Leadership and Management Styles and Impact Assessment Report

This report is a comprehensive assessment of leadership and management principles, focusing on their application within organizations, particularly referencing Unilever. It begins by defining leadership and management, differentiating between leaders and managers, and then delves into various leadership theories, including Contingency Theory, Situational Leadership Theory, Transformational Leaders' Theory, and Transactional theories, along with others. The report further explores different management theories, such as Systems Theory, Administrative Management, and Bureaucratic Management, and Scientific Management. It also examines the importance of soft and hard skills in the workplace. The report analyzes the impact of leadership and management styles on decision-making, organizational culture, and overall performance, offering insights into how these concepts influence the effectiveness of a large organization. The report incorporates factors that influence the development of organizational culture and highlights the significance of communication and teamwork in achieving organizational goals. Finally, the report references various sources to support its analysis and conclusions.

Leadership & Management
ASSESSMENT SUBMISSION & DECLARATION
QUALIFICATION UNIT NUMBER AND TITLE
PEARSON BTEC HIGHER NATIONAL DIPLOMA IN BUSINESS (RQF) 04. LEADERSHIP & MANAGEMENT (LEVEL 4)
STUDENT NAME ASSESSOR NAME
HUZAIFA MURTAZA MUHAMMAD AWAIS AYAZ
DATE ISSUED COMPLETION DATE SUBMITTED ON
MONDAY, 23TH AUGUST 2021 FRIDAY, 17TH DECEMBER 2021
ASSIGNMENT TITLE LEADERSHIP & MANAGEMENT IN THE WORKPLACE
ASSESSMENT CRITERIA TASK NUMBER EVIDENCE PAGE NUMBER
PASS 1 TASK 1
PASS 2 TASK 1
PASS 3 TASK 1
PASS 4 TASK 1
PASS 5 TASK 2
PASS 6 TASK 2
MERIT 1 TASK 1
MERIT 2 TASK 1
MERIT 3 TASK 1
MERIT 4 TASK 2
MERIT 5 TASK 2
DISTINCTION 1 TASK 1
DISTINCTION 2 TASK 2
DISTINCTION 3 TASK 2
PLAGIARISM
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may be penalised. It is your responsibility to ensure that you understand correct referencing practices. As a university level student, you
are expected to use appropriate references throughout and keep carefully detailed notes of all your sources of materials for material you
have used in your work, including any material downloaded from the Internet.
LEARNER DECLARATION
I CERTIFY THAT THE ASSIGNMENT SUBMISSION IS ENTIRELY MY OWN WORK AND I FULLY UNDERSTAND THE CONSEQUENCES OF PLAGIARISM. I
UNDERSTAND THAT MAKING A FALSE DECLARATION IS A FORM OF MALPRACTICE.
STUDENT SIGNATURE: DATE: 17TH DECEMBER 2021
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Contents
Introduction................................................................................................................................................................... 3
Leadership Theories.................................................................................................................................................. 4
DIFFERENT THEORIES OF MANAGEMENT................................................................................................... 6
Impact of Application of Leadership & Management Theories on the Effectiveness of a Large Organization. .8
Leadership & Management Styles & their Application in a Range of Business Situation in Different
Organizations............................................................................................................................................................ 9
Factors that Influence the Development of the Culture in Organizations...........................................................11
Impact of Leadership & Management Styles on Decision Making in Different Organizations..........................13
Importance of Organizational Culture on the Performance of Different Organizations....................................16
Impact of Different Approaches to Leadership & Management..........................................................................18
References.................................................................................................................................................................... 20
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Introduction
The company also sells cleaning supplies and personal care products in addition to food and drink. Following
Procter & Gamble and Nestle was the world's third-largest consumer goods firm in 2011. In Rotterdam, the
Netherlands, Unilever N.V. and Unilever PLC are located. Both of Unilever's subsidiaries have the same board of
directors as a single company. In addition to serving as non-executive chairman and CEO of Unilever N.V. and
PLC, Michael Tre chow serves as a non-executive director (Introduction to Unilever - 1436 Words | Bartleby,
2021).
Manager
When necessary, managers have the authority to acquire and dispose of resources. Depending on the
requirements, they can hire or fire personnel, request supplies and equipment, and arrange teams. For the most
part, companies prefer to hire managers with a proven track record of success or teach current employees to take
on the role of manager. Managers in an organization can be divided into three broad categories based on their
responsibilities: operational, tactical, and strategic (What is a Manager? - Definition | Meaning | Example,
2021).
Leaders:
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A good leader is someone who can imagine how things can be made better and who organizes others to move in
that direction. Leaders can pursue their goals while putting the needs of others first. Leaders must be able to
empathize and connect with others to be effective; simply being able to inspire others isn't enough. You don't
have to have the same background or go the same road to become a leader. The opinions of future leaders will be
increasingly varied because of the increasing variety of today's leaders. Of course, my definition could be
challenged by others. Having a shared vision of leadership within an organization is critical (Morgan, 2021).
