Leadership and Management Theories, Styles & Culture in Organizations

This report examines leadership and management theories and their impact on organizational effectiveness, focusing on EMA Partners as a case study. It discusses various leadership theories such as Behavioral and Contingency theories, relating them to management activities. The report also explores management theories, including Scientific and Human Relations theories, and assesses different leadership and management styles like Authoritative and Democratic, highlighting their application in various business situations. Furthermore, it identifies factors influencing the development of organizational culture, such as top leadership principles and the nature of the business. This document provides insights into motivational strategies and performance management approaches for continuous improvement within organizations. Desklib offers a platform for students to access similar solved assignments and past papers.

Leadership and
management

Table of Contents
PART 1............................................................................................................................................3
INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
TASK 1............................................................................................................................................3
P1. Different theories of leadership in relation to management activities in different
organisations................................................................................................................................3
P2.Different theories of management in relation to the management and leadership activities in
different organisations.................................................................................................................5
TASK 2............................................................................................................................................6
P3. Assessment of different leadership and management styles and their application in
business situations in different organisations..............................................................................6
P4. Factors that influence development of culture in organisations............................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

PART 1
INTRODUCTION
Both leadership and management plays an essential role within an organisation and are
interrelated with each other but are having different aspects for the purpose of managing business
activities in an effective as well as efficient way. Management includes all such activities like
planning, organising, directing and controlling while the leadership is concerned with an art or
ability which is used by an individual for influencing or inspiring other members of the team so
that productivity of organisation as a whole improve (Al-Ali and et.al, 2017). The leaders and
managers within an organisation shared a common objective to their workforce so that they can
get better understanding regarding what they are required to do for the particular business
activities. In this portfolio, EMA Partners is taken into consideration for demonstrating this
portfolio which is one of the largest global executive search and leadership advisory firm. This
report includes various theories and models that are related to leadership and management.
Along with it, several factors are going to be outlined that are involved in the development of
organisational culture within the business.
MAIN BODY
TASK 1
P1. Different theories of leadership in relation to management activities in different organisations
The process of leadership consists of guiding, instructing, leading as well as providing
motivation to the members of the team or an organisation towards accomplishment of business
activities in order to meet organisational goals effectively. It explains an art of inspiring as well
as stimulating members of the group to do more hard work towards the attainment of
organisational goals in an effective manner (Balwant, 2017). Leaders capture the necessities of
being equipped and abilities to lead and inspire others as well as the effective leadership style
within the organisation relies on original as well as acquired contents or thoughts that are to be
carried out in an efficient and effective way within the business due to which other group
members make themselves engaged for being leaded and guided by their leaders or managers. It
refers to make sound as well as complex business decisions, developing a clear-defined vision,
set standard goals and transfer or share knowledge or information along with necessary

implements and outfits for attaining the aspirations of the organisation. There are different
theories of leadership and some of them are explained as under in context to EMA Partners:
Behavioural Theory of Leadership:
This theory states that the success of a leader is based on its behaviours instead of its
natural attributes and it also involves observing as well as evaluating the activities and
behaviours of leader when they are responding to a specific situation. The leadership theory of
Behavioural considers that leaders are build and not born and this theory is regarding to the
effective leadership that it is an outcome of several learned skills (Brandebo, 2020). This theory
concentrates on how leaders behave and presume that these qualities can be copy by other
leaders of organisation. Patterns of behaviours are noticed and categorised in this kind of theory.
This kind of leadership and management style permits adaptability and flexibility in various
contexts. It suggests that the one with its capabilities and skills can be a leader. The leaders of
EMA Partners can know and decide what activities as well as behaviour they want to implement
in their leadership for becoming an effective leader. With the help of this theory, the leaders
within the respective organisation addresses human interactions at work. It helps the company in
ascertaining how leadership style influence the relationship of leaders and its team members
along with promoting the commitment towards the organisational objectives.
Contingency theory of Leadership:
This type of theory is also known as situational theory and expresses that the
effectiveness of a leader is contingent on whether their leadership style suits a particular situation
or not (Crosweller and Tschakert, 2020). Contingency theory of leadership proposes that none
leadership style replace other styles and also states that the process of leadership relies on the in-
hand circumstances. In the theory, the primary concentration is on the special elements that are
related to the environment which may impact that specific style of leadership is appropriate and
the best for the situation. According to this theory, a person can be an effective leader in one
circumstance and an ineffective in the other circumstance. In context to EMA Partners, this
theory focusses on significance of leader's personality and the situation in which that leader
operates. With the help of this theory, the leaders of respective organisation has broad
understanding about the leadership by forcing to consider the influence of situations on leaders.
According to this theory, the leaders of the organisation have the abilities to shape leadership
style according to the specific situation. Overall, this theory refers that none of the style of

