Qualifi Level 4: Leadership Styles, Theories and Development

This report provides a comprehensive analysis of leadership within organisations, focusing on the skills and characteristics of successful leaders, the impact of different leadership styles, and an evaluation of various leadership theories, models, and principles. It delves into transformational, bureaucratic, charismatic, servant, transactional, and visionary leadership models, alongside essential leadership principles such as self-improvement, technical proficiency, and responsible decision-making. The report also examines the behavioural, contingency, and management theories of leadership. Furthermore, it discriminates between the leadership skills needed for different tasks and levels within organisations, from strategic roles to team leader positions. It evaluates the suitability of different leadership styles across various industries and sectors, including human resources, operations, sales and marketing, finance, and supply chain. Finally, it identifies methods of leadership development such as training, 360-degree feedback, coaching, action learning, and self-directed learning, providing a holistic view of effective leadership practices and development strategies. Desklib offers access to this and other solved assignments.

QUALIFI LEVEL 4 DIPLOMA
IN BUSINESS
MANAGEMENT

Contents
1.0 Introduction........................................................................................................................................................3
Leadership in Organisation:.................................................................................................................................3
ASSESSMENT CRITERIA TASK 1......................................................................................................................4
1.1 Identify different skills and characteristics of successful leaders...........................................................4
1.1.1 Confidence..................................................................................................................................................4
1.1.2 Communication...........................................................................................................................................4
1.1.3 Decision Making.........................................................................................................................................4
1.1.4 Vision...........................................................................................................................................................4
1.2 Assess how different leadership styles can influence an organisation..................................................5
Leadership styles:.................................................................................................................................................5
ASSESSMENT CRITERIA TASK 2......................................................................................................................6
2.1 Appreciate and comment on different leadership theories, models and principles.......................................6
Leadership Models...............................................................................................................................................6
2.1.1 Transformational leadership Model........................................................................................................6
2.1.2 Bureaucratic leadership Model...............................................................................................................6
2.1.3 Charismatic leadership Model.................................................................................................................6
2.1.4 Servant leadership model........................................................................................................................6
2.1.5 Transactional leadership model...............................................................................................................6
2.1.6 Visionary leadership model.....................................................................................................................6
2.1.7 Substitute Leadership Model...................................................................................................................7
Leadership Principles..........................................................................................................................................7
2.1.8 Know yourself and seek improvement....................................................................................................7
2.1.9 Be technically proficient.........................................................................................................................7
2.1.10 Seek responsibility and take responsibility for own actions.................................................................7
2.1.11 Make sound and timely decisions.........................................................................................................7
2.1.12 Set the example.....................................................................................................................................7
2.1.13 Develop a sense of responsibility in workers........................................................................................7
2.1.14 know your people and look out for their well-being.............................................................................7
Leadership theories.............................................................................................................................................7
Behavioral theory.............................................................................................................................................7
Contingency theory..........................................................................................................................................7
Management theory..........................................................................................................................................8
2.2 Discriminate between the leadership skills needed for different tasks in organisations and at different
levels, from strategic to team leader....................................................................................................................8
2.3: Evaluate the usefulness of leadership theories, models and principles........................................................9
2.3.1 Leadership Theories...................................................................................................................................9

2.3.2 Leadership Models....................................................................................................................................9
2.3.3 Leadership Principles.............................................................................................................................10
Assessment Task 3.................................................................................................................................................11
3.2: Evaluate different industries and sectors and what leadership styles may be most suited to them............12
3.3: Evaluate different organisation functions and situations and what leadership styles may be most suited to
them...................................................................................................................................................................14
3.3.1 Human resource Leadership..................................................................................................................14
3.3.2 Operations Leadership..........................................................................................................................14
3.3.3 Sales and Marketing Leadership...........................................................................................................15
3.3.4 Finance Leadership...............................................................................................................................15
3.4.5 Supply chain Leadership.......................................................................................................................16
3.4: Identify methods of leadership development suitable for a range of different contexts............................16
3.4.1 Training.................................................................................................................................................16
3.4.2 360-degree feedback.............................................................................................................................16
3.4.3 Coaching...............................................................................................................................................17
3.4.4 Action learning......................................................................................................................................17
3.4.5 Self-directed learning............................................................................................................................17
Conclusion.........................................................................................................................................................18
References..........................................................................................................................................................19

