Leadership and Management: Theories, Application, and Culture
VerifiedAdded on 2023/02/01
|10
|2430
|53
Report
AI Summary
This report provides a comprehensive overview of leadership and management theories, including trait, transactional, and transformational leadership. It examines the application of these theories within organizations, emphasizing the crucial role of organizational culture in shaping leadership and management effectiveness. The report also explores the relationship between leadership and management, highlighting the interdependence of these concepts and addressing potential role conflicts. Furthermore, it delves into the professional skills required for effective leadership and management in social and healthcare settings, particularly for young people and children, and discusses the influence of policy drivers on leadership and management practices. The report concludes by examining current trends in leadership and management within the context of healthcare for children and young people.
Contribute Materials
Your contribution can guide someone’s learning journey. Share your
documents today.
Running Head: LEADERSHIP AND MANAGEMENT
Leadership and Management
Students Name
University Affiliation
Date
Leadership and Management
Students Name
University Affiliation
Date
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
LEADERSHIP AND MANAGEMENT
2
Q. 1.1 Theories of Leadership and management
Leadership and management, two words which are viewed as synonymous and are
normally used in the name context, do not mean the same thing and describe two various ideas
and concepts. Successful firms have strong managers and leaders which encourage, support, as
well as develop the longevity of the employees within a company. There is a vital variation
between management and leadership, nevertheless, both skills have to be applied interactively
and collectively as well as are viewed as vital to a profitable firm. Leadership is described as the
concept of communicating a firm’s vision while management is concerned with the
implementation of the vision of the firm. The need for appropriate and affective managers and
leaders within a firm has led to the development of methodologies and theories which rely on the
behaviors which can be learned instead of traits which an individual either does or does not have
(Sarfraz, 2017). There are different theories on leadership and management. The trait leadership
theory believes that individuals are either born or made with specific features which will make
them succeed in their leadership roles. Qualities like sense of responsibility, intelligence as well
as other characters puts individuals in the shoes of being good leaders.
The transactional leadership theories which is also described as the exchange theories of
leadership is characterized by the transaction a person makes with his or her followers (Al-
Maqbali, 2017). For the theory to work appropriately, a leader must find ways of aligning to
effectively reward or punish his followers, for undertaking the tasks assigned to them. Therefore,
transactional leaders are effective when they come up with a symbiotic environment, for which
the organization and individual goals are in sync. Contingency management theory states that no
one approach of management suits every firm. there are numerous internal and external factors
which will consequently affect the chosen approach of management. The theory recognizes three
2
Q. 1.1 Theories of Leadership and management
Leadership and management, two words which are viewed as synonymous and are
normally used in the name context, do not mean the same thing and describe two various ideas
and concepts. Successful firms have strong managers and leaders which encourage, support, as
well as develop the longevity of the employees within a company. There is a vital variation
between management and leadership, nevertheless, both skills have to be applied interactively
and collectively as well as are viewed as vital to a profitable firm. Leadership is described as the
concept of communicating a firm’s vision while management is concerned with the
implementation of the vision of the firm. The need for appropriate and affective managers and
leaders within a firm has led to the development of methodologies and theories which rely on the
behaviors which can be learned instead of traits which an individual either does or does not have
(Sarfraz, 2017). There are different theories on leadership and management. The trait leadership
theory believes that individuals are either born or made with specific features which will make
them succeed in their leadership roles. Qualities like sense of responsibility, intelligence as well
as other characters puts individuals in the shoes of being good leaders.
The transactional leadership theories which is also described as the exchange theories of
leadership is characterized by the transaction a person makes with his or her followers (Al-
Maqbali, 2017). For the theory to work appropriately, a leader must find ways of aligning to
effectively reward or punish his followers, for undertaking the tasks assigned to them. Therefore,
transactional leaders are effective when they come up with a symbiotic environment, for which
the organization and individual goals are in sync. Contingency management theory states that no
one approach of management suits every firm. there are numerous internal and external factors
which will consequently affect the chosen approach of management. The theory recognizes three
LEADERSHIP AND MANAGEMENT
3
variables which are likely to impact a stricture of a firm, that is, firms’ size, technology and
leadership style. Transformational leadership style theories states that the process in which a
person interacts with other people and is able to come up with a firm relationship which leads in
a high level of trust, which consequently lead to a rise in motivation, both extrinsic and intrinsic,
in both followers and leaders.