leadership is best in all the circumstances (Cruz-Gonzalez, Domingo Segovia and Lucena
Rodriguez, 2019). It takes into consideration the certain leadership styles and also states that
great leader or managers can mould their patterns of leadership or management situationally. The
advantages of this kind of theory that will be beneficial for EMA Partners are that this theory
makes concentration on the measures of a state and leaders have the ability to form their
leadership styles according to the demand of specific situations.
P2. Different theories of management in relation to the management and leadership activities in
different organisations
Management of the organisation is considered with the activities as well as tasks that are
interpreted for competing the objectives of organisation effectively and efficiently by continuous
activities like planning, organising, directing and controlling of organisational resources
(FHKPS, 2018). There are various theories of management that are explained in relation to EMA
Partners:
Scientific Theory of Management:
This scientific theory was formed by Frederick Taylor who was the first person to declare
the executions of the work scientifically. The person sensed that the constituent at which human
resources are strained to do hard work is not the correct way to gain the results. Scientific theory
of management states that the whole work must be simplify in small tasks for the purpose of
rising up the productivity of the organisation. This theory helps in synthesizing and analysing the
flow of work within the workplace and its main purpose is to improve the productivity and
efficiency of the human resources as well as economy. According to the point of view of
scholars, money was the main incentive for which the human resources work that is why the
personnel introduced that the “fair day's wages for a fair day's work” aspect (Heystek and
Emekako, 2020). Administration of EMA Partners use this type of theory because it helps in
promoting specialising, standardising, highly training of employees along with the supervision as
well as assignments that are based on the ability. Only through conducting such type of
exercises, an organisation can achieve its objectives effectively and its productivity will increase.
This theory helps the organisation in improving the production because it concentrates on the
rapid enhancements in business operations (Hristov, Scott and Minocha, 2018). It also facilitates
ion bringing fruitful collaboration among superiors and subordinates that results in improvement
of the teamwork.

Human Relations Theory of Management:
This theory helps in enhancing the level of productivity that set the human relations
foundations. This theory focusses on changing the working environment like break-time,
lighting, length of workday and many more. EMA Partners use this kind of theory because it
helps in focussing on the satisfaction of workers, informal workplace and is considered as a
means of influencing the productivity of an employee (Koo and Park, 2018). With the help of
application of this theory within the workplace, subordinates are more willing to perform their
task by giving their personal attention and being a part of team. This theory is beneficial for
respective company as it reduces workplace grievances and builds strong human relationships
within the organisation.
TASK 2
P3. Assessment of different leadership and management styles and their application in business
situations in different organisations
Management and leadership styles are related to the particular philosophies as well as
methods that leaders and managers explore at the time of directing and supervising the members
of the team (Lamont, R. I. and Chapman, A. L., 2019). Every organisation uses leadership style
for making effective business performance, framing better business decisions, planning and
organising work, performing disciplinary actions, rewarding performances as well as exercising
power.
Authoritative:
Within this style, a leader or manager follows a chain from top level to bottom level for
guiding its subordinates. A leader or manager tackle independent decision-making that does not
allow their workforce to take all the decisions, rather it take less input from them. According to
this type of leadership or management style, leader or manager of EMA Partners has to frame
clearly-defined policies that have to be followed by the subordinates and not tending request for
any feedback from manpower side (Liu and Hallinger, 2018). This kind of style is appropriate
when the efficiency is more desirable within the organisation or in critical circumstances when it
is necessary to make quick decisions. By using this style, managers or leaders of respective
company take less time to make crucial decisions and mistakes can be diminished in the process
of implementation of plans.