1.0 Introduction
Leadership and organisation
Leadership in Organisation:
Leadership in organisation is the influencer and who motivates people towards a common
vision and goal of an organisation. It is the job of a leader to create settings in which
individuals can perform at their best. It's about people's complex interactions and
relationships. It is also about applying strong, engaging, and inspiring abilities and resources
where needed to win as a team or an organization

ASSESSMENT CRITERIA TASK 1
1.1 Identify different skills and characteristics of successful leaders.
Good leadership skills are acquired over time and with good education and experiences.
Leaders need to be efficient in their task performance and the responsibilities they carry.
There are different characteristics and skills required to be an effective leader.
1.1.1 Confidence
To delegate and influence others somehow seems an easy task. In fact, the ability to believe
in oneself is firstly the foundation to be an effective leader. while many lacks confidence and
persuasiveness in themselves, confidence is one of the most important characteristics to be a
successful leader. it is often said that if you do not believe in a product, how can you sell it
with confidence? Same applies for a leader. They must instil confidence and self-esteem in
their followers and to achieve so, they must be confident in their speech themselves and be
truthful.
1.1.2 Communication
Communication skills is one of the most essential talent to be a successful leader. Even a
minor gap in communication might result in chaos. It goes without saying that strong
communicators are expected of leaders. This is so because they manage projects and make
choices that have a direct influence on the company's profits and they interact with people on
a daily basis. Thus, a leader's communication must be clear and concise in order for the entire
team to share the same vision and goals.
1.1.3 Decision Making
Great leaders, in the end, are those that develop high-performing teams, drive change, and
have a positive influence on the company. A strong leader's capacity to develop a vision and
guide others to its achievement is vital. Great managers with this leadership talent can seek
out new possibilities, build on previous accomplishments, motivate others to act, and
communicate their vision to motivate staffs. For this, they need to be able to make proper
decision-making and have integrity. Leaders who demonstrate these skills will achieve better
results.
1.1.4 Vision
Leaders are in charge of ensuring that their teams meet organizational goals and maintain
workplace performance standards. They are leaders with a vision. Having this leadership
talent may lead by example, take command, and offer clear advice and direction to their staff.

1.2 Assess how different leadership styles can influence an
organisation
Leadership styles:
Leadership styles are the method, approaches and behaviour used to implement change,
inspire, motivate people and innovate ideas within an organisation.
Different leadership styles are studied in many facets within an organisation. This is so
because employee morale, productivity, decision-making speed, and Key performance
indicators (KPI) are all affected by leadership style. There are different leadership styles
namely, autocratic, authoritarian, democratic, delegative, coaching styles among others.
The autocratic leadership style is like the commanding style. Autocratic leaders are like the
leading boss where they make decision and employees are seldom consulted. This leadership
style can result into negative impact. Employees will have moral down, no motivation and
more absenteeism and decrease employee retention. However, it is also to be noted that the
authoritarian style can of be an advantage. This can apply in a young dynamic culture
environment. School leavers and fresh graduates can benefit and learn a lot. Since they are
new to the work environment, using the commanding style can give them direction and
experience.
Participative leadership style is also known as the democratic style. This involves working in
a positive environment and where all employees are involved in the decision-making process
Impact of Leadership Styles on Organizational Performance", Ebrahim Hasan Al Khajeh
(2018)." Since these leaders they emphasize on generating new ideas, a culture of creativity
develops across the organization as a result of their purposeful encouragement on exchanging
ideas. This helps the organisation in productivity due to employee engagement. Furthermore,
because a democratic leader encourages individuals to express their views and ideas, the team
is more likely to come up with innovative solutions to issues.
Last but not least, Paul Hersey and Kenneth Blanchard initially defined the coaching
leadership style in the late 1960s, describing it as one of leadership styles that a leader can
use depending on the scenario, the maturity of the company's workers, and current attitude.
Coaching leaders are usually great communicators and help other in taking up new
challenges. They can accomplish this by focusing on others and using active empathy and
self-awareness to do so. Leaders collaborate with teams to achieve a common goal, and they
have a strong learning component with feedback mechanisms that allow them to learn and
adapt to changing requirements. Therefore, this influence organisation to be open on different
strategies to boost up productivity.