Leadership Theories
Over the years, numerous research on leadership has yielded multiple hypotheses. Philosophers, psychologists,
and cognitive scientists have put forth several theories to explain how a leader is formed. People can learn how to
improve their leadership abilities by studying these theories. Having a basic understanding of some of the most
fundamental leadership ideas is essential for every manager (Morgan, 2021).
The Constraints of a System
This idea holds that leadership can't be applied uniformly to all situations. By this, I mean that a leader must make
an informed judgment based on the information available when faced with any given scenario. "Effective
leadership is about striking the perfect balance between needs, situations, and behavior," says one author. This
ability to recognize and address their followers' needs, appraise the current situation, and take necessary action is
what sets the most influential leaders apart from the others (Morgan, 2021).
Situational Leadership Theory
As with the Contingency Theory, the Situational Theory believes that leadership styles should not be ranked in
order of importance. The situational theory, created by Professor Paul Hersey and leadership guru Ken Blanchard,
explains leadership effectiveness by combining leadership style with followers' maturity levels. In this view,
leadership, and decision-making in different circumstances necessitate different approaches. A leader's response
to the current situation should be based on their analysis of it (Morgan, 2021).
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Transformational Leaders' Theory
Transformative Leadership theory, often known as Relationship theories, focuses on leaders and followers. These
leaders inspire and motivate their followers to alter and improve their performance in a specific endeavor. This is
the focus of this concept (Morgan, 2021).
Interaction Theories
Management and exchange leadership theories both fall under the umbrella term "transactional theories,"
emphasizing the importance of management, organization, and teamwork in a company's success. When it comes
to making leadership decisions, the concepts of rewards and punishments play a significant role. According to
proponents of this management style, using incentives and penalties to motivate employees is popular (Morgan,
2021).
Research in the Field of Theoretical Psychology
It shifts the focus of the behavioral theory from the characteristics and attributes of leaders to their actions and
behaviors. In light of this concept, leadership is more of a collection of skills and abilities than a single innate
quality. Here, it is asserted, one can learn to be a good leader. In my opinion, it is one of the most compelling
theories of leadership (Morgan, 2021).
Theory of Great Men's Leadership
It is based on the idea that leadership is more of an inborn trait than an acquired one, making it one of the most
ancient theories in the field. According to this theory, leaders are characterized by their charisma and confidence
as well as their intellect, communication skills, and social aptitude. It is either innate or learned, according to this
belief, to be a leader. As a counterpoint to the theory's negative overtones, many modern thinkers and even some
leaders themselves have mostly rejected it. This study provides a look at the traits of great leaders and how they
haven't changed much over time (Morgan, 2021).
A Theory About What Makes a Good Leader
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Those who believe in the innate superiority of leaders believe that those who are born with specific characteristics
are more equipped to serve in leadership roles. Several traits are necessary for a person to succeed as a leader:
intelligence, a sense of responsibility, and a willingness to take risks.
DIFFERENT THEORIES OF MANAGEMENT.
My purpose at Unilever is to analyze the leadership styles in use, evaluate leadership effectiveness, and offer
ways in which leadership and teamwork can work together to improve the organization's performance. Several
factors contribute to a team's success. Open communication is necessary for a team to develop a standard set of
values and norms. During the early stages of a team's formation, members will frequently discuss the group's rules
of conduct. You can identify and build models that improve collaboration and productivity when you do this.
1. Management Theories
The total (your business) comprises several subsystems, each of which is built on top of the previous one.
Because Systems Theory is a way of looking at your company rather than a specific management approach. It can
be utilized in conjunction with the other management theories on this list.
2. Principles of Administrative Management
Henri Fayol (1841-1925), a miner and engineer, developed a top-down analysis of business processes. When
dealing with your coworkers, put yourself in your manager's shoes and imagine what it would be like. Thus, he
concluded that managers and managers generally have six obligations when it comes to managing their employees
(The 11 Most Important Management Theories For Small Business - Sling, 2021).
 Organize
 Command
 Control
 Coordinate
 Plan
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 Forecast
 Bureaucracies rule the roost.
3. Owner's Workstation in a Small Business
Max Weber (1864-1920) employed a sociological perspective to develop his bureaucratic management theory.
According to Weber's theories, it is critical to building your firm hierarchically, with clear rules and functions
(The 11 Most Important Management Theories For Small Business - Sling, 2021). The ideal business model
(or bureaucratic system), according to Max Weber, is based on the following principles:
 Roles and responsibilities that are well-defined
 Assets belonging to the owner are separated from those belonging to the firm.
 A well-structured command structure
 Keeping track of the facts
 People aren't promoted or hired based on their personal friendships.
