TABLE OF CONTENT

S
INTRODUCTION.......................................................................................................2

MAJOR FINDINGS...................................................................................................3
I. Task 1.................................................................................................................... 3
1. Definition..........................................................................................................3
2. Comparision between leaders and managers...................................................4
3. The case of ICT.................................................................................................9
II. Task 2................................................................................................................10
1. Mr. Huy Tuan applying role of a leader and function of a manager in his
work.....................................................................................................................10
2. Evaluation of different theories and models of leadership approach to the
case of Mr. Huy Tuan.........................................................................................11

CONCLUSION.........................................................................................................17

REFERENCES..........................................................................................................18
 INTRODUCTION
Leaders, along with managers, contribute a significant part to any organizations as
their roles are to control and motivate the employees within that firm in order to
accomplish a general goal. However, a leader and a manager are indeed different in
terms of characteristics. This report will provide an insight into starkly distinctive
traits between leaders and managers. In addition, in this report, I will also examine
how theories are applied by ICT and Mr. Huy Tuan to his work. Therefore, specific
measurements are suggested so as to minimize the chances of risks occuring to ICT so
that the company can be more successfully developed in the future.

2
 MAJOR FINDINGS
I. Task 1
1. Definition
a. Leader / Leadership
Leadership in the definition of Stogdill (1950) can be an act or a chain of action
influencing the approach to the goal accomplishment of a specific organization. In
addition, C.F. Rauch and O. Behling (1984) and Peter Northouse (2010) also reaffirm
and support the idea of Stodgill (1950) that each individual within a group is
influenced by the leadership in order to achieve the overall aim. Meanwhile, leader is
described as the a person who motivates, commits and leads the followers (Ruth, 1996
as cited in Marc, 2014). In addition, Maccoby (2000) has clarified the definition of
leadership with four significant tasks which include choosing talented people, building
trust, instructing and inspiring them. To specify, a leader is the person who can
recognize talented employees for the job, build the connection among employees with
trust, guide them to the way to carry out their tasks towards generall success of the
organization and reward the worthy efforts they have made in order to boost their job
satisfaction.

b. Manager / Management
As defined by Rosemary Stewart (1967), management is considered as a chain of
activities to achieve require tasks with the assitance of many people. However, the
term “management” can be considered as the work including various stages such as
assigning human resources, establishing the frame of work, co-ordinating, coming up
with working strategies and controlling the operating systems (Middlehurst and Elton,
1992). Therefore, a manager can be considered as a person who assigns suitable work
to suitable people, then monitors and guides them to the general goal of the firm. In
addtion, a manager is also a person who connects and strengthens that connection
between subordinates (Hanf et al, 1978).

3
4
2. Comparision between leaders and managers
As defined by different theories, the major similarities, also the core roles, of leaders
and managers are to efficiently utilize and distribute resources of the firm in order to
accomplish general objectives. In terms of differences between leaders and managers,
although they are not clearly clarified since roles between the two are often combined
(Mintzberg and Stewart, 1973; 1986), stark distinctions still can be recognized
between leaders and managers.

a. Roles and functions

Roles of leaders Functions of managers Roles of managers

(Appelbaum and Paese, 2001) (Henri Fayol, 1929) (Mintzberg, 1989)

Navigator: Foresee future Planning: A manager is Figurehead: A manager

possible difficulities so that required to establish clear can be an ideal model that
decisions can be made process plans with motivates employees to
thoroughly. detailed strategies in order work.
to achieve future
Leader: A manager has
Strategist: Create long-term objectives of the
to supervise and take
strategies based on general organization and predict
responsibilities for every
objectives of the firm. possible incidents that
member within the group.
may occur.
Organizing: A manager Liaison: A manager
has to know how to needs to build and
Entrepreneur: Transform
distribute and assign both strengthen the connection
innovative ideas into real
resources and employees and communication from
actions for further
in the most effective way. both internal and external
development of the business.
sources of information of
the firm.
Mobilizer: Taking Monitor: A manager
advantages of the resources must concentrate on
and pursuing the support from monitoring the group,
stakeholders in order to reach regarding work

