Leadership and Management Roles in Ted Baker London

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Management and Operations

Executive summary
The present study aims at differentiating between the manager and the leader using
various theories and a range of concepts. The body of work also makes a point to
highlight the roles played by the managers and leaders for different situational
contexts. The theories of situational leadership, contingency and systems leadership
have been referred to in some detail. The weaknesses and strengths to the myriad
approaches in situations within that of the working environment have been touched
upon. The role of managers and leaders who contribute to the operations are
explained. The relationship between the two has been explored by this body of work.
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Table of Contents
Introduction................................................................................................................. 3
LO1 Differentiate between the role of a leader and the function of a manager...........3
P1 Define and compare the different roles and characteristics of a leader and a
manager...................................................................................................................... 3
M1 Analyse and differentiate between the role of a leader and function of a manager
by effectively applying a range of theories and concepts............................................4
LO2 Apply the role of a leader and the function of a manager in given context..........5
Critically analyse and evaluate the different theories and approaches to leadership in
given contexts. Examination of examples of how the role of a leader and the function
of a manager apply in different situational contexts (P2, D1)......................................5
P3 Apply different theories and models of approach, including situational leadership,
systems leadership and contingency..........................................................................6
M2 Assess the strengths and weaknesses of different approaches to situations
within the work environment........................................................................................6
Conclusion.................................................................................................................. 7
References..................................................................................................................8
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Introduction
The given company for research that is Ted Baker London, which is a British luxury
brand. A study has been performed from the perspective of an HR officer for the
brand itself. The progress of the organisation has been captured in relation to that of
the managerial staff and the leaders. It claims to be one of the most inexpensive
designer brands in the United Kingdom. The company is in the limelight for other
reasons too like that of adding the right amount of quirk to fashion, having a high
quality of detailing and design along with the unique use of colour and pattern
(Tedbaker.com, 2019). They do business globally with the humour and jollity of the
founder reflected in the products. It is listed Under the London Stock Exchange and
constitutes the FTSE 250 Index. It was founded by Ray Kelvin in 1987 and is
headquartered in London, UK. Their net income for 2018 was of 52.7 million GBP;
their operating income was 70.7 million GBP in the same year. Their revenue in
2018 was for 591.7 million GBP.
LO1 Differentiate between the role of a leader and the function of a manager
P1 Define and compare the different roles and characteristics of a leader and a
manager
Speaking of leaders who can transform the face of a retail company one should learn
from Ray Kelvin the ex-CEO who converted the one-stall shirt-selling enterprise into
a multinational company. To define a leader it can be said that they are people who
have distinctive qualities of leading and are capable of motivating a set of people
making them work towards the company’s aims (Thorpe, 2016). Qualified
industrialists, however, say that leadership is not just a quality but a process for the
individuals to achieve long-term goals. If company statistics are to be believed, the
profits of Ted Baker in the past have been as high as that of 20.5 per cent offline with
the online sales figures rising up by 29.7 per cent. Mr. Kelvin was, however, aware of
the challenges one may face in the business and had admitted that he would
personally never buy something he cannot feel or touch which was contradictory to
the fact that he had a lot of faith in shoppable movies which is a concept that not
many are aware of even now. A lot of leaders like him hate the ways of business
communication like that of emailing and they prefer to be spoken to in person. This
kind of a leader also believes in creativity and originality of the foundation that makes
it lauded internationally (Donate and de Pablo, 2015). They operate using a set of
ideas and a vision. Once the ideas click they are known as visionaries.
Managers especially those in retail wake up with the sole aim to run a store
immaculately. They according to standard definitions are the ones in charge of the
entire workforce for carrying out groups of tasks and have staff who report to them
including team supervisors (Morden, 2017).
They make sure the staffs performs their duties on the shop floor delivering
recommendable customer service and they also perform the task of constantly
monitoring the store performance that is they do the calculations in monetary
terms. They also manage budgets and maintain proper financial and statistical
records. Another part of their financial duty is to oversee the price and controlling the
stock. They also set the bars for the meeting of industry standards of profit
maximisation and sales targets.
They also have to additionally provide their inputs to the HRs regarding whom to
hire for the company. They oversee the activities of training with the HR. They
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supervise the staff and approve their appraisals in order to motivate their staff.
They have to prepare materials for promotion and make displays.
Whenever anything goes wrong in the store, rest assured the customer calls the
manager and in such cases, they have to deal with their grievances.
They have more in common with the HR Department than one would think and they
ensure that the company complies with the safety and health legislation.
