Critical Evaluation of Management and Leadership Theories and Models

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Management and Leadership Perspective
Historic Development of Management and Leadership
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Table of Contents
Executive Summary...................................................................................................................3
1. Introduction............................................................................................................................3
2. Managers................................................................................................................................3
3. Leaders...................................................................................................................................4
4. Management Theories............................................................................................................4
5. Leadership Theories...............................................................................................................5
6. Motivational Theories............................................................................................................6
7. Conclusion..............................................................................................................................7
Reference List............................................................................................................................8
Appendix....................................................................................................................................9
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Executive Summary
This report has discussed the development of leadership and management with the help of
different models and theories such as, situational leadership, contingency leadership, and
transformational leadership style, Taylor’s scientific approach, Hanry Fayol – administrative
theory, and so forth. Furthermore, it has determined the roles and characteristics of an
effective manager and leader. Other than that, the report has shed lights upon a range of
motivational theories.
1. Introduction
In the present scenario, the terms management and leadership are considered as synonyms.
However, in real terms, leadership is a crucial part of successful management. Leadership
can be further defined as ability to inspire individuals to move together towards a common
goal and objective; whereas, management refers to the process of allocating and monitoring
work of different individuals in order to meet the desired objectives. Leaders are further
responsible for initiating and maintaining effective organisational management; thus,
ensuring that all the workers are working together in a mutual grounds. Other than that,
both the leaders and manager are apprehensive of a number of factors such as, scientific,
administrative and behavioural management as well as implementation of effective
management science in the organisation they are working for. In this context, the case
scenario of Marks and Spencer will be considered.
2. Managers
A manager refers to an individual responsible for some divisions or tasks of an
organisation. A manger is further responsible for allocating work to people working under
him/her (Renz, 2016). The key characteristics and roles of a manager are:
 Planning and Organising
 Allocation of work
 Effective Communication
 Time Management
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3. Leaders
A leader is referred to the individual who possess the capability of persuading people to
enthusiastically seek defined goals (Renz, 2016). The key roles and characteristics of a
leader are:
 Committed and Passionate
 Positive Attitude
 Innovative
 Confident and Honest
 Ability of communicating to and influencing people
Transformational Leadership Style
This leadership style refers to the process wherein the leaders motivate, inspire and
encourage the employees for creating and innovating change, which will facilitate in
shaping and developing the future of the organisation (Nanjundeswaraswamy and Swamy,
2014). In this context, by implementing this leadership style, the leaders of Marks and
Spencer will be able to motivate and inspire their workforce to work effectively towards the
organisational objectives without enforcing micromanaging in the workplace.
4. Management Theories
Taylor’s Scientific Approach
The Scientific Approach is management theory, which synthesises and analyses the
workflow in an organisation. Its key objective is to improve the economic competency of a
company, significantly the productivity of labour (Turan, 2015). By implementing this
approach within the organisation, the company can replace the use of common sense and
simple habits in its business decision making and process with different scientific methods;
thereby, being able to find out the most effective and successful methods of carrying out
special tasks.
Hanri Fayol – Administrative Theory
The Administrative Theory provides an extensive and logical framework of the
administration process. The theory comprises of five components, namely, planning,
organising, commanding, coordinating and controlling (Peaucelle, 2015). By considering
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this theory, Marks and Spencer will be able to forecast the forthcoming and accordingly
develop structural plans for the business. Furthermore, it will be able to determine an
effective organisational structure as well as ensure coordination in the workplace by
controlling the orders and directions being directed from the superiors to the subordinates.
It will further facilitate the retail company in managing its employees in the company.
Hawthorne Studies
The Hawthorne studies are apprehensive of analysing if the employees working in the
organisation functioned more responsively and effectively under a certain environmental
condition, for instance, enhanced lights. The studies further discovered that the employees
were extremely responsive towards added attention from the leaders and managers. They
further felt that their leaders or managers were concerned about them and therefore worked
more attentively and with better dedication (Jung and Lee, 2015). In this context, Marks
and Spencer must consider the Hawthorne studies and provide its employees with
additional concern and attention; thereby, being able to motivate them to work more
effectively towards the organisational objectives.
5. Leadership Theories
Situational Theory
Situational leadership theory is apprehensive of the leaders who adjust their leadership style
as per the learning style and capability of the employees; thereby, adjusting the level of
development of the employees (refer to appendix; figure 1) (Thompson and Glasø, 2015).