5
 productivity and health-
related issues of
subordinates. Moreover, a
manager should update
the target.
relevant information on a
regular basis so that
changes are adapted
suitably and timely.
Talent advocate: Discover, Commanding: This
Diseminator: A manager
utilize and motivate talented function includes
needs to impart
employees within the monitoring and guiding
information to employees.
organization. the process of work.
Besides, a manager
Captivator: Become the
should to Spokesman: A manager
know how
influencing and inspiring
encourage and motivate is required to deliver and
sources for employees in
the subordinates in order transfer the information or
order to boost the
to attain their tasks, objectives of the business
commitment and dedication
leading to the success of to external factors.
of people to the firm.
the firm.
Co-ordinating: All Entrepreneur: A
activities and processes manager needs to come
must be made to be in up with innovation and
Global thinker: Make use of
harmony and support to regulate changes of the
a wide range of innovative
each other by the manager firm, hence, it is the
ideas to vary the ways of
so that the job can be responsibilities of
carrying out tasks with
done in the most efficient managers to iron out
greatest efficiency.
way. issues of the organization
by creating innovative
ideas.
Change driver: Be willing to Disturbance–handler: A
face with and adapt to manager has to mediate
changes. the quarrels when

6
 unpredicted circumstances
occur.
Resources allocator: A
Controlling: A manager
manager can distribute
must carefully observe
and assign employees and
Enterprise guardian: and notice the
resources of the business.
Guarantee promising values divergences between
Negotiator: A manager
of the business for actual results from the
must carry and join the
shareholders under any plan and general goal of
direct negotiation with the
circumstances. the firm, hence, come up
subordinates about
with resolutions to the
imperative issues of the
deviations.
organization.

It can be observed from the table above that 9 roles of a leader can be classified into 5
groups that are equivalent to 5 core functions of a manager with similar points. To
specify, navigator and strategist can be recognized as similar to planning, where a
leader and a manager both have to predict possible issues and establish detailed plans
for the firm. Moreover, entrepreneur, mobilizer and organizing emphasize the process
of distributing resources and carrying out tasks. Meanwhile, talent advocate,
captivator and commanding are to encourage and motivate subordinates to work,
especially, to work effectively owing to the roles of global thinker, change driver and
function of co-ordinating. Finally, enterprise guardian and controlling are responsible
for ensuring that the business is still being operated on the right track. In addition,
apart from 5 key functions above of Henri Fayol (1929), one more factor mentioned
and added to the major functions of a manager is staffing (Harold Koontz and Cyril
O’Donnell, 1976). Specifically, managers should be able to do recruitment, evaluation
and training so that the quality of staffs is ensured. As for roles of a manager, some
points are quite similar to those of a leader, including assigning suitable tasks to
suitable employees, motivating them in order to reach a certain target and monitoring
tasks to be done correctly and effectively. However, compared to a leader, a manager
pays attention to both internal and external factor of the company. Based on the
clarification of Weijrich and Koontz (1993) and Murray (2011), management is

7
recognized as a procedure to implement, whereas, leadership is known as the
connection between leaders and followers. Classical management theories were
established during early period between the late 17 th and late 18th centuries when there
was industrial revolution, and they tend to focus on specialization and authority
(Taylor, F. W., 1911, and Henri Fayol, 1916). Hence, functions of managers in that
period were more likely to be task-oriented. Regarding leadership theories, they were
established during later time and tend to be people-oriented. Therefore, while the
focus of a leader is on general goals and employees, that of a manager is on the whole
process and output of assigned tasks.

b. Characteristics

Leaders Managers References

Zaleznik
Perspectives - Create general objectives - Pursue and track plans,
(2004),
on setting of the firm. perform strategies.
Lunenburg
goals - Predict future situations. - Improve present situations. (2011)

People-focused: focus Processes-focused: focus

Thinking
mostly on people whom he mostly on the processes of Lunenburg
process
or she is working with. the whole system and the (2011)
operating standard

Accepting the status: A

Willing to challenge: A manager is not willing to
leader is willing to pursue new challenges.
Zaleznik
Working challenge the actual status Everything will be carried
(2004)
conceptions by trying new things, out and done the same as it
making use of his or her has always been, since a
creativity. manager tends to accept the
current situation.