ASSESSMENT CRITERIA TASK 2
2.1 Appreciate and comment on different leadership theories, models and
principles.
Leadership theories are reasons of how and why people become leaders. Emphasis is laid on
their behaviours and traits to better develop their leadership skills. Leadership models are
guidelines that propose various leadership practices to adopt in a given circumstance or
environment. Leadership principles are a set of activities that a leader may do to motivate
people to strive toward a common objective.
Different models, theories and principles are focused in order to be an effective leader.
Leadership Models
Different types of leaderships models are stated as follows:
2.1.1 Transformational leadership Model
The job of leadership is to generate more leaders, not followers, argues Ralph Nader (2019).
This is known as transformational leadership, in which a leader may change a follower's
vision or behaviour, inspiring them to desire to be a leader as well.
2.1.2 Bureaucratic leadership Model
Bureaucratic leadership is based on a clear line of command, rigid regulations, and follower
conformity. This is a type of leadership that is often seen in government, military, and public
institutions. Usually, roles, duties, and expectations are all very clear with a collection of
processes and rules that are very apparent.
2.1.3 Charismatic leadership Model
A charismatic leader is someone who can influence people though their communication
abilities, persuasiveness, and appeal. Charismatic leaders are especially helpful in companies
that are experiencing a crisis or are trying to go forward because of their ability to connect
with people on a deep level. Their Trait behaviour is usually a sense of camaraderie and
collaboration.
2.1.4 Servant leadership model
Servant leadership prioritizes followers needs and well-being. In other words, these leaders
place their company, workers, and community before themselves by taking a serve-first
attitude and adopting a growing mindset.
2.1.5 Transactional leadership model
Control, organising, and short-term planning are characteristics of transactional leadership.
This theory uses a system of incentives and punishments to adopt a behavioural approach to
leadership.
2.1.6 Visionary leadership model
Visionary leaders are those who think about long term planning and are far-sighted. Instead
of focusing on making the present situation better, visionaries examine the status quo to
discover how they might improve it. They are usually risk takers and seeks for opportunities.

2.1.7 Substitute Leadership Model
The substitute model includes being in a position of power over someone else. The notion
also includes helping people on your team with vision, inspiration, resources, encouragement,
and advice.
Leadership Principles
The following leadership principles are seen as vital to success:
2.1.8 Know yourself and seek improvement
To understand oneself, leaders must first comprehend your be, know, and do traits. Self-
improvement requires leaders to work on their skills on a regular basis.
2.1.9 Be technically proficient
Be technically proficient is when a leader understands his job and employees' responsibilities.
2.1.10 Seek responsibility and take responsibility for own actions
This is for innovative strategies to propel company forward. They don’t play the blame game
and they will examine the issue, make any adjustments, and move on to the next challenge.
2.1.11 Make sound and timely decisions
This means employing effective problem-solving, decision-making at the right moment, and
planning techniques.
2.1.12 Set the example
Setting the example is to be the role model in an organisation. Leaders must not only hear but
also see what they are supposed to perform.
2.1.13 Develop a sense of responsibility in workers
Assist them in developing positive character qualities that will aid them in carrying out their
professional obligations.
2.1.14 Know your people and look out for their well-being
Assist employees in establishing positive character traits that will help them fulfill their
professional responsibilities.
Leadership theories
These more prevalent leadership theories are crucial to comprehend and identify, especially
if you plan to be a corporate leader in the future.
Behavioural theory
The behavioural leadership theory examines how leaders act and thinks that these qualities
may be replicated by other leaders “The behavioural theory goal is to try to prescribe how a
leader should behave” (Allen & Sawhney, 2015 p. 225).
Contingency theory
The contingency leadership theory, also known as situational theory, focuses on a leader's
context. These ideas examine the situational implications of a leader's success or failure.

