Leadership vs. Management in Starbucks: Roles, Functions, and Theories

Desklib provides past papers and solved assignments for students. This report analyzes leadership and management at Starbucks.

ROLE OF A LEADER AND
FUNCTIONS OF A MANAGER
Task 1 (LO1)

 Managers are those people in a
Starbucks, who formulate strategies
and manage the organisational
operations of Starbucks for
accomplishing the organisational
goals and objectives
 Leader are those person in a
Starbucks, who communicate,
motivate and guide the employees
for getting the operations done for
prosperous accomplishment of
organisational goals (Hughes and
Terrell 2011).
Definitions of managers and leaders

 Leader in Starbucks,
communicate with the
employees on regular
basis.
 Leaders of Starbucks
motivate and guide the
employees for completion
of the allocated tasks
(Northouse, 2018).
 The policies formed by
manager are
communicated to the
employee by the leaders.
Characteristics of leader

 In Starbucks, a manager plans
and formulates strategies for
the future and current
organisational operations.
 Managers of Starbucks
handled and manage the
employees and operations of
the organisation (John Wiley
and Sons, 2011).
 In Starbucks, managers are
responsible for making
policies and plans for the
employees, who will perform
for their allocated tasks.
Characteristics of managers

Differences between managers and leaders
Managers Leaders
Organisational objectives of
Starbucks are set by the
managers
The set objectives are
persuaded by the leaders of
Starbucks
The policies and strategies
are communicated to the
leaders by the managers of
Starbucks
Leader communicate the
policies to the employees
Organisational groups are
directed and managed by
managers
Various organisational teams
are guided and directed by
leaders
The organisational operations
are focused by the managers
of Starbucks
The people of Starbucks are
the main focus of leaders
Managers in Starbucks plan
and organise the
organisational factors
Leaders in Starbucks inspire
and motivate the people
working in the
organisational.

 Planning: Managers in Starbucks set an objective and
plan a strategy for achieving the objective.
 Organising: Managers organise human and other
resources for carrying out the determined strategies.
 Directing: Managers direct the employees and staffs of
Starbucks for attaining the predetermined objectives.
 Controlling: The performances and activities are
monitored and controlled for comparing the final
outcome from the anticipated results.
Functions of manager

 Leader in Starbucks communicate the planning of
manager, to the employees of the organisation
 Leader in Starbucks allocate the goods like raw
material and make sure their optimum utilisation is
facilitated by the employees.
 Leaders form teams for carrying out various task
related to the operations of Starbucks.
 The performance results are analysed by the leader and
necessary developments are done in the employees by
training and personal guiding
Role of a leader

 A good leader is always ready to take
responsibilities for his actions without
blaming others.
 A good leader always anticipate and
take care of the needs and requirements
of their followers,
 A good leader should be able to interact
to the followers in an effective manner.
 A good leader should inspire followers
for enhancing their performance and
working styles.
 A leader should be innovative and
creative in nature for making
development in the currant situations
and environment.
Leadership traits

 Situational leadership: According to this theory, the
leaders should change their styles according to the types
of situation they are functioning within or according to
the followers , which they are trying to influence.
 System leadership: As per this theory, the leaders create
an environment , where all the levels of followers can
function together for accomplishment of system’s or
organisational goals.
 Contingency theory: It consists various leadership
approaches according to various situations.
Leadership theories

 Transformational leadership emphasises on changes
required according to changing trend and demands.
 Transactional leadership is motivating employees for
working properly by rewarding or punishing them
(Ghasabeh et al. 2011).
 Hard management skills are those skills , which can be
taught and learned easily.
 Soft leadership skills are those skills, which are learned
personally and are not taught during academics.
Key Leadership traits

 Managers and leaders are two most crucial
people of the organisation.
 Their contribution in organisational
operations is the key success of the
organisation.
 The role of managers and leaders is
undeniably crucial for accomplishment of
organisational objectives and success of the
organsation.
Conclusion

Hughes, M. and Terrell, J.B., 2011. Emotional intelligence in action:
Training and coaching activities for leaders, managers, and teams. John
Wiley and Sons. Toor, S.U.R., 2011. Differentiating leadership from
management: An empirical investigation of leaders and
managers. Leadership and Management in Engineering, 11(4), pp.310-320.
Northouse, P.G., 2018. Leadership: Theory and practice. Sage publications.
Ghasabeh, M.S., Soosay, C. and Reaiche, C., 2015. The emerging role of
transformational leadership. The Journal of Developing Areas, 49(6),
pp.459-467.
Starbucks Coffee Company. (2019). Starbucks coffee shops -
Starbucks.co.uk. [online] Available at: https://www.starbucks.co.uk/
[Accessed 7 Mar. 2019].
References