Employee - Empowers. - Controls. Lunenburg

8
 - Employees as colleagues. - Employees as subordinates.
relations (2011)
- Relationships based on - Relationships based on co-
trusts and developments oridination.

- Utilizes influences and - Utilizes powers and

inspirations. authority.
Lunenburg
Governace
- Uses conflicts. - Avoids conflicts. (2011)

- Acts decisively. - Acts responsibly.

It could obviously be seen that leaders tend to build emotional relationship with
employees in order to command and motivate them to work, whereas, managers
concentrate on accomplishing the general objectives with minimum chances of risks.
While leaders are willing to face with amendments, managers only deal with
complexity and complication within the organization (Kotter, 1987). Therefore, if a
manager is not well-prepared to face with new adjustments, creativity and innovative
ideas will be limited. The significant distinction between leaders and managers is
noticeably recognized according to Bennis (1989), that a leader focuses on long-term
perspectives, while a manager only produces a short-term one. Hence, leadership is
significantly promising due to constant changes of the economy. However, the
position of managers cannot be replaced as it supplements important responsibilities
for leaders. Moreover, while a leader is considered as an inspiring source of work for
subordinates, a manager is to ensure that all tasks are carried out correctly and
efficiently as Bennis (1989) claimed that “leaders do right things” while “managers do
things right”. As a consequence, both leadership and management should be well-
combined so that the firm can attain sustainable success. As stated by Ziarab and
Muhammad (2012), leadership and management are not only distinctive but also
complementary.

9
3. The case of ICT
Top management of ICT wants the employees understand and follow values and
beliefs of the enterprise. ICT has been inspiring trust because employees are
welcomed to be creative and come up with innovative ideas, expressing their own
thoughts and recommending improvements to the company. Besides, ICT also
encourages employees to work by creating the working atmosphere as a whole family
with bonding activities and vacations. Furthurmore, ICT carefully guides and monitors
employees so that they carry out tasks correctly and effectively based on the ethics of
organization. Not only an inspiring trust, ICT is also a coach potential that
emphasizes the essential of development of employees by establishing training
activities, suggesting advice and guidance, empowering the workforce among
subordinates by operating matrix working structures. The manager of ICT has done a
good job as a manager, including staffing, commanding and co-ordinating with
some roles and characteristics of a leader such as inspiring trust, coach potential and
empowering. However, due to the emphasis on innovation, pathway of ICT is
opposite to Bureaucracy theory of Max Weber (1905). The theory of Max Weber
(1905) focuses on the administration with bottom-up leadership approach and little
initiative of employees. Meanwhile, the main focus of ICT is on creativity of each
individual, which is quite similar to Human Relation theory of Elton Mayo, paying
attention to motivation and encouragement to people (Jerome Adzah, n.d.). However,
coming up with creative ideas for different projects can be a financial and material
burden to the business. In addition, Jerome Adzah (n.d.) suggested that the theory is
not precisely measurable because employees tend to do their best when being
supervised by the manager.

II. Task 2
1. Mr. Huy Tuan applying role of a leader and function of a manager in
his work
To begin with, following the culture of ICT which inspires and motivates employees
to be freely creative, Mr. Huy Tuan has been an entrepreneur, mobilizer and global
thinker, who treasures the innovative ideas from his subordinates. Additionally, Mr.