Q. 1.2 Application of the leadership and management theories
Transactional leaders are vital since it allows leaders to motivate and encourage their
followers applying leadership qualities and values in the management of an organization.
Followers must follow the leadership vision placed by the leader and are rewarded or punished
according to their actions (Flores-Rodriguez, Sanchez-Gutierrez & Pelayo-Maciel, 2018). This
promotes active participation in the realization of the goals of a firm since there is reward for
hand working followers. The transformation leaders can transform their followers via their
charismatic personalities and inspirational attributes thus followers can easily recognize their
leaders and his or her purpose.
Q. 1.3. Culture of an organization and the application of leadership and management
models
A culture of an organization directs influence how the concepts of leadership and
management will impact on the vision and objective of an organization. A culture that
encourages a holistic and integrated approach of leadership and management will ensure that
leaders and managers motivate their followers.
3
variables which are likely to impact a stricture of a firm, that is, firms’ size, technology and
leadership style. Transformational leadership style theories states that the process in which a
person interacts with other people and is able to come up with a firm relationship which leads in
a high level of trust, which consequently lead to a rise in motivation, both extrinsic and intrinsic,
in both followers and leaders.
Q. 1.2 Application of the leadership and management theories
Transactional leaders are vital since it allows leaders to motivate and encourage their
followers applying leadership qualities and values in the management of an organization.
Followers must follow the leadership vision placed by the leader and are rewarded or punished
according to their actions (Flores-Rodriguez, Sanchez-Gutierrez & Pelayo-Maciel, 2018). This
promotes active participation in the realization of the goals of a firm since there is reward for
hand working followers. The transformation leaders can transform their followers via their
charismatic personalities and inspirational attributes thus followers can easily recognize their
leaders and his or her purpose.
Q. 1.3. Culture of an organization and the application of leadership and management
models
A culture of an organization directs influence how the concepts of leadership and
management will impact on the vision and objective of an organization. A culture that
encourages a holistic and integrated approach of leadership and management will ensure that
leaders and managers motivate their followers.
LEADERSHIP AND MANAGEMENT
4
Q. 2.0. The relationship between leadership and management
Management and leadership are terms which are often viewed as synonymous.it is vital to
comprehend that leadership is a significant part of an effective management. As a vital element
of management, remarkable behavior of leadership stresses upon establishing a context in which
every employee excels and develops. It is key to know that leadership is described as the
potential to drive and influence efforts of a group or followers towards the realization of goals. A
manager has to have attributes and traits of a leader, that is, he or she must have leadership
qualities.
Q. 2.1. Interdependence of leadership and management
Leaders varies from management; however, leaders mutually depend on management to
realize the goals of an organization. While managers establish the structures as well as delegates
responsibility and authority, leaders on the other hand, offers direction by coming up with the
organization vision as well as communicating the vision to the employees. A manager usually
gets his authority by the virtue of the position he or she holds while a leader gets his or her
authority from his or her followers. A good manager must have the qualities of a good leader
and practices leadership styles (Phillips, Bassell, Fillmore & Stephenson, 2018).
Q. 2.2. Role conflict between managers and leaders and how to address them
It should not surprise anyone that most healthcare providers who are best and
experienced medical members of unit or ward teams do not necessarily make the most effective
managers (Selzer et al. 2016). Yet most healthcare institutions persist in appointing senior
medical staff into unit or ward managerial posts. The outcome can be confusion, conflict,
ineffective management and leadership, challenges to beliefs and values of clinicians leading to
4
Q. 2.0. The relationship between leadership and management
Management and leadership are terms which are often viewed as synonymous.it is vital to
comprehend that leadership is a significant part of an effective management. As a vital element
of management, remarkable behavior of leadership stresses upon establishing a context in which
every employee excels and develops. It is key to know that leadership is described as the
potential to drive and influence efforts of a group or followers towards the realization of goals. A
manager has to have attributes and traits of a leader, that is, he or she must have leadership
qualities.
