Assessment Title: Leadership and Management

Student’s Name:

Student ID:

1
 Contents
Introduction................................................................................................................................3

LO1- Leadership and management theories and principles.......................................................4

P1- Discussion of different theories of leadership.................................................................4

P2- Different theories of management in different organisations..........................................4

M1- Leadership and management theories' effects................................................................6

LO2- The influence of different leadership and management styles.........................................7

P3- Different leadership and management styles and their application.................................7

P4- Factors influencing the development of the culture in organisations..............................8

M2- Leadership and management influence decision-making..............................................8

M3- The importance of organisational culture.......................................................................9

D1- The impact of different approaches to leadership and management...............................9

LO3- Strategies for Increasing Motivation and Performance..................................................10

P5- Organizational motivational strategy.............................................................................10

M4- Organisation’s intrinsic and extrinsic