10
Huy Tuan has done quite a good job at staffing. As a manager, Mr. Huy Tuan is
talent advocate and captivator, who is responsible for the development and
connection among his subordinates. Therefore, employees are qualified with skillful
capabilities, even when the staffs are from various types of backgrounds.
Consequently, ideas can be transformed into tasks to achieve and ideas from various
perspectives will lead to highest efficiency. In addition, combining with the function
of organizing, Mr. Huy Tuan is able to seek and choose two suitable employees, Mr.
Quang and Mrs. Thuy Tien, with experiences to participate in the new project of ICT
so that the experienced staffs can support the others with their own experiences.
However, he has not been organizing the workforce in the most efficient way as he is
expected to. Due to the huge amount of different work on the same time period, Mr.
Quang and Mrs. Thuy Tien cannot fully take part in and support the new project as
they are in a limitation of time while the work is overwhelming. Moreover, Mr. Huy
Tuan has not been effectively co-ordinating his team. The whole team is not working
in harmony and not supporting each other as a member could not discuss with Mr.
Quang while another had not received the work report from Mrs. Tien. As a
consequence, the situation leads to the lack of communication and connection among
the employees and within the whole team. Nevertheless, Mr. Tuan still manages to
carry out the commanding function as a manager. Hence, employees are motivated
and problems can be detected in order to accomplish the tasks smoothly and
effectively. Specifically, subordinates are encouraged and inspired to work by being
provided with some parts belonging to apartments of the new project. Besides, Mr.
Tuan pays attention to monitoring his team and their working process so he is able to
recognize the current problems of lacking connection and paticipation among
employees and solve those issues in time. Furthermore, as an enterprise guardian,
Mr. Tuan wants to come up with measurements that are the most satisfied and in
perfect harmony for both projects of PMU and West Lake Tower.

2. Evaluation of different theories and models of leadership approach to

the case of Mr. Huy Tuan
a. Situational leadership

11
Situational leadership, established by Hersey (1979) and Blanchard (1984), highlights
the association between the leadership style of leaders or managers and the readiness
of subordinates within a business.

Figure 1: Leadership Style Curve

(Source: https://www.cleverism.com)

According to Bass (2008), task-oriented leadership has tendency to utilize formal

network in order to provide employees with instruction and guidance, whereas,
leadership which is relation-oriented is more likely to develop relationships by
emotion so as to encourage commitment among subordinates (Shin, et al., 2011).
However, being an effective leader means that the person needs to know how to adjust
their leadership style effectively to each circumstance (Hersey & Blanchard, 1996).
Therefore, by applying this leadership style model, leaders or managers have to
constantly make changes so that the real demand of subordinates is satisfied. To
specify, the model suggests 4 styles of leaderships, including:

12
  S1 – R1 (Telling – Directing): Employees are incompetent and unwilling to
carry out tasks. Therefore, the manager is closely involved by having to give
detailed instruction and make decisions for subordinates.
 S2 – R2 (Selling – Coaching): Employees are willing to accomplish their work
but they are not competent enough. At this stage, the manager has to carefully
and patiently explain the issues for subordinates in order to boost their job
motivation. Afterwards, leaders/managers are still the people who come to final
decisions.
 S3 – R3 (Participating – Supporting): Although employees are competent, they
are not willing to do and take responsibilities for their job. At this level, roles of
a manager gradually become impacts of a leader since subordinates need
continuous support and encouragement from the manager in order to boost their
willingness to work.
 S4 – R4 (Delegating): Employees are both skillful and enthusiastic. Hence, they
can make recommendations and contribute their creative ideas to the final
decisions of the leader. Leaders/managers now have relatively little contribution
to the procedure of decision making.