 There must be a consistent set of rules and regulations.
Bureaucratic management has been characterized as an impersonal style that may be overwhelmed by regulations
and protocols. However, as a newbie, you may find this helpful in providing you with some guidelines, protocols,
and structures.
4. Applied Sciences
Worker productivity was a goal of late 19th-century experimentation by Frederick Taylor. According to his
research findings, using the scientific method instead of judgment or discretion is the best way to measure
workplace efficiency. Uniformity, specialization, aptitude-based assignment, and strict training and monitoring
are all hallmarks of a scientific approach to management. Unless businesses adhere to these rules, they won't
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succeed. In addition, a task should be finished in the shortest amount of time to maximize earnings. The managers
and their subordinates communicate very little. Tailor proposed numerous changes to the way businesses are run
to improve their productivity. Today, Henri Fayal’s administrative management theory still holds true. Fayola
recommends adhering to these standards to build a successful business. A corporation has an overarching
structure that Fayola is concerned with. At the same time, Taylor is more worried about the speed at which a
project may be accomplished. One manager for every employee was Fayal’s organizational philosophy and a
healthy relationship between manager and employee. Fayal’s administrative management theory believes that all
employees should work toward the same goal. Fayal’s view of corporate performance and productivity relied
heavily on the importance of the organization's structure (The 11 Most Important Management Theories For
Small Business - Sling, 2021).
Soft Skill vs Hard Skill
Job descriptions and training programs must be developed with a clear awareness of the contrasts between hard
and soft skills. Is it possible to learn or be employed for a concept that is so vague?
Hard and soft abilities can be easily distinguished, it turns out. It's tough to quantify and characterize the other. A
person's capacity to carry out a task may be regarded as a skill. They can be learned in school or through on-the-
job training for the most part. Soft skills, on the other hand, are more versatile and can be used to a wide range of
industries, unlike hard abilities.
List your work history and accomplishments in this section of your resume. It is a soft talent to be able to develop
long-term relationships with both customers and coworkers. The work requires both hard and soft abilities.
When it comes to defining and quantifying soft abilities, it's a little trickier. It's easier for people to get along and
work together when they have these soft skills. To teach soft skills like character, the capacity to work in a team,
and a general knowledge and participation in your company's culture, it is difficult to do so explicitly.
Workers who are new to the workforce or who are retraining for a new career may lack soft skills.
Skills that require a lot of effort
Hard skills can be quantified and measured more easily than soft skills. A plumber or a nurse are trained to do
certain specialized tasks, such as how to fix a faulty faucet or draw blood.
In order to succeed in the profession, one must have a solid foundation of hard skills.
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Impact of Application of Leadership & Management Theories on the Effectiveness
of a Large Organization
There are various ideas to better explain the relationship between managers and employees in an organization.
This section of the article examines the work of renowned scholars Taylor (1999), Maslow (1992), and Fayol
(1999). (1999). There will be a lot of focus on theories concerning the interaction between employees and
managers.
6.1-Scientists and Taylor Management
The need to "synthesize processes" is stated by Taylor (1999:12-15) to guarantee that resources are available and
aligned with your organization's needs. According to Taylor, it is possible to significantly increase labor
productivity and effectiveness by providing explicit processes and procedures for employees to follow. The goals
of Taylors' "best practice" practices were reducing waste and increasing productivity.
Production flows at Unilever plants are remarkably similar to those discovered by Taylor while studying
automotive companies. At every stage of Unilever's manufacturing plants, strict safety and quality inspections
ensure that the products produced are safe to eat or use for personal care. For this reason, Unilever has developed
a stringent set of controls to supervise and monitor every step of the production process and standardize it
throughout their entire estate. Unilever's centralized control means that swapping a British manufacturing worker
for a Dutch factory worker and expecting them to perform similar activities and functions is theoretically possible
(Unilever, 2010). Critics of Taylor's system claim that the level of control and direction imposed by Taylorism
"dehumanizes" and "de-skills" workers. This is especially true in a production line, where exact conformity is
more important than individuality and creativity. Unilever has a persistent difficulty with repetitive jobs like those
required of a significant portion of its staff in the future. More than simply, financial incentives are needed to
motivate your personnel, according to Maslow (1999, cited in Storage). Many Unilever employees have far
greater freedom and creativity to offer innovative ideas for production, to Matteson and Ivancevich (1999).
Unilever's management has noted and observed this by the Tannenbaum and Schmidt continuum (Matteson and
Ivancevich, 1999).
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6.2-Maslow's Hierarchy of Needs and his Motivational Theory
On the other side, the Maslow school of thought focuses on how managers can motivate and empower their
employees to perform at their best level. According to Maslow's hierarchy of needs model, which he articulated in
1999 and mentions in Storage, numerous factors influence employees' motivation to produce their best work
(1999). In Maslow's theory, each degree of need is met, allowing the individual to climb up the pyramid and
satisfy the next level of demand in the ranking.
