Leadership & Management: Workplace Motivational Strategy and Analysis

This report provides a comprehensive analysis of leadership and management in the workplace, focusing on motivational strategies and the application of various leadership and management theories. It defines the roles of leaders and managers, differentiates between hard and soft skills, and explores the effectiveness of different leadership styles through organizational examples such as Tesco and Burberry. The report also examines how leadership and management approaches impact organizational culture and performance, highlighting the importance of adapting leadership styles to specific business situations. The conclusion emphasizes key factors for employee motivation and the role of leaders in achieving organizational goals, supported by relevant references. Desklib offers a wealth of similar resources, including past papers and solved assignments, to aid students in their studies.

Unit 4 Leadership and Management
Leadership and Management in
Workplace (Part 1)
Presenting Motivational Strategy
(Part 2)
Name:
ID:
Table of Content
Part 1: Report
1.0 Introduction p
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2.0 Definitions of leader and manager p
2.0 Hard vs soft skills p
3.0 Application of leadership and management theories in the
workplace in order to analyse the effectiveness of leadership
and management in the chosen organisation p
4.0 Comparing at least two other organisational examples to
compare the different styles of leadership and management
approaches taken for a range of business situations and how
they impact decisions taken p
5.0 An examination of different leadership and management
approaches taken to evaluate their effectiveness and the impact
that the role of leadership and management has on
organisational culture and performance p
7.0 Conclusions p
References p
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1.0 Introduction
A quality of influencing a persons mind in a way that he performs the task well. If the people
are the engine of the success, to attend the individual it is to be needed to become a great
leader. Leadership is a structure of duties which are executed by a human who is at higher
authority stage. Controller are the person who sets the directions for the members of staff
and to attain the goals for the winning team (Dukakis and Portz, 2015). Also managing the
roles and handling the prescribed powers in the management. The further analysis constitutes
the models and theories of leadership and management, which enhances the performance and
inspiration with the help of the skills and the abilities and also the development process of the
group.
6.0 Definitions of leader and manager
Leadership is the process by which the employees influences the other members of the
organization for attaining the objectives and directs the entity in a way that makes it
consistent and connected (Babatunde, 2014). If the leader have the desire and the willpower
so that it can become a effective head of the company. Good commander are developing their
knowledge by the self study, education, training and the experience. On the other hand, cheif
are increasing their knowledge and skills by other persons attributes like values, beliefs and
ethics.
Managers are the important group involved in the business activities (Leadership and
Management, 2016). In the jobs roles are allotted so that supervisors helps in achieving
goals through supervision. Organizer are accountable for the activities of the entity either to
the directors, setting objectives for the organisation and ensuring that corporates are dealing
with the customers, other business and the general public. Executives are that part of the
company by which company goals and objectives can be attained or fulfilled.
7.0 Hard vs soft skills
Several hard and soft skills of the leaders which is mentioned below:
 Hard skills of the managers – Managers of the organisation needs to make the
account of profit and loss of their business in order to know and identify the
productivity and performance of the company. They also need to maintain the tools
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and equipment regarding information technology equipments.
 Soft Skills of the managers – There are several soft skill that assist in managing the
productivity and performance of the organisation such as communication skills etc.
 Hard Skills of the managers of the Tesco – It is the duty of the manage to complete
their task in given deadline which can assist in effectual growth of the organisation.
 Soft skills of the managers working in the Tesco – They need to give their
consumers a healthy and satisfied communication in order to eliminate any type of
uncertainties. They have to evaluate that the need of the consumers addressed by the
business in an effectual manner.
 Leaders having hard skills – Leaders have attain their duty regarding the
technicality in the organisation in order to keep the revenue of the business.
 Soft skills of the Leaders – Leaders need to influence the other workers in
the organisation by giving them appropriate directions in order to avoid any
type of issues.
8.0 Application of leadership and management theories in
the workplace in order to analyse the effectiveness of
leadership and management in the chosen organisation
Different management and the leadership theories are :-
1. Trait theory :- This model describe that people are not born with the qualities that are
used to achieving the success in the leadership roles (Kumar, 2007). There have been
hundreds of studies for determining the leadership traits and while there is always
going to be some disagreement, intelligence etc.
2. Skill theory :- This concept stated the learning knowledge and the skills or abilities
are the most important factors in the effective leadership. It simply defines the
learning skills, developed style and the knowledge are the keys foe the performance of
leadership.
3. Situational theory :- This analysis describe the different situations having the different
styles of leadership. The basic factor determines the assessment of the competence
and the commitment of the leaders and this shows that leader adopts the supportive
style.
4. Contingency theory :- This study states that leader style matches the specific situation.
The effective leadership depends on the degree between the leader's qualities and style
on a specific situation.
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5. Path goal theory :- This models defines that how leaders motivate their team members
to attain the identified objectives (Gold, Mumford and Thorpe, 2010). It defines that
the effective leaders have the ability to improve the motivation factors of the team
members for achieving the high performance and the desired goals.
6. Psychodynamic theory :- According to this, leaders are more effective if they have the
psychological make up of themselves and the followers. This theory is describing the
difference between trait, behavioural and the situational theory. It does not presume
that a personality type is best suitable for the leadership.
7. Functional leadership :- these theories are based on the different assumption. This
focus on the leaders what they actually do that is their functions. More research with
lots of data make it possible to the actions with the successful results.
8. Transformational leadership :- This theory defines all about the changes. In this
leaders inspire others by following a vision. They create the opportunities for the
people to take the responsibility for the new ideas.