Management theory
Management theory is all about group performances and focusing on supervision and
organisation. It is also called the transactional leadership where it is based on reward system.
2.2 Discriminate between the leadership skills needed for different tasks in
organisations and at different levels, from strategic to team leader.
Leaders must understand that in order to perform successfully in their professions and
achieve the required goals and objectives, they must have the necessary skills and should
tailor their actions to the situation. Different leadership skills are stated as follows for various
tasks:
All businesses strive to set themselves apart from the competition. This is when marketing
professionals come into play. The capacity to convey objectives and intentions defines and
distinguishes a great leader. They motivate team members to improve their performance
through effective communication and listening skills. Since the marketing department liaise
with many other departments, motivating managers and co-workers together has a greater
impact on the profitability than managing teams. Transformational leadership is suitable in
marketing department as leaders keep their eyes on the future and create goals that lead to
progress and welcome new ideas.
A successful manager must have the ability to delegate in order to grow their subordinates,
particularly when deadlines and timeframes are involved. Delegating duties will also act as a
training ground for workers to learn how to handle certain tasks and will improve their
decision-making abilities with the support of the manager's training. A case scenario can be a
senior marketing manager who will be taking maternity leave must have the delegating skills
to her superiors. She must further give little training on how to execute task on different
situations, makes the necessary tools and resources available.
Because each employee has their unique set of talents and capabilities, a manager should be
able to identify the best individual to allocate a task or assignment to, especially if the work
necessitates specialized knowledge. Objectives and outputs should be clearly stated, and in
each area, such as warehouse, inventory, deliveries, personnel, and services, a designated
person will be appointed to ensure that objectives are fulfilled. Thus, coaching skills is one of
the most effective management strategies for monitoring delegation outcomes.
At the top level of management such as a chief finance officer, leaders are largely involved in
the planning process and instead define organizational goals and objectives; they do not,
however, control day-to-day operations, therefore motivation skills are less important at this
level than at lower levels of management. But, the value of interpersonal skills cannot be
ignored. A leader cannot be considered effective unless they possess certain interpersonal
qualities such as problem-solving, listening, decision making among others.
This demonstrates that interpersonal skills are linked to leadership success at the top level of
management, and that a leader cannot be effective without them. If a top leader lacks the
capacity to develop a team, then team building skills are more crucial at top management
since it is top management that builds and controls the team.

Managers at the middle level of management communicate upward by providing guidelines
and feedback to top managers, who are also responsible for carrying out top management's
goals. Team building skills are necessary at the intermediate level of management since it
builds teams that operate at lower levels, and motivation is also required to get work done at
lower levels.
2.3: Evaluate the usefulness of leadership theories, models and principles.
2.3.1 Leadership Theories
Since different methods work well in different contexts, learning multiple theories provides
someone with a broad toolset to address a wide range of organizational issues. If someone is
confronted with a crisis scenario, he knows how to respond and which approach to use.
For example, a leader who finds it easier to communicate through writing will encourage his
team to do same, but if a new employee is not receptive to communicate in writing, the leader
will need to change his method of communication towards this specific employee. This
explains the effectiveness of the contingency theory where it examines how different
conditions impact a leader's performance and how a leader's capacity to adapt may be their
most powerful tool in the workplace (Allen & Sawhney, 2015 p. 227).
When a company is going through a big transformation, transformational leadership comes in
handy. Under a transformational leader, followers demonstrated better job satisfaction,
adaptation to change, acquisition acceptability, and job performance. Using this theory also
retain customers and employees because of the charisma that the leadership has.
Last but not least, the behavioural theory can promote change in the workplace as they are
commonly related to effective leadership, these being task-oriented and people-oriented and
participative leaders. Work becomes much more collaborative as a result, allowing the entire
team to take responsibility of their work and the procedures that support it. As a result, they'll
be more driven to carry out your processes with more consistency and accuracy.
2.3.2 Leadership Models
After we figured out how to get an employee to work for your company, the next step is to
put the proper leadership model in place. Leadership models gives effective result on the long
run and a good leader must be aware of the different leadership models.
Leadership models such as servant, laisser-faire, charismatic, transactional, autocratic,
bureaucratic among others focusses on employee motivation. It is critical to value the
requirements of employees in order to develop a successful company strategy. So far, the
above leadership models have had a beneficial impact on businesses in a variety of
industries.
Leaders of the charismatic model is to inspire their staff to achieve their objectives. This
fosters a sense of belonging, dedication, and enthusiasm among the employees, all of which