Q. 2.1. Interdependence of leadership and management
Leaders varies from management; however, leaders mutually depend on management to
realize the goals of an organization. While managers establish the structures as well as delegates
responsibility and authority, leaders on the other hand, offers direction by coming up with the
organization vision as well as communicating the vision to the employees. A manager usually
gets his authority by the virtue of the position he or she holds while a leader gets his or her
authority from his or her followers. A good manager must have the qualities of a good leader
and practices leadership styles (Phillips, Bassell, Fillmore & Stephenson, 2018).
Q. 2.2. Role conflict between managers and leaders and how to address them
It should not surprise anyone that most healthcare providers who are best and
experienced medical members of unit or ward teams do not necessarily make the most effective
managers (Selzer et al. 2016). Yet most healthcare institutions persist in appointing senior
medical staff into unit or ward managerial posts. The outcome can be confusion, conflict,
ineffective management and leadership, challenges to beliefs and values of clinicians leading to
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
LEADERSHIP AND MANAGEMENT
5
reduced clinical effectiveness, dysfunctional units or wards consequently leading to poor
delivery of care (Pali, 2018). The blurred boundaries of roles have led to conflicts between
managers and leaders. For instance, nurses have found it hard to distinguish between the roles of
managers and their function which are characterized by intricacy role overlap and loss of focus
(European Academy of Nursing Science Summer Conference, 2018).
Q. 2.3. How to address conflicts between managers and leaders
Healthcare institution must clearly and succinctly spell out the roles of managers and
leaders to avoid role conflict.
Q. 3.0. Professional skills of management and leadership in social and health care in young
or children settings.
This section will look at the features, knowledge and skills needed from a manager and a leader
to work in a young or children health care settings. Managers and leaders need various skills to
understand the needs of the young people and children which extensively differ from those of the
older people.
Q. 3.1a. Skills required to be a leader
Leadership and management normally make the difference between an efficient and
effective team. Being a leader in healthcare institution takes a special set of professional skills
particularly in children or young population setting. Leaders must therapeutic communication
skills to effectively communicate with patients, their families and staff members (Hole, 2014).
Communication on an individual has also been viewed as key to the management of an
organization. For instance, if a nurse is struggling with a certain task, a leader or manager should
take time to assist that team member hone his abilities. Leaders and managers must posses
5
reduced clinical effectiveness, dysfunctional units or wards consequently leading to poor
delivery of care (Pali, 2018). The blurred boundaries of roles have led to conflicts between
managers and leaders. For instance, nurses have found it hard to distinguish between the roles of
managers and their function which are characterized by intricacy role overlap and loss of focus
(European Academy of Nursing Science Summer Conference, 2018).
Q. 2.3. How to address conflicts between managers and leaders
Healthcare institution must clearly and succinctly spell out the roles of managers and
leaders to avoid role conflict.
Q. 3.0. Professional skills of management and leadership in social and health care in young
or children settings.
This section will look at the features, knowledge and skills needed from a manager and a leader
to work in a young or children health care settings. Managers and leaders need various skills to
understand the needs of the young people and children which extensively differ from those of the
older people.
Q. 3.1a. Skills required to be a leader
Leadership and management normally make the difference between an efficient and
effective team. Being a leader in healthcare institution takes a special set of professional skills
particularly in children or young population setting. Leaders must therapeutic communication
skills to effectively communicate with patients, their families and staff members (Hole, 2014).
Communication on an individual has also been viewed as key to the management of an
organization. For instance, if a nurse is struggling with a certain task, a leader or manager should
take time to assist that team member hone his abilities. Leaders and managers must posses
LEADERSHIP AND MANAGEMENT
6
learning and listening skills which is part of communication. Health leaders must possess
emotional intelligence which enables them to identify spoken, physical and unspoken cues as
well as take necessary steps in managing patient and employee concerns.
Q. 3.1b. Qualities of manager
A good manager must possess good academic training which is obtained from accredited
university or college. An effective manager must adapt, be flexibility and fit into the
organization. He or she must be dependable, have good professional judgment as well as have
firm character (Karuppan, Dunlap & Waldrum, 2016). For instance, managers in the healthcare
sector must have the needed maturity as well as decision making skills to make vital decisions
and take responsibility for failures and success of the children and young population department.