Democratic or Participative:
According to this kind of style, a democratic or participative leader or manager makes
business decisions that depends on the input of the workers. It involves effective communication
skills and wider perspectives at all stages of the organisation. This type of leaders or managers
of EMA Partners intensely put their emphasis on their manpower and work together with their
subordinates for meeting organisational objectives. Democratic style is mainly effective for
formulating business decisions for long-term that influence the overall business (Miller, 2018).
Within respective company, this style helps in increasing the level of productivity and also
facilitates in fostering creativity of workforce. The advantages of this type of leadership style is
that it helps in increasing the level of profitability and operations of the business that results in
growth of the business.
P4. Factors that influence development of culture in organisations
Organisational culture is related to structure of organisation that consists of collection of
values, practices and expectations that helps in informing and guiding the activities of team
members. A collection of traits or characteristics determines what an organisation is. Great
workplace culture indicates favourable traits or characteristics that results in performance
enhancement whereas dysfunctional organisational culture brings those traits that hinders
business success. In context to EMA Partners, there are some factors that influence development
of organisational culture and these factors are described as under:
 Top leadership principles: Leadership within company significantly influence policies,
processes and rules that are set for members of team. The principles or philosophies and
values of a leader or manager flow down to the subordinates for delivering the end
outcomes for company (Tian and Huber, 2021). For instance, if leader of EMA Partners
has simple leadership philosophy which helps it to treat people with dignity as well as
respect, then it can promote organisational culture and along with it service quality can be
evaluated by experiences of clients.
 Nature of business: The operations, motive and market of company provides an
influence on behaviour of manpower. For instance, services of EMA Partners make an
essential difference through products and services in the lives of customers or not. It
influences organisational culture and also measures how employees feel and think about
working.

 Hiring and selection: This kind of workforce hired within the organisation provides a
large as well as meaningful influence on growth and development of organisational
culture and organisation as a whole. If manpower of EMA Partners are flexible and
adaptable within workplace, then it can promote the development of organisational
culture.
 Background differences: This is also analysed that the development of organisational
culture is also influenced by the beliefs of the culture, prospects of work related aspects
and many more. If EMA Partners have different background of the cultures of its human
resources then, it may promote or impede development of organisational culture.
CONCLUSION
From above explanation of report, it has been concluded that leaders and managers both
plays an essential role in an organisation. Management is concerned with all such activities that
are undertaken by manpower to achieve targets and leadership is related to an art of motivating,
guiding and leading other members to work more hard towards the objectives. In this report,
various theories of leadership and management have been discussed and along with it some
factors also have been mentioned that impact development of organisational culture. Manager or
leader must consider those factors for developing organisational culture that affects effectiveness
of organisation.

REFERENCES
Books and Journals
Cruz-Gonzalez, C., Domingo Segovia, J. and Lucena Rodriguez, C., 2019. School principals and
leadership identity: A thematic exploration of the literature. Educational research.
61(3). pp.319-336.
FHKPS, B., 2018. Development of service leadership behavior scale: background and
conceptual model. International Journal of Child and Adolescent Health. 11(4). pp.415-
424.
Heystek, J. and Emekako, R., 2020. Leadership and motivation for improved academic
performance in schools in low socio-economic contexts. International Journal of
Educational Management.
Hristov, D., Scott, N. and Minocha, S., 2018. Distributed leadership typologies in destination
management organisations. Tourism management perspectives. 28. pp.126-143.
Koo, H. and Park, C., 2018. Foundation of leadership in Asia: Leader characteristics and
leadership styles review and research agenda. Asia Pacific Journal of Management.
35(3). pp.697-718.
Lamont, R. I. and Chapman, A. L., 2019. Incorporating medical leadership into undergraduate
curricula: a proposal for a spiral curriculum. Leadership in Health Services.
Liu, S. and Hallinger, P., 2018. Principal instructional leadership, teacher self-efficacy, and
teacher professional learning in China: Testing a mediated-effects model. Educational
administration quarterly. 54(4). pp.501-528.
Miller, P. W., 2018. School leadership is context dependent. In The Nature of School
Leadership (pp. 121-142). Palgrave Macmillan, Cham.
Tian, M. and Huber, S. G., 2021. Mapping the international knowledge base of educational
leadership, administration and management: a topographical perspective. Compare: A
Journal of Comparative and International Education. 51(1). pp.4-23.