By considering this theory, the leaders and managers of the chosen company can identify
and comprehend the needs and requirements of the employees and accordingly adjust their
leadership style. This will further facilitate the leaders in providing better training and
development of the employees; thereby, improving the productivity and profitability of the
organisation.
Contingency Theory
The contingency theory states that there is no such specific processor method of organising
or leading an organisation or making business decisions. It further states that the process of
management of a business is entirely dependent or contingent upon the external and
internal situations (Chemers, 2014). By adhering to the contingency theory, the leaders of
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Marks and Spencer can effectually apply their individual leadership style as per the
required situation.
6. Motivational Theories
Maslow Hierarchy of Needs
This is a motivational theory, which comprises of five tier pyramid; which comprises off
five specific needs of an individual; namely, physiological needs, safety needs,
belongingness and love needs, esteem needs and self-actualisation. As per the theory,
individual need to satisfy the needs situated on the lower level of the pyramid in order to
fulfil the needs on the higher level of the pyramid (refer to appendix; figure 2) (Cherry,
2014). In this context, the leaders and managers of the retail company can motivate and
persuade its employees by identifying the lower level needs of the employees and providing
them with the same when working effectively towards the organisational goals.
Herzberg’ Two Factor Motivation Theory
This theory debates that a company can adjust two significant factors in order to influence
effective motivation in its workplace. These two factors are motivators and hygiene factors.
The motivators are the individuals or things in the company that are able to persuade the
employees to function more effectively. On contrary, the hygiene factors will not motivate
or encourage the employees to work effectively; however, will de-motivate them if not
present within the workplace (refer to appendix; figure 3) (Alshmemri et al., 2017).
Therefore, it is necessary for the company to ensure considering the mentioned factors in
order to motivate and persuade its employee.
McGregor’s Theory X and Y
The theory X adheres to the belief that employees are naturally de-motivated and do not
like to work. It further states that, in order to make such individuals work towards the
objectives of the company, the managers or leaders need to punish, reward or prompt them
at a constant basis. On the other hand, theory Y states that, employees are self-motivated
and work effectively at their own will. They are trust worthy and collaborative and work
hard only for appraisal and consideration (Lawter et al., 2015). In an organisation both X
and Y employees are present, therefore, making it necessary for companies like Marks and
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Spencer to identify each type of employees and accordingly manage them in order to meet
the organisational objectives effectively.
7. Conclusion
In the above report, the historic development of leadership and management has been
discussed with the help of a range of theories, models and so forth.
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Reference List
Alshmemri, M., Shahwan-Akl, L. and Maude, P., 2017. Herzberg’s two-factor theory. Life
Science Journal, 14(5), pp.12-16.
Chemers, M., 2014. An integrative theory of leadership. Psychology Press.
Cherry, K., 2014. Hierarchy of needs. Retrieved Aug, 16, p.2014.
Jung, C.S. and Lee, S.Y., 2015. The Hawthorne studies revisited: Evidence from the US
federal workforce. Administration & Society, 47(5), pp.507-531.
Lawter, L., Kopelman, R.E. and Prottas, D.J., 2015. McGregor's theory X/Y and job
performance: A multilevel, multi-source analysis. Journal of managerial issues, pp.84-101.
Managers.org.uk. (2019). [online] Available at:
https://www.managers.org.uk/~/media/Campus%20Resources/Frederick%20Herzberg%20-
%20The%20hygiene%20motivation%20theory.ashx [Accessed 23 Mar. 2019].
Mcleod, S. (2019). Maslow's Hierarchy of Needs. [online] Simply Psychology. Available at:
https://www.simplypsychology.org/maslow.html [Accessed 23 Mar. 2019].
Nanjundeswaraswamy, T.S. and Swamy, D.R., 2014. Leadership styles. Advances in
management, 7(2), p.57.
Peaucelle, J.L., 2015. Henri Fayol, the manager. Routledge.
Renz, D.O., 2016. The Jossey-Bass handbook of nonprofit leadership and management. John
Wiley & Sons.
Thompson, G. and Glasø, L., 2015. Situational leadership theory: a test from three
perspectives. Leadership & Organization Development Journal, 36(5), pp.527-544.
Turan, H., 2015. Taylor's Scientific Management Principles": Contemporary Issues in
Personnel Selection Period. Journal of economics, business and management, 3(11), pp.1102-
1105.
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Appendix
Figure 1: Situational Leadership
(Source: Thompson and Glasø, 2015)
Figure 2: Maslow’s Hierarchy of Needs
(Source: Mcleod, 2019)
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Figure 3: Herzberg’ Motivation Theory
(Source: Managers.org.uk, 2019)
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