek for leaders whenever they are in doubt.
Therefore, leaders, must show self-confidence so that they can influence goals and
decision of their followers.
 Intelligence: A leader must be intelligent in order to gain and gather information and
develop visions to solve problems and take appropriate as well as best decisions.
 Job Relevant knowledge: A successful leader is one who have high degree of
information and knowledge about organisation and its technical matters.
Leader Member Exchange Theory
This theory was first emerged in 1970 and concentrates on relationship between
subordinates and managers. It states that all relationship between managers and members of their
teams goes to three stages which are being discussed below.1. Role- Taking: This is the first stage in which members of team joins the group. Managers
utilise this time to analyse skills am abilities of new members.
2. Role Making: When new members in a team start working on tasks as a part of a team.
Under this, managers expects that members of team will do hard working, be loyal and
honest when they start performing their roles. This theory states that while this stage,
managers arranges new members into one of two groups (Shattock, 2013).
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 In group: In case members of team prove themselves as loyal, honest and skilled they are
being put into in group. This group is made of people whom managers mostly trust.
Managers give full attention to this group, gives them challenging as well as interesting
work and provide them opportunities for gain extra training and use of advancement.
Moreover, this group gets more time to spent with managers. Out group: In case members of team betray the faith of managers or prove that they are
not motivate or do not have competent skills than they are put to out group. Work of this
group is often unchallenging and restricted. They are not able spent more time with
managers and also don't receive opportunities for advancement or growth.
3. Routinization: This is the last phase of the theory in which establishment of routines
between managers and their team members are done. In group team members tend to do
hard working in order to maintain a good reputation in front of their managers, by
displaying respect, trust, empathy, persistence and patience. Whereas Out group members
started disliking and distrusting their managers. Since, it is difficult to come out of this
group once managers have done their perception for those members. Out group members
are required to change their department or either the organisation in order to start it over
again (Thorpe, 2016).
3.What distinguishes leadership and management?
Management is a process of monitoring, controlling and directing employees as well as
their activities within a workplace. A leadership is the process of encouraging people or group of
individuals towards attainment of a common or group goals and objectives. In context to
business this refers to guiding and leading employees and subordinates with a motive to meet
requirements of a company. Whereas management refers to a person or a group of people that
agrees to run a company. Under organisation they perform various functions such as planning,
organising, directing and controlling. Management do work with themselves they rather
encourage employees to collaborate and work in a groups to achieve organisational goals. It
consists of 6 M's which are markets, money, methods, Men and women, materials, machines and
markets.
Leading and managing are two processes which are of distinct nature, but leaders and
managers are not different kinds of people. There are ten managerial roles which are being
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accounted for management activities. Every activity is being described in terms of minimum one
role, though there are many activities which includes more than a single role. Under this there are
three roles that deals with managers’ interpersonal behaviour which are leader, figurehead and
liaison. While, three deals with behaviour of information-processing which are disseminator,
spokesman and monitor and four roles that deals with behaviour of decision making which are
conflict, resource allocator, negotiator and entrepreneur. A manager’s role is being
predetermined largely through nature of manager's position.
According to Vaccaro, and et. al. (2012), leadership and management can be compared in
context of intended outcomes and core processes. Moreover, management desires to produce
order and predictability by:
 Setting goals for operation, developing plans for actions along with timetables and
allocating resources.
 Staffing and organising for example creating structure, allocating tasks and resources
 Solving problems and monitoring results.
Whereas, leadership desires to produce change in organisation by:
 Analysing future and developing future accordingly and making strategies for changes
required
 Describing and interacting vision
 Influencing and encouraging employees to achieve vision.
From above discussion a comparison between leadership and management can be done which is
being given below:
 Management concentrates on developing elaborative schedules and plans for attaining
particular results and then assigning resources to implement those plans. Leadership calls
in order to create a vision which is compelling in future and making foreseen strategies
so that they can produces changes which are required to achieve vision. While,
management calls for monitoring and observing on short time results and bottom line,
leadership entails monitoring on long term future and horizon.
 Management involves organising a structure in order to implement a plan, staffing
structure and creating policies, system and procedures to lead workforce and to observe
accomplishing of plan. While, leadership aims at conveying vision and creating a culture
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which is developed and set core values which leads to a state that is desired in future. It
concentrates on supervising employees in order to achieve a common vision.
 Rather than controlling and directing workforce, leadership focuses on guiding others to
grow, in order to make them contribute towards attainment of vision. While,
communication process of management includes giving answers and resolve issues,
leadership entails listening, involving others and asking questions.
 In context to relationship, management concentrates on objects like reports and tools, on
initiating the required steps in order to produce products for organisation and its services.
On other hand, leadership relationships, concentrates on influencing and encouraging
people.
 Authority's formal position is source of management power within a workplace. Power
of leadership depends on personal traits of an individual and it does not demand for
having an authority. Individuals who holds an authoritative position do not give
leadership whereas, a person who is manager usually treat itself as a boss and leader treat
itself as a coach.
 Management solves problems and gives answers while, leadership needs courage to
accept doubts and mistakes and to listen, trust as well as learn from other people
(Leadership, 2018).
 Leadership is beyond a combination of skills, it depends on number of personal qualities
which are difficult for perceiving but seems to be powerful. These involves
characteristics like integrity, enthusiasm, humility and courage. A successful leadership
comes from doing a genuine concern for others. Whereas, management process usually
motivates emotional distance, whereas leadership fosters sympathy with others.
 Leadership and management both produces different outcomes. Management produces
efficiency, stability, order and predictability. Hence, good management is beneficial in
consistency of organisation in order to attain short term results and meet stakeholders’
expectations. Whereas, leads to a change usually to dramatic degree.
For example, In Marks and Spencer, both processes are necessary. Since they both
include in developing networks so that they can facilitate in order to take actions. As, with the
help of management they can meet their current commitments and can create bureaucracy
without any purpose. Whereas, leadership helps them grow them in future and can develop
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