Q. 3.2. Why managers need leadership and management skills?
Managers must know how to effectively design a vision and implement it; the core
qualities of leadership and management. Leadership styles can be adapted if there are critical
issues arising from the patients. For instance, if the leadership styles undermine the ethical
principles laid down by the healthcare system, then the such leadership styles must be adapted
(James, Florence & Adelaide, 2016).
Q. 3.4. Why leadership styles may need to be changed?
If the leadership styles promote negative behaviors towards the patient then it should be
done away with. Moreover, policies that are outdated and do not serve the interest of the general
public has to be changed to align with the current technological developments and ever-changing
health needs of the people.
6
learning and listening skills which is part of communication. Health leaders must possess
emotional intelligence which enables them to identify spoken, physical and unspoken cues as
well as take necessary steps in managing patient and employee concerns.
Q. 3.1b. Qualities of manager
A good manager must possess good academic training which is obtained from accredited
university or college. An effective manager must adapt, be flexibility and fit into the
organization. He or she must be dependable, have good professional judgment as well as have
firm character (Karuppan, Dunlap & Waldrum, 2016). For instance, managers in the healthcare
sector must have the needed maturity as well as decision making skills to make vital decisions
and take responsibility for failures and success of the children and young population department.
Q. 3.2. Why managers need leadership and management skills?
Managers must know how to effectively design a vision and implement it; the core
qualities of leadership and management. Leadership styles can be adapted if there are critical
issues arising from the patients. For instance, if the leadership styles undermine the ethical
principles laid down by the healthcare system, then the such leadership styles must be adapted
(James, Florence & Adelaide, 2016).
Q. 3.4. Why leadership styles may need to be changed?
If the leadership styles promote negative behaviors towards the patient then it should be
done away with. Moreover, policies that are outdated and do not serve the interest of the general
public has to be changed to align with the current technological developments and ever-changing
health needs of the people.
LEADERSHIP AND MANAGEMENT
7
Q. 4.0. Policy drivers and the professional leadership and management
Policy drivers usually determine how the organization is managed and run. Policies are
external and internal factors that are vital for the smooth management of healthcare
organizations. Policies provide the platforms for leaders and managers to come up with
regulations of managing healthcare organizations. For instance, Affordable Care Act a policy
that shaped healthcare system in the United States of America.
Q. 4.1. factors that influence policy drivers
Factors that influence policy drivers are majorly government influence, financial factors
as well as determinants (Givan, 2016). Government influence policies to implement their health
agenda to the public. When government needs to initiate a project or formulate a policy, financial
factors have to be considered.
Q. 4.2. Trends in leadership and management in children and young population
Leadership and management are top of mind for talent management in healthcare.
Holistic thinking is an emerging trend in leadership and management. It is vital to think about
leadership and management development in the context of employees’ whole lifecycle in an
organization (Stempniak, 2015). Effective leadership and management development should
strive to recruit quality workforce that understands the diverse needs of children and young
population.
7
Q. 4.0. Policy drivers and the professional leadership and management
Policy drivers usually determine how the organization is managed and run. Policies are
external and internal factors that are vital for the smooth management of healthcare
organizations. Policies provide the platforms for leaders and managers to come up with
regulations of managing healthcare organizations. For instance, Affordable Care Act a policy
that shaped healthcare system in the United States of America.
Q. 4.1. factors that influence policy drivers
Factors that influence policy drivers are majorly government influence, financial factors
as well as determinants (Givan, 2016). Government influence policies to implement their health
agenda to the public. When government needs to initiate a project or formulate a policy, financial
factors have to be considered.
Q. 4.2. Trends in leadership and management in children and young population
Leadership and management are top of mind for talent management in healthcare.
Holistic thinking is an emerging trend in leadership and management. It is vital to think about
leadership and management development in the context of employees’ whole lifecycle in an
organization (Stempniak, 2015). Effective leadership and management development should
strive to recruit quality workforce that understands the diverse needs of children and young
population.
