BSc Module 3: Leadership vs. Management - CLMS Assignment

This essay delves into the ongoing debate surrounding the relative importance of leadership and management within the context of a learning organization. The paper begins by highlighting the evolving landscape of the business world, emphasizing the need for innovative strategies and effective management techniques. It then explores the core concepts of leadership, defining it as the ability to influence and guide individuals towards achieving specific goals, and contrasting it with the role of management, which focuses on the efficient organization and control of resources. The essay argues that strong leadership, characterized by traits such as persuasive skills, integrity, and effective communication, is more crucial than strong management for an organization to transform into a learning environment. The discussion covers the roles and responsibilities of both leaders and managers, emphasizing the importance of mentoring, coaching, and motivating employees to maximize their potential. Furthermore, the essay provides a comprehensive analysis of the interdependencies between leadership, management, and organizational success, concluding that effective leadership is a critical determinant of an organization's capacity to adapt, innovate, and thrive in a dynamic business environment.

Running head: LEADERSHIP AND ORGANISATIONS
Leadership and Organizations
Name of the Student:
Name of the University:
Author’s Note:

1LEADERSHIP AND ORGANISATIONS
The landscape of the business world is a constantly changing one on the score of the
developments not only in the field of technology but also in the manner in which they are
being utilized within the framework of these business enterprises (Robbins et al. 2013).
Furthermore, the challenges as well as opportunities which galore these business enterprises
is in no manner comparable to the ones faced by the business enterprises a few decades back
(Robbins et al. 2013). Thus, it has become imperative for the various business enterprises to
take the help of not only various kinds of innovative strategies for the transaction of the
business but also various kinds of effective tactics for the effective management as well as
regulation of the entire enterprise itself (Wood et al. 2012). More importantly, with the
change in the landscape of the business arena the requirements as well as the objectives of the
various business enterprises have also changed in a significant manner (Wood et al. 2012).
In the contemporary times it is generally seen that in order to fulfill the requirements
of their business or to earn a greater amount of annual revenue the business enterprises need
to take into effective consideration various factors like the brand image which have in the
business market, effective management of the stakeholders who are associated with them,
effective management of the employees, providing effective leadership to not only the
employees but at the same time the entire enterprise itself and others (Bolman and Deal
2017). Thus, it would be apt to say that the success of a particular business enterprise requires
the effective conglomeration of all these factors which in turn help the concerned business
enterprise to achieve the desired goals set by them (Simha, Armstrong and Albert 2012).
However, in the recent times it is generally seen that a debate has ensued about the relative
importance of the two important business processes, namely, leadership and management and
the impact they have on a particular business enterprise (Lam and O'Higgins 2012). There are
certain people who are of the viewpoint that strong leadership is more important than sound
management and on the other hand there are people who think otherwise (Lam and O'Higgins

2LEADERSHIP AND ORGANISATIONS
2012). This paper will discuss about the fact that a particular organization requires a “strong
leadership rather than strong management if it is to become a learning organization”.
The concept of leadership is not a new one and as a matter of fact it is in use since the
traditional times (Goleman, Boyatzis and McKee 2013). It is significant to note even in the
ancient times the concept of leadership was being used by the various individuals to
effectively lead the soldiers to victory in the diverse wars and also for effectively managing
the diverse affairs of the state as well (Simha, Armstrong and Albert 2012). However, the use
of the concept of leadership in the particular context of the business world is not as old as the
use of the concept in the contexts of the war or the state (Simha, Armstrong and Albert 2012).
It is significant to note that the concept of leadership within a short time has become an
integral part of the business world and thus it is generally seen that the various business
enterprises tend to take the help of this particular concept to further enhance not only to
efficiency but at the same time the effectiveness of their enterprise (Swanson and Frederick
2016). Therefore, it would be apt to say that along with the concept of strong management the
process of effective leadership has become an indispensible part of the business world and it
is a reflection of this particular fact that the many experts are of the viewpoint that the
success or the failure of a particular business enterprise depends on the extent to which they
are being able to utilize and also capitalize the diverse opportunities provided by these
concepts (Simha, Armstrong and Albert 2012).
Leadership has been a topic of much research as well as debate since the traditional
times and the various diverse definitions of the process of leadership which are available in
the present times are an indication of this particular fact (Lewis, Yarker and Donaldson-
Feilder 2012). However, it is significant to note that the majority of these definitions indicate
that it is the process of leading a particular group or various diverse individuals towards the
achievement of a particular objective or a goal (Kissi, Dainty and Tuuli 2013). In other