Applying Situational leadership into the situation of ICT, Mr. Huy Tuan is in S3 that
the whole corporation is considered as employees-centered. Since West Lake Tower is
a significantly huge project requiring a vast majority of qualified subordinates,
together with the experiences of Mr. Quang and Mrs. Tien, the employees of Mr. Tuan
are indeed experienced, skillful and highly qualified for the job. Moreover, ICT
emphasizes the importance of training and development for the staffs in order to
improve their capabilities. Although the staffs have willingness to do the job, situation
of the enterprise has adversely influenced their willingness. As for Mr. Quang and
Mrs. Tien, the situation is because of overloaded amount of work and insufficient
amount of time to carry out 2 different tasks concurrently, along with a lack of
communication and connection among employees. Consequently, due to continuous
issues, willingness to work of subordinates decreases leading to incompleted work. In
short, this approach of Mr. Tuan is inefficient with the operating procedure of the

13
project since Mr. Tuan is too confident and dependent on the skills and experiences of
Quang and Tien. Nonetheless, Mr. Huy Tuan can rearrange the amount of work and
create a sense of motivation for subordinates so that he can utilize S4 (Delegating) in
order to reach further success of managerment and leadership.

Although Situational Leadership is applied wisely because of its strengths, there are
still significant weaknesses of this approach, as suggested by Caxton Shonhiwa (n.d.):

Strengths Weaknesses

- Emphasizes flexibility of leaders.

- Convenient: easy to understand and - Cause confusion: unclear in order to

apply in a wide range of situations. clarify how to establish levels of
development by combining commitment
- Improve consciousness of leaders: seek
and capability of subordinates.
chances to help and support employees.
- Inhibit the development of long-term
- Boost productivity: leaders assign tasks
perspectives.
to suitable employees with different
capability.

By applying this approach, Mr. Huy Tuan is able to recognize the problems occuring
to his team, hence, seek opportunities to help and support his subordinates. Although
this approach is convenient to apply, due to its flexibility, the manager in this is so
confident and dependent on the capabilities of employees that his involvement in the
project is quite low. As a result, the working process is not observed carefully and
strictly, which leads to the problem that his employees cannot fully and effectively
participate in this project. Consequently, productivity can be reduced as tasks cannot
be done, which is opposite to the strengths suggested above by Caxton Shonhiwa
(n.d.). In terms of the weak points, it is difficult to indicate whether the subordinates
of Mr. Tuan are willing to carry out tasks or not since ways to evaluate the situation

14
are quite objective. The reason is due to the tendency to perform at their best of some
employees while being observed by the boss (Landsberger, 1950). As a result,
performance cannot be assessed in the most precise ways, which may affect and
inhibit long-term perspectives and pathway of the enterprise.

b. Contingency leadership

Contingency and Situational Leadership are relatively similar to each other. It was
also affirmed that Fiedler (1976) that the efficiency of a leadership can be assessed by
the performance of the group working under that leadership, which is called “group-
task situation”. Based on the theory of Fiedler (1976), leadership styles are
categorized into 2 basic features: task-oriented and relation-oriented. In order to figure
out the type of leadership, the LPC (Least Preferred Co-worker scale) was created by
Fiedler (1967). High LPC is equivalent to relation-oriented, while low LPC means the
leadership is task-oriented (Michelle, 2009).

Figure 2: Fiedler’s Contingency model

(Source: expertprogrammanagement)

In this case, Mr. Huy Tuan is a relationship-motivated leader with high LPC, which
means he is more likely to reach his goal by utilizing his good interpersonal relations
with his subordinates (Fiedler, 1976). Applying the Contingency model of Fiedler to

15
leadership style of Mr. Tuan, specifically in terms of leader-member relations, the
level is relatively high since Mr. Tuan is able to strengthen the connection with and
within his subordinates in order to create friendly working environment. Besides,
following the culture of ICT which is open and welcomed to innovation of employees,
his subordinates do not have to obey any demands and can come up with creative
ideas. Hence, task structure level of Mr. Tuan is significantly low. Being a manager of
such a huge project like West Lake Tower, Mr. Tuan holds a relatively high position
among the team members. However, according to the focus of ICT, which is on
creativity and innovation of individuals, there is low level of bureaucracy in the
working procedure. Therefore, power position of Mr. Huy Tuan can be considered as
low. As a consequence, it can be observed that the group performance of Mr. Huy
Tuan is effective in this case when applying high LPC in his leadership style in ideal
condition: high leader-members relations, low task structure and low power position.