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
LEADERSHIP AND MANAGEMENT
8
References
European Academy of Nursing Science Summer Conference, 2018, Leadership in Nursing:
challenges for the future 2018, BMC Nursing, no. Suppl 1. Retrieved from
http://search.ebscohost.com/login.aspx?
direct=true&db=edsgao&AN=edsgcl.550628302&site=eds-live
Al-Maqbali, FHA 2017, ‘The impact of the leadership styles of Deans on the Faculty members’
level of job satisfaction in nursing education in Oman’. Retrieved from
http://search.ebscohost.com/login.aspx?direct=true&db=edsble&AN=edsble.705596&site=eds-
live
Flores-Rodriguez, CR, Sanchez-Gutierrez, J & Pelayo-Maciel, J 2018, ‘Leadership and
Management Theories and Bridging the Gap between these Theories--A Literature
Review’, Competition Forum, no. 2, p. 83. Retrieved from
http://search.ebscohost.com/login.aspx?
direct=true&db=edsgao&AN=edsgcl.577909609&site=eds-live
Givan, RK 2016, The Challenge to Change: Reforming Health Care on the Front Line in the
United States and the United Kingdom, Culture and Politics of Health Care Work, ILR Press,
Ithaca, NY. Retrieved from http://search.ebscohost.com/login.aspx?
direct=true&db=nlebk&AN=1343880&site=eds-live
Hole, GT 2014, ‘Understanding Leadership: An Experimental-Experiential Model’, Journal of
Inquiry and Action in Education, vol. 5, no. 3, pp. 1–11. Retrieved from
http://search.ebscohost.com/login.aspx?direct=true&db=eric&AN=EJ1134263&site=eds-live
8
References
European Academy of Nursing Science Summer Conference, 2018, Leadership in Nursing:
challenges for the future 2018, BMC Nursing, no. Suppl 1. Retrieved from
http://search.ebscohost.com/login.aspx?
direct=true&db=edsgao&AN=edsgcl.550628302&site=eds-live
Al-Maqbali, FHA 2017, ‘The impact of the leadership styles of Deans on the Faculty members’
level of job satisfaction in nursing education in Oman’. Retrieved from
http://search.ebscohost.com/login.aspx?direct=true&db=edsble&AN=edsble.705596&site=eds-
live
Flores-Rodriguez, CR, Sanchez-Gutierrez, J & Pelayo-Maciel, J 2018, ‘Leadership and
Management Theories and Bridging the Gap between these Theories--A Literature
Review’, Competition Forum, no. 2, p. 83. Retrieved from
http://search.ebscohost.com/login.aspx?
direct=true&db=edsgao&AN=edsgcl.577909609&site=eds-live
Givan, RK 2016, The Challenge to Change: Reforming Health Care on the Front Line in the
United States and the United Kingdom, Culture and Politics of Health Care Work, ILR Press,
Ithaca, NY. Retrieved from http://search.ebscohost.com/login.aspx?
direct=true&db=nlebk&AN=1343880&site=eds-live
Hole, GT 2014, ‘Understanding Leadership: An Experimental-Experiential Model’, Journal of
Inquiry and Action in Education, vol. 5, no. 3, pp. 1–11. Retrieved from
http://search.ebscohost.com/login.aspx?direct=true&db=eric&AN=EJ1134263&site=eds-live
LEADERSHIP AND MANAGEMENT
9
James, AA., Florence N, & Adelaide, MAO 2016, ‘Leadership styles in nursing management:
implications for staff outcomes’, Journal of Health Sciences, no. 1. Retrieved from
https://doi.org/10.17532/jhsci.2016.266
Karuppan, CM, Dunlap, NE & Waldrum, MR 2016, Operations Management in Healthcare:
Strategy and Practice, Springer Publishing Company, New York, NY. Retrieved from
http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=1251864&site=eds-live
Pali, KJ 2018, ‘An analysis of conflict situations within the leadership and various structures of
the Dutch Reformed Church in Africa, Orange Free State’, HTS Teologiese Studies, no. 2.