3LEADERSHIP AND ORGANISATIONS
words, it can be said that “leadership is the ability of a superior to
influence the behavior of a subordinate or group and persuade them to follow a particular
course of action” (Goleman, Boyatzis and McKee 2013). Thus, it would be apt to say that
there are various important character traits which an effective leader is required to have to
persuasive skills, motivational skills, integrity of character, effective communication skills,
effective time management skills and others (Kissi, Dainty and Tuuli 2013). The effective
utilization as well as the conglomeration of all these skills is the factor which lends not only
effectiveness but at the same time efficiency to a particular leader (Lewis, Yarker and
Donaldson-Feilder 2012).
The major job role of a leader since the traditional time is to effective lead the group
or the individual who are associated with him or her (Robbins et al. 2013). However, the
modern multi-dimensional world of business has made it imperative for the various business
leaders to not only undertake the role of leading the group or the individuals to whom he or
she is associated but at the same time to undertake various diverse roles like the role of a
manager, the role of an effective communicator, motivator, mentor, coach and others
(Robbins et al. 2013). Thus, it would be apt to say that the roles as well as the responsibilities
of a leader have increased in an exponential manner keeping in synchronicity with the
changing requirements of the business world itself (Yıldız, Baştürk and Boz 2014). Many
experts are thus of the viewpoint that the leaders of the present times are not only required to
shoulder the responsibilities of a leader but they also need to perform the job roles of a
manager as well (Wood et al. 2012). Therefore, it would be apt to say that for the growth as
well as the overall development of any business enterprise the most important factor which is
likely to determine the extent of success achieved by it is the kind of the leaders who are
associated with the concerned enterprise and the quality of leadership that they lend to the
enterprise (Wood et al. 2012). In addition to this, it is generally seen that a leader is also

4LEADERSHIP AND ORGANISATIONS
required to effectively motivate the different employees who are associated with a particular
organization so that they are able to perform to their maximum potential (Simha, Armstrong
and Albert 2012). This particular job role of a leader had dual benefits for the organization or
the enterprise to which he or she is associated, firstly, it helps the leaders to encourage the
employees to not only perform to their maximum capability but at the same time it helps
them to motivate the employees to undertake the kind of tasks or job roles which are beyond
their job roles or expertise and secondly, the enhancement of the performance level of the
individual employees in turn is directly associated with the overall performance level of the
enterprise itself (Simha, Armstrong and Albert 2012).
Mentoring and coaching are two essential job roles which an effective leader is
required to provide not only to the individual members of the team or the group of which he
or she is in-charge but to the entire organization itself (Kissi, Dainty and Tuuli 2013). Thus, it
is generally seen that the various leaders of the present times are required to arrange various
kinds of secondary skill enhancement training programs for the members of their teams and
also the kind of training programs which are likely to provide the individuals with all the
information about the recent developments in the industry and this in turn often helps the
concerned individuals to not only perform in the best possible manner but at the same time
helps in the enhancement of their performance level as well (Kissi, Dainty and Tuuli 2013).
In addition to this, the leaders are also required to constantly monitor the performance level
of the individuals who are associated with them and to provide them with feedbacks as well
as advises on the basis of the kind of performance that they are delivering (Fairhurst and
Connaughton 2014). Furthermore, the leaders often take the help of various kinds of tactics
like reward and recognition and others to effectively enhance the performance level of the
individuals who are a part of the team or the group to which he or she is associated (Fairhurst
and Connaughton 2014).

5LEADERSHIP AND ORGANISATIONS
Managers, on the other hand, are the individuals who are imbued with the role of the
management of the employees who are associated with the concerned business enterprise
(Hunt, Hosking and Schriesheim 2013). It is significant to note that since the traditional times
the managers within the framework of the various business enterprises have been used to
managing not only the affairs of the enterprise however in the present times with the
changing landscape of the business world the manager also needs to perform various kinds of
job roles just like the leader of a particular business enterprise (Hunt, Hosking and
Schriesheim 2013). It is a reflection of this particular fact that the various managers of the
present times in addition to managing the business affairs of the business enterprise with
which they are associated also needs to take care of the various internal affairs of the
enterprise like the effective management of the diverse employees who are a part of the
concerned enterprise (Paul and van Eck-van 2013). Furthermore, a competent manager is also
required to effectively plan, direct as well as monitor the business operations of the particular
business enterprise to which he or she is associated and also to effectively regulate the fiscal
health of the concerned enterprise (Paul and van Eck-van 2013). Moreover a competent
manager is also required to take the help of various kinds of effective strategies as well as
tactics to ensure that the fiscal health of the business enterprise with which he or she is
associated always shows a positive growth (Paul and van Eck-van 2013).
The changing nature of the modern day business world has also made it important
for the various managers to undertake the kind of activities or job roles which have
traditionally being ascribed to the Human Resource Management team of any business
enterprise (Alfes et al. 2013). It is a reflection of this particular fact that the various managers
in the present times are not only required to tend to the external affairs of the business
enterprise with which they are associated but at the same time with the internal affairs of the
concerned enterprise as well (Alfes et al. 2013). Thus, it is generally seen that the managers