9.0 Comparing at least two other organisational examples
to compare the different styles of leadership and
management approaches taken for a range of business
situations and how they impact decisions taken
The leadership and management approaches differs in two organisational concept. It
is not necessary that every leaders chooses approaches and leadership style as it depends
on the dynamic business situation (Babatunde, 2014). There can be one different situation
in terms of team working, employees coordination, developing new production and services
or uncertainties. So the choice of leadership style varies from organisation to organisation.
There are many leadership approach that has taken from from the difference of Tesco and
Burberry which are presented below:
Leadership approaches and
styles
Tesco Burberry
Authoritarian Leadership The Tesco leaders does not use
this approach as the company
has more of independent
The Burberry use this kind of
leadership style. it is the most
luxurious brand of fashion
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environment. The employees
are not restricted with only the
decision of leaders. The leaders
could not impose their
expectation as it is not possible
to manage diversified
workplace activities.
clothing and apparels So that,
the employees need to work on
the decisions of leaders to
maintain the quality and
uniqueness of the product and
techniques.
Participative style This style of leadership follows
by Tesco. It involves the
participation of employees as
leaders would not take any
decision individually and refers
to take employee engagement.
This keeps the employees
motivated and empowered to
put their ideas and and be
valued.
The Burberry leaders involves
this style of leaders but at some
situations. When there is highly
demanding market and
customer want more trendy
clothes, at that time, leaders
urge to take participation of
employees.
These are the two main leadership style follows by the large organisation. It is the
most suitable styles and approach adopted by the companies due to having huge market
presence (Birasnav, and Rangnekar, 2009). The leaders take decisions in the dynamic
working environment which put emphasize on following current trends, fulfil customer needs
and mainly the quality of product which could be done through enabling proper control in
each tasks and activities.
10.0 An examination of different leadership and
management approaches taken to evaluate their
effectiveness and the impact that the role of leadership
and management has on organisational culture and
performance.
Leadership and management are both important concept for an organisation. It plays cruciate role in
keeping employees stick to their goals and retained for longer period of time. Therefore, the Tesco
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has adopted several managements styles and approaches which makes them a true leaders and
achieve business goals.
Authoritarian leadership: this leadership style is very effective and crucial for the leaders,. It shows
that, the leaders is the one man to take decisions and expect their employees to achieve target at
any cost (Birasnav, and Rangnekar, 2010). This style is effective when leaders require clear
guidelines and take vital business decisions. The managers of Tesco adopt this style when there is
complex business situations.
participative leadership: as per this style, the leaders involve employees engagement. as these
leaders provide autonomy to employees to take business decision at the time of urgency and involve
their participation for better ideas. It motivates employees and make them feel valued in
organisation (Boerner, Eisenbeiss, and Griesser, , 2007). Tesco managers use this style of
leadership in order to ascertain growth and retention of employees.
Delegative leadership: this style to leadership refers to engage innovation and creativity from the
employee side. There is need for this kind of leadership in Tesco as the company require innovative
strategies to bring new products and services into market.
7.0 Conclusions
From the above report, it has been identified that factors which are very helpful for
the motivation of the employees Inspiration of the staff members, leaders should do many
different activities so that they can motivate and increment in the performance level should be
done so that goals and objectives can be attained. Satisfaction is necessary for doing any new
job or have to opt the responsibilities in the job. Roles of the leaders that have to follow for
the motivation of the team members and it will help in the fulfilment of the goals and the
objectives. Different motivational theories should be used by the controller and the managers.
References
Babatunde, A., 2014. LEADERSHIP & MANAGEMENT (WORKBOOK). Lulu.com
Birasnav, M and Rangnekar, S., 2009. Structure of human capital enhancing human resource
management practices in India. International Journal of Business and
Management. 4(5). pp. 226‐38.
Birasnav, M and Rangnekar, S., 2010. Knowledge management structure and human capital
development in Indian manufacturing industries. Business Process Management
Journal. 16(1). pp. 57‐75.
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Boerner, S., Eisenbeiss, S. A and Griesser, D., 2007. Follower behavior and organizational
performance: the impact of transformational leaders. Journal of Leadership and
Organizational Studies. 13(3). pp. 15‐26.
Boezeman, E.J and Ellemers, N., 2007. Volunteering for charity: pride, respect, and the
commitment of volunteers. Journal of Applied Psychology. 92(3). pp. 771-785.
Campbell, J.L., 2007. Why would corporations behave in socially responsible ways? An
institutional theory of corporate social responsibility. Academy of Management
Review. 32. pp. 946‐67.
De Jong, J.P.J and Den Hartog, D.N., 2007. How leaders influence employees' innovative
behavior. European Journal of Innovation Management. 10(1). pp. 41‐64.
Dukakis, M. S and Portz, J. H., 2015. Leader-Managers in the Public Sector: Managing for
Results. Routledge.
Flere, S and Lavric, M., 2008. On the validity of cross‐cultural social studies using student
samples. Field Methods. 20(4). pp. 399‐412.
Gold, J., Mumford, A and Thorpe, R., 2010. Leadership and Management Development.
Chartered Institute of Personnel and Development.
Joo, B.K., Yoon, H.J and Jeung, C.W., 2012. The effects of core self-evaluations and
transformational leadership on organizational commitment. Leadership &
Organization Development Journal. 33(6). pp. 564-582.
Kumar, C. R., 2007. The Leadership In Management: Understanding Leadership Wisdom.
APH Publishing.
Online
Leadership and Management, 2016. [Online]. Available
through:<https://www.google.co.uk/search?
q=leadership+and+management&biw=1301&bih=671&tbm=isch&tbo=u&source=univ&sa=
X&sqi=2&ved=0ahUKEwilip28kPDOAhVEqY8KHZHdB0cQsAQISw>. [Accessed on
2nd September 2016].
Table of Content
Part 2: Presentation
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