Retrieved from https://doi.org/10.4102/hts.v74i2.4972
Phillips, C, Bassell, K, Fillmore, L & Stephenson, W 2018, ‘Transforming Leaders into Stewards
of Teaching Excellence: Building and Sustaining an Academic Culture through Leadership
Immersion’, Contemporary Issues in Education Research, vol. 11, no. 1, pp. 1–10. Retrieved
from http://search.ebscohost.com/login.aspx?direct=true&db=eric&AN=EJ1171497&site=eds-
live
Sarfraz, H 2017, ‘Differentiated time management skills between leadership styles: simplified
with a cross-cultural approach’, Development & Learning in Organizations, vol. 31, no. 6, p. 14.
Retrieved from http://search.ebscohost.com/login.aspx?
direct=true&db=edb&AN=126640327&site=eds-live
Selzer, V, Schumann, JH, Büttgen, M, Ates, Z, Volz, J & Komor, M 2016, ‘Transformational
Leadership, Role Conflict, and the Moderating Role of Uncertainty Avoidance’, AMA Winter
Educators’ Conference Proceedings, vol. 27, p. F-26. Retrieved from
http://search.ebscohost.com/login.aspx?direct=true&db=edb&AN=120167826&site=eds-live
9
James, AA., Florence N, & Adelaide, MAO 2016, ‘Leadership styles in nursing management:
implications for staff outcomes’, Journal of Health Sciences, no. 1. Retrieved from
https://doi.org/10.17532/jhsci.2016.266
Karuppan, CM, Dunlap, NE & Waldrum, MR 2016, Operations Management in Healthcare:
Strategy and Practice, Springer Publishing Company, New York, NY. Retrieved from
http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=1251864&site=eds-live
Pali, KJ 2018, ‘An analysis of conflict situations within the leadership and various structures of
the Dutch Reformed Church in Africa, Orange Free State’, HTS Teologiese Studies, no. 2.
Retrieved from https://doi.org/10.4102/hts.v74i2.4972
Phillips, C, Bassell, K, Fillmore, L & Stephenson, W 2018, ‘Transforming Leaders into Stewards
of Teaching Excellence: Building and Sustaining an Academic Culture through Leadership
Immersion’, Contemporary Issues in Education Research, vol. 11, no. 1, pp. 1–10. Retrieved
from http://search.ebscohost.com/login.aspx?direct=true&db=eric&AN=EJ1171497&site=eds-
live
Sarfraz, H 2017, ‘Differentiated time management skills between leadership styles: simplified
with a cross-cultural approach’, Development & Learning in Organizations, vol. 31, no. 6, p. 14.
Retrieved from http://search.ebscohost.com/login.aspx?
direct=true&db=edb&AN=126640327&site=eds-live
Selzer, V, Schumann, JH, Büttgen, M, Ates, Z, Volz, J & Komor, M 2016, ‘Transformational
Leadership, Role Conflict, and the Moderating Role of Uncertainty Avoidance’, AMA Winter
Educators’ Conference Proceedings, vol. 27, p. F-26. Retrieved from
http://search.ebscohost.com/login.aspx?direct=true&db=edb&AN=120167826&site=eds-live
LEADERSHIP AND MANAGEMENT
10
Stempniak, M 2015, ‘Hospitals aim to cultivate management skills of the future on the front line:
in a constantly shifting health care environment, proficiency in change management and
adaptability are key leadership traits’, H&HN Hospitals & Health Networks, no. 5, p. 18.
Retrieved from http://search.ebscohost.com/login.aspx?
direct=true&db=edsgao&AN=edsgcl.417020931&site=eds-live
10
Stempniak, M 2015, ‘Hospitals aim to cultivate management skills of the future on the front line:
in a constantly shifting health care environment, proficiency in change management and
adaptability are key leadership traits’, H&HN Hospitals & Health Networks, no. 5, p. 18.
Retrieved from http://search.ebscohost.com/login.aspx?
direct=true&db=edsgao&AN=edsgcl.417020931&site=eds-live
1 out of 10
Related Documents
Your All-in-One AI-Powered Toolkit for Academic Success.
+13062052269
info@desklib.com
Available 24*7 on WhatsApp / Email
![[object Object]](/_next/static/media/star-bottom.7253800d.svg)
Unlock your academic potential
© 2024 | Zucol Services PVT LTD | All rights reserved.