6LEADERSHIP AND ORGANISATIONS
in the present times are required to effectively address the grievances of the various
employees who are associated with the concerned enterprise (Alfes et al. 2013). In addition to
this, it is also seen that in the present times the various managers also play a significant part
in the recruitment and selection process which has since the traditional times being the
domain of the Human Resource Management team of any business enterprise (Rezvani et al.
2016). Perhaps the most important job role of any manager is to integrate or synchronize the
vision, objectives, goals and the targets of the individual employees of the business enterprise
with the overall vision, objectives, goals and the targets of the concerned business enterprise
(Townsend et al. 2012). This particular job role of the managers is very important since it not
only helps the individuals employees as well as the business enterprise itself to be on the
same page but at the same time it helps in the enhancement of the performance level of the
individual employees and this in turn enhances the overall performance as well as the
productivity level of the overall business enterprise (Townsend et al. 2012).
The above mentioned important job roles of the managers as well as the leaders in the
context of the present day business world clearly indicates that there are some inherent
differences between the job roles of a leader and a manager. This basic difference between
the job roles of these two important individuals within the framework of the business
enterprise creates the bifurcation of the entire enterprise into two divisions-leadership and
management (Hunt, Hosking and Schriesheim 2013). There are some inherent differences
between these two important entities of any business enterprise, firstly, a manager is imbued
with the role of the creation of goals or target that are relevant to the concerned enterprise
whereas a leader, on the other hand, is required to create adequate vision for the concerned
enterprise (Hunt, Hosking and Schriesheim 2013). Secondly, the managers are required to
maintain the power balance or the status quo of the concerned business enterprise whereas the
leaders, on the other hand, are often seen as the agents of change (Paul and van Eck-van

7LEADERSHIP AND ORGANISATIONS
2013). Thirdly, the leaders are required to come with various kinds of innovative original
ideas which the concerned business enterprise can utilize to further its prospects in the
business world whereas the managers are often required to imitate the strategies or the
policies which have proved to be successful in the context of the other successful business
enterprises (Paul and van Eck-van 2013). Furthermore, the managers are more likely to
control the risks within the framework of the business enterprise whereas the leaders are
generally seen as the risk takers (Lewis, Yarker and Donaldson-Feilder 2012). In addition to
these, it is generally seen that the decisions made by the leaders are more likely to affect or
help the concerned business enterprise in the long term basis whereas the decisions made by
the managers are more likely to helpful to the concerned business enterprise in the short term
basis (Lewis, Yarker and Donaldson-Feilder 2012). These are some of the basic differences
between the managers and the leaders and they in turn determine the actions or the decisions
of the leadership or the management team of a particular business enterprise.
The above mentioned job roles as well as the kinds of services which the leaders as
well as the managers render to the various business enterprises clearly indicates that the role
or the functions rendered by a leader is more than the ones rendered by the managers within
the framework of that particular business enterprise. Perhaps one of the major benefits which
the various leaders render to a particular business enterprise is that they help in the creation of
a continuous learning environment within the domain of the business enterprise wherein the
different employees who are associated with the enterprise are not only able to learn diverse
kinds of new things that can utilize to complete their job roles in a much better manner but at
the same time helps in the creation of the kind of environment which would help them to
perform in a much better manner (Robbins et al. 2013). Many experts of the viewpoint that
since unlike the managers the leaders do not insist on rules and at the same time encourage
the individuals to take risks, create vision, mission as well as set targets and objectives not

8LEADERSHIP AND ORGANISATIONS
only for them but at the same time for the individuals who are a part of the team or the
enterprise to which they are associated helps in the creation of a continuous learning
environment (Wood et al. 2012). Thus, it would be at to say that a strong leadership
represented by an effective leader is one of the prerequisites of the modern day business
enterprises and as a matter of fact many experts are of the viewpoint that to a certain extent a
strong leadership is more important for a business enterprise in comparison to a strong
management and often helps in the creation of a continuous learning environment (Wood et
al. 2012).
To conclude, the concepts of leadership and managements have formed the lacuna of
discussion of many research works as well as books composed since the traditional times. It
is significant to note that the primary job role of a leader is to effectively lead the various
entities of the business enterprise to which he or she is associated with whereas the job role of
a manager is to effectively manage not only the external but also the internal affairs of the
concerned enterprise. However, in the recent it is seen that a debate has ensued which has
been trying to determine whether the process of leadership is more than for the creation of a
continuous learning environment or vice versa. A critical analysis of the kind of job roles
which the managers as well as the leaders are required to perform in the context of the
present day business world clearly indicates that the leaders as well as the process of
leadership are more adapted towards the creation of continuous learning environment which
has become one of the most important entities of the modern day organizational culture. It is
significant to note in this particular context that the management team of any business
enterprise no doubt renders valuable services to the concerned business enterprise but when it
comes to the factor of the creation of a continuous learning environment the leadership
department of any business enterprise is more better suited than the management team. The
creation of a continuous learning environment within the framework of a particular business