They also are in charge of coordinating with the head office (Cox, 2016).
M1 Analyse and differentiate between the role of a leader and function of a
manager by effectively applying a range of theories and concepts
Manager Leader
They are the building blocks for the
maintenance of stability and consistency
as they create a balance among the
tasks and the workforce. They draw
plans, form new structures after analysis
of the previous ones. The emphasis is
on their position of control and gaining
compliance.
Leaders lead by giving directions
drawing on from their vision to inspire
everyone associated to push forward to
make a difference for the better.
Allocation of resources is done and they
take care to make sure the system is not
lagging behind due to the workforce
(Helms, 2016).
They formulate ideas by creating vision
boards having aims that are mostly
long-term by planning strategies and
tactics.
They have the quality to scrutinise and
supervise making workers follow up with
a standard in the organisation.
Exhibits the qualities to lead and
changes the workforce in a way so that
they are aligned to the company visions
and goals.
Liable for administering of time-bound
tasks in the organisation.
They seek to innovate whatever is in
context with that of the entire
organisation.
Task administering is done by the
manager within the organisation.
They ask why and what the organization
needs to change its standard practices.
They act within the culture that is
established in the organisation.
Creates aims by that of visions and
meanings.
Table 1: Comparison of leaders to managers
One of the theories that can be linked to this is that if Path-goal theory of
Leadership and Behaviour. It is based on that of the Theory of Expectancy
(Bolden, 2016). It suggests that the subordinates are motivated if they are told that
they are the best ones for the job. If the workers believe in the kind of efforts being
put in by them it will result in a significant result or outcome as the payoffs are
always as per effort. Work-goals are logically defined by this, obstacles are removed
and support is provided. It is not the most feasible goal but it is sometimes
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practicable as per research. Classical Management Theory was established and
put into practice during 1895-1920. This theory is also known as the “Scientific
Management Theory” that is governed by a set of bureaucratic and management
principles of Science that has to be applied for maximum situations. Another theory
is that of the Great Man that will see the traits of leadership as something that is
ingrained n a person by birth and it cannot be externally engendered.
LO2 Apply the role of a leader and the function of a manager in given context
Critically analyse and evaluate the different theories and approaches to
leadership in given contexts. Examination of examples of how the role of a
leader and the function of a manager apply in different situational contexts
(P2, D1)
The approach of a leader will be radically different from that of a manager. The
leader, however, may involve others also in the activity depending on the situation
analysis. His or her approach will be keeping in mind the demand of the job at hand
and fulfilment of the goals of the organisation. This kind of approach will help the
leader empower the team by way of motivating and they will feel like they are a
crucial part of the organisation. Employees are taught how to make their own
decisions in this way. This way an organisation can understand whom to promote
when the staff is savvy enough to make their own decisions and it leaves no chances
for that of taking an incorrect decision. The managers mainly focus on their own
selves when it comes to promotions. Leaders are more democratic by way of
approach while leaders are more of autocrats (Terwiesch et al., 2018).
There are several situations that are a part of a typical organisation like that of the
manager being assigned a specific task by the managers at the top of the line which
he has to divide amongst his team members. The task has to be accomplished in a
time-bound manner. The manager, therefore, leans towards the application of the
Classical Theory of Management in order to enhance the productivity of the team
members. It is expected to be giving the best results by increasing the output. This is
inclusive of the valued source of data that examines all aspects of the management.
This gives a standardised tool for the capacity of scientific management of the
workforce going by the structure which is planned for the outcome. Managers plan
their activities and operations and also give out the incentives for the encouragement
of the team under him or her for getting the results with achievement of increased
satisfaction and output. If the task-oriented theory is considered, it can be said that it
will focus on the task which is given and the kind of performance which is required in
order to achieve the kind of output solely after completion of the task.
In the light of the next situation which is, that for the increment of the image of the
organisation in that of the market management it has been decided to keep the focus
on the retention of the productive, loyal and efficient workers by way of
encouragement and motivation from their manager. Using the Contingency theory of
management, it states that productivity results are often based on the effectiveness
of the operations which are contingent in nature. In light of the given requirements,
the manager will retain the best staff according to the most recent performance
evaluation by trying to motivate them with rewards both by cash and kind. Taking the
theory of Transactional Leadership that is in the form of a manager’s supervision for
the enhancement of compliance among employees by the ways of rewards and
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punitive measures as per the case requirement (Terwiesch et al., 2018). It goes on
to create an obstacle for the leader.