Leadership & Management Styles & their Application in a Range of Business
Situation in Different Organizations
It is common for leaders to adopt a range of tactics to motivate their staff. If the leader encourages incentives, it is
considered positive leadership. On the other hand, punishment can be seen as an indication of inadequate
leadership. As a bad boss, you should not be referred to as a leader. Additionally, three management styles
correspond to these strategies: authoritarian, democratic, and laissez-faire. Finally, paternalistic style can also be
added to the list of classes.
Leaders are held to the highest standards of accountability and authority. Threats and penalties are hallmarks of
autocratic leadership, which is undesirable. They follow his instructions. What others think doesn't matter to him
in the end. When it comes to making sound decisions in any given situation, his position of power gives him the
belief that only he has the authority to do so. An autocratic leadership style relies on constant supervision, clear-
cut advice, and commanding commands from a higher power. Using this strategy saves a lot of time in the long
run. Delegation is becoming less of a factor. Overuse of authority may lead to labor disputes and strike action. A
decrease in productivity and an increase in employee unhappiness are expected outcomes.
This type of leadership is characterized by open communication with subordinates and their participation in
developing policies. It places a high value on being involved in the decision-making process. Require a moderator
from the group's leader. This strategy is referred to as "theory" by McGregor. Taylor's scientific management
theory is based on the belief that employees cannot effectively evaluate their performance. As a result,
management was granted the power to make the final decisions. Following research has highlighted the
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importance of involving subordinates. Employees are increasingly asked to take up a portion of their boss's duties.
They'll get pumped up as a result of this. Clearly, management cares about the well-being and ideas of its
workers. Consequently, they will provide suggestions for improvement.
They are called " freewheeling leaders when leaders can avoid their obligations, they are called "freewheeling
leaders." Leapfrogging bosses distribute authority to their employees and take just a limited role in the
administration. He doesn't offer any direction and instead relies on the group to develop their own goals and
overcome their own obstacles. The leader has only a minimal effect on the group. As he sees it, the best results
may be achieved if each group member is left in their own ways. The game is overseen by an umpire. No effort is
made to govern or control the members of the organization. This is a recipe for disaster. There are dangers
associated with authoritarian leadership, and one of those dangers is inflicting animosity in one's subordinates. It
was less productive for autocratic groups when the leader was gone. In contrast, the leader's absence had little
influence in democratic groups.
The boss assumes a fatherly or paternal position in this management style. What matters most is what your father
thinks. Just like the leader of a family, they are inseparable. With his subordinates as family, the boss treats them
as if they were his own children. As the family leader, he takes care of his employees' working conditions and
perks. Gratitude is expected of the workforce, so they are expected to work harder. This leadership approach was
a big success in Japan because of her unique social background. Small enterprises in India continue to employ this
type of management style. However, paternalistic techniques are unlikely to work when it comes to mature adult
employees. Others under your command may feel resentful and angry rather than grateful if you do this
(Introduction to Unilever - 1436 Words | Bartleby, 2021).
Factors that Influence the Development of the Culture in Organizations
The Following is a Valuable Cultural Guideline for you to Follow.
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There are several categorizations used by Handy (1996) to connect organizational culture to facts, like the
organization's structure. Distinguish four distinct types of the corporate culture. Four types of cultures were
identified:
 Role-playing culture
 The setting in which we work
 a society where power is viewed as a virtue
How a Person Lives
For the most part, hierarchical organizations like bureaucracies and large, well-established enterprises have this
kind of culture. There are set rules and procedures in place and an established organizational structure that is well
understood and adhered to. This culture ensures that employees know exactly what they are expected to do and
how to do it. Those that fall into this category have a hard time adapting and changing in reaction to the changing
world around them. This may not be an issue for most large organizations. Still, there have been occasions where
huge organizations have failed because they could not adapt.
These organizations are highly centralized but have a low level of formalization. Project-based workers are noted
for their ability to adapt and focus on results. Examples of businesses that belong within this category include
architects. To flourish in this environment, individuals must be highly collaborative, communicative, and self-
motivated. Learning about how ethnic teams' dynamics could affect organizational outcomes is essential to ensure
the long-term viability of such a culture. Is this the most excellent place for someone who prefers a more
scheduled workday?
Suppose a company has a high power culture. In that case, it's likely to have a charismatic leader who engages
directly with people and expects quick and agile responses from them.' When it comes to tiny, fast-moving
businesses, this style of work culture is generally associated with entrepreneurs. However, not all small family
businesses are entrepreneurial enterprises. Some small family businesses might become overly self-reflective,
making radical changes difficult. This distinction is critical. It can be challenging to work under someone who has
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