9LEADERSHIP AND ORGANISATIONS
enterprise provides various kinds of benefits to the concerned enterprise and one of the most
basic requirements of this particular environment is the presence of a strong leadership that is
likely to act as a catalyst and help in the creation of the required learning environment.

10LEADERSHIP AND ORGANISATIONS
References
Alfes, K., Truss, C., Soane, E.C., Rees, C. and Gatenby, M., 2013. The relationship between
line manager behavior, perceived HRM practices, and individual performance: Examining the
mediating role of engagement. Human resource management, 52(6), pp.839-859.
Blomme, R.J., 2012. Leadership, complex adaptive systems, and equivocality: The role of
managers in emergent change. Organization Management Journal, 9(1), pp.4-19.
Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and
leadership. John Wiley & Sons.
Fairhurst, G.T. and Connaughton, S.L., 2014. Leadership: A communicative
perspective. Leadership, 10(1), pp.7-35.
Goleman, D., Boyatzis, R.E. and McKee, A., 2013. Primal leadership: Unleashing the power
of emotional intelligence. Harvard Business Press.
Hunt, J.G., Hosking, D.M. and Schriesheim, C.A. eds., 2013. Leaders and managers:
International perspectives on managerial behavior and leadership. Elsevier.
Kissi, J., Dainty, A. and Tuuli, M., 2013. Examining the role of transformational leadership
of portfolio managers in project performance. International Journal of project
management, 31(4), pp.485-497.
Krueger, G., 2015. Enterprise Restructuring and the Role of Managers in Russia: Case
Studies of Firms in Transition: Case Studies of Firms in Transition. Routledge.
Lam, C.S. and O'Higgins, E.R., 2012. Enhancing employee outcomes: The interrelated
influences of managers' emotional intelligence and leadership style. Leadership and
Organization Development Journal, 33(2), pp.149-174.

11LEADERSHIP AND ORGANISATIONS
Lewis, R., Yarker, J. and Donaldson-Feilder, E., 2012. 11 The vital role ofline managers in
managing psychosocial risks. Improving organizational interventions for stress and well-
being: Addressing process and context, p.216.
Paul, J.C.L. and van Eck-van, H.P.R. eds., 2013. Management and Organization. Pearson.
Rezvani, A., Chang, A., Wiewiora, A., Ashkanasy, N.M., Jordan, P.J. and Zolin, R., 2016.
Manager emotional intelligence and project success: The mediating role of job satisfaction
and trust. International Journal of Project Management, 34(7), pp.1112-1122.
Robbins, S., Judge, T.A., Millett, B. and Boyle, M., 2013. Organisational behaviour. Pearson
Higher Education AU.
Sibbet, D., 2012. Visual leaders: New tools for visioning, management, and organization
change. John Wiley & Sons.
Simha, A., Armstrong, J.P. and Albert, J.F., 2012. Who leads and who lags? A comparison of
cheating attitudes and behaviors among leadership and business students. Journal of
Education for Business, 87(6), pp.316-324.
Stacey, R., 2012. Tools and techniques of leadership and management: Meeting the
challenge of complexity. Routledge.
Stewart, D.W., 2012. Leaders, managers, and employee care. The health care
manager, 31(1), pp.94-101.
Swanson, D.L. and Frederick, W.C., 2016. Denial and leadership in business ethics
education. Business ethics: New challenges for business schools and corporate leaders,
pp.222-240.

12LEADERSHIP AND ORGANISATIONS
Townsend, K., Wilkinson, A., Allan, C. and Bamber, G., 2012. Mixed signals in HRM: the
HRM role of hospital line managers 1. Human Resource Management Journal, 22(3),
pp.267-282.
Watkins, M.D., 2012. How managers become leaders. The seven seismic shifts of perspective
and responsibility. Harvard business review, 90(6), pp.64-72.
Wood, J., Zeffane, R., Fromholtz, M., Wiesner, R., Morrison, R. and Seet, P.S.,
2012. Organisational behaviour: Core concepts and applications. John Wiley & Sons
Australia, Ltd..
Yıldız, S., Baştürk, F. and Boz, İ.T., 2014. The effect of leadership and innovativeness on
business performance. Procedia-Social and Behavioral Sciences, 150, pp.785-793.