P3 Apply different theories and models of approach, including situational
leadership, systems leadership and contingency
Stalwarts like Kenneth Blanchard and Paul Hersey refer to managers and leaders as
similar but the theory of Situational Leadership that was propounded by them begs to
differ by saying that the only similarity lies in the fact that they both have to work to
their fullest by inspiring the employees all around them (Smith et al., 2016). It can
either be achieved by that of up-gradation or bringing some things down to the level
of their development. It aids by yielding better long-term results for the company and
the kind of difference that they have in role enhances the growth of the company as
a whole.
Systems Leadership is an Arcadian concept allowing the employee stakeholders to
work in a way that they can achieve the highest level of the outcome under their
particular leader. This is done by the increment of their productivity and going by the
examples of established models of social process, organisational strategy, systems
design, and that of sound leadership.
The theory of Contingency relies on the maxim that the efficiency of the leaders are
dependent on to what degree they can match their working styles to that of the
situational needs (Furlan Matos Alves et al., 2017). The company Ted Baker
founded by an entrepreneur like that of Ray Kelvin makes sure he matches his style
of work to that of the needs of the company and the demands of the situation hence
they mostly follow the style presented by the Contingency theory.
M2 Assess the strengths and weaknesses of different approaches to situations
within the work environment
Different theories have their weaknesses and strengths that can be enumerated. The
strengths of Situational Leadership are its flexibility which enables employees to
choose what style they can choose for leadership and how they can work. Team
unity and work environment remain informal and relaxed. Motivation is boosted
tremendously as workers can feel like an integral part of the company. The process
enhances employee-awareness and they can closely monitor the situation. The
process is intuitive and reversal of roles is allowed. The weakness is the lack of
empathy for the demographic differences. There is always a possibility of confusion
among the group as things are linked to many other factors (Paliszkiewicz et al.,
2015). Only the current scenario is more focussed on so it makes use of short-term
strategy. This model is best suited to the organisations that want to engender
coordination and cooperation among employees and the managerial staff and
enhanced faculties for decision-making based on the situation.
The strengths of Systems Leadership is that it provides a glossary of jargons
explained that helps in the understanding of terms from different fields (Shin et al.,
2015). A framework is provided for presenting and interpreting of realities and
phenomenon. It clarifies thoughts on the complexities and dynamic nature of the
milieu and gives a guiding structure for the building of ideas. The weaknesses of the
same are that the process has various complicated parameters integrated into it. It is
not very practical according to maximum leaders who are reluctant to embrace the
same as it also comes with a high level of risk (Bird and Mendenhall, 2016). This
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approach is best for the companies that want o to have a unique approach for their
growth by adapting to multifarious long-term creative visions as it will help in both the
growth of the same and work for the betterment of the society.
The strengths of the Contingency theory are that is an effective way of explanation of
how good quality leadership can be made to be achieved. It is highly recommended
by researchers and supported. It also helps by widening the horizons by an
understanding of the links between leaders and the organisational situations
(Bendoly et al, 2015). Other strength is that the approach helps in the prediction of
what type of leadership will be good for the given situation. The next plus point is that
the approach does not need to be the best in all situations. This style makes sure to
make it clear by informing what is required to build and polish the profile of the
leader. The weaknesses are it does not explain anything at length why certain
people are more capable in certain situations while some are not. Another great area
of concern is that of the LPC scale (Larson and Gray, 2017). People are wary of the
fact that personality traits are determinant of what kind of leader one will be. The final
weakness is that the approach does not clarify how leaders are taught to adapt to
different situations.
Conclusion
It may be concluded that the leaders have a more goal-oriented attitude and the
managers a product-oriented one; however, it is best if both consult the kind of
employees they work with in order to exchange ideas regarding how they can better
guide them in the long run. Therefore, it may be recommended that the managers
may incorporate strategies that are aligned to that of the company values and aims.
The exchange that takes place in the way of formal conversation henceforth can be
tapped into productivity however excessive of data-drivenness may backfire due to
the effects of bureaucracy and excessive favouritism within the institution. The
contribution of the managers and leaders towards the company can actually make a
difference along with that of being indispensable by creating an environment that is
the most employee-friendly. Ted Baker’s Ray Kelvin, the now past CEO of the
company was one of the pioneers among the people who realised that having
shoppable movies that are directed by industry veterans like that of Guy Ritchie is a
complete game-changer and is the future of retail that one can look forward to. Here
is hoping that someday the company will be able to tap that into something for
themselves.
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References
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