There still exists both some benefits and drawbacks in applying this approach
according to Luthans and Stewart (1977):

Strengths Weaknesses
- Broaden knowledge of
leaders/managers.
- Passive leading styles.
- Efficiently evaluate leadership styles
- Complex to understand and
within an organization.
comprehend.
- Predict and foresee posible issues of
leadership.

By using this approach, Mr. Tuan is more supportive while his subordinates are more
comfortable when conducting given tasks in the project. However, contrary to the
advantages claimed by Luthans and Stewart (1977), the manager cannot forecast the
current difficulty happening according to this leadership style, which results in
decreased result in productivity of the project of ICT by not completing the tasks of
his subordinates. Regarding weaknesses, by taking advantages of this approach,
leading style of Mr. Huy Tuan can be changed into the passive one since he needs to

16
change his leadership styles or behavior so that his style and the situation match each
other in order to achieve efficient results in his group performance. In contrast, it is
not quite complicated to understand and comprehend this approach, especially for task
structure and position power of Mr. Tuan since he can let his subordinates follow his
working structure and enhance his position power as the manager of this huge project
of ICT. However, it will be against the culture and belief that ICT wants to pursue,
which is to encourage and be open to innovative ideas os employees. As a
consequence, significant difficulties may occur when adjusting changes. Moreover,
the relationship between Mr. Tuan and his subordinates is especially objective and
hard to measure since it is mostly based on the feelings of people.

17
 CONCLUSION
To summarize, this report provides obvious and fundamental distinctions between
leaders and managers regarding definitions, roles, along with functions. In addition,
different theories and approaches were applied so as to assess the performance of
management in ICT as well as Mr. Huy Tuan. Despite there is still the inefficiency in
leadership of Mr. Huy Tuan, he still holds the potentials to adjust his style in order to
be capable of accomplishing overall target of the business.

18
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21
Implementation on E-Nhat’s situation
According to the given case, Mr. Quyen prefer recruiting managers with high
polically-minded and not affraid of copping with risks and low in security rate. Indeed,
based on his requirements, managers are allow to come up with creative ideas and
recommend Mr. Quyen on decisional making with reasonable proves, while
accurately record each decision. This practice highly represent Entrepreneur role of
manager and Captivator role of leader as well. However, employees are not allow to
implement creative ideas which causes significant change or risk without Mr. Quyen
approval. This approach remarkably violates his selecting requirements and lower
the effectiveness of his leading process by preventing employees contributions with
penalties. Besides, his top concern is productivity, safety of working environment,
and product’s quality as those factors contribute to success of the organisation
(stands as Enterprise guardian role of leader). Employees and managers are
provided compensation packages based on their contributions and KPIs, but mostly
years of working still the major factor for higher financial rewards. This practice
motivates workers and managers as a recession plan preserving talented employees
for long-term development (represent for Stategist role of leader).

Besides, he motivates employees by hiring managers with power-orientated,

political minded, skeptical of emerging risks and low levels of security. In this case,
the leader encourages them to contribute new ideas in decisional making process
which illustrates that E-Nhat’s leader are going on the right track for company’s
development. Nevertheless, managers and subordinates are empowered to monitor
the business activites based on agreed decisions, remarkable changes or actions
creating risks are abandoned. In fact, employees would feel appreciated by leaders
when being given power, better working performance gradually will gradually
appeare during their work. The distribution of power in E-Nhat is a well organized
hierarchy (top down diagram), from top leader to bottom subordinates, which follows
Bureaucracy theory of Max Weber (1905). Additionally, the principles and rules of E-
nhat are strict e

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