are good to the company. Therefore, it is likely that employee engagement will increase and
will adhere to high expectations of leaders.
Autocratic model may appear to be a flawed paradigm, it can function and depending on the
company, may be quite productive. Taking others advice, for example, might be a waste of
time in settings where significant choices must be made quickly and regularly. The autocratic
model's severity typically leads to considerably strict monitoring, which may be productive
and beneficial for the business.
2.3.3 Leadership Principles
Inspiring is contagious. If a leader is inspired, same feeling will be transmitted to his
followers. And the inspiration isn't only constrained to immediate subordinates and the
current plan; it may potentially reach across countries and continents. Example of Larry Page
and Sergey Brin, the founders of Google, were fully out of the box, their concept not only
changed the world we live in, but it also encouraged many other entrepreneurs to think
outside the box.
Leaders must have a positive attitude in all situations. Because only his optimistic personality
can inspire enough confidence in his subordinates to get them through the crisis. Little
gestures by the leader to demonstrate concern for his subordinates may make a big difference
in the team's performance. For instance, the boss should continue to praise the subordinate for
a job well done.
Communication is an important quality a leader needs to develop. If the leader does not have
a solid method for communicating, he will not be able to convey ideas to the team to work
better toward the objectives. This skill will also assist leaders in developing teams and
inspiring individuals to accomplish more as they grow into leaders in their respective fields.
A leader should be committed to the work in hand. It is critical for him to demonstrate that he
or she is a hard worker so that the subordinates will not hesitate to go the additional mile to
complete the assignment to the best of their abilities and dedication. This will result in
favourable outcomes. Therefore, commitment is an important principle in leadership.

Assessment Task 3
3.1: Identify discuss how an organisation’s objectives can influence choice of
leadership style.
Company objectives are targets that are used to evaluate an organization's team's, or
individual's performance over a period of time. The following are common types of
organisations objectives:
Quality
Efficiency
Productivity
Profit
Customer relationships
Knowledge
Competition
Sales
Products
Customer experience
Creating and communicating an organization's objectives, long-term vision and mission is
part of leadership. They positively impact organization's structure and profitability by
strengthening the leadership characteristics of experience, problem-solving skills, personality,
and self-awareness.
Taking into consideration the current situation the world is facing due to the Coronavirus
(COVID-19), many organisations have been forced to set up or review their objectives.
Regardless, the pandemic will drastically change the way we conduct business in the future.
Many experts have questioned whether a different style of leadership is required to manage a
crisis in the aftermath of the epidemic. Needless to say, managers will also need to reconsider
their leadership style.
Adopting a democratic style; a more trusting, adaptable, and supportive attitude to various
forms of employee involvement while maintaining productivity and achieving desired results
is said to be at the heart of organizational success. This is so because many organisations will
strive to maintain profit to remain competitive. Since many companies facing several
challenges due to the pandemic, democratic leadership has a beneficial effect on
organizational performance. While many may fear losing their job, or low salary, democratic
style can bring reassurance and motivate employees to adapt to the new change. As a result,
democratic leadership may be utilized to boost organizational support, efficiency and
performance.
In today's competitive market, no business can achieve excellent efficiency unless each
employee is dedicated to the firm's goals and performs as an effective team member.
However, if a company’s objective is to focus on customer experience and delivering service
under tight deadlines schedules, using autocratic leadership style can be beneficial in short
term. Autocratic leaders set very clear directions, tactics, information to subordinates and
expects them to follow accordingly. This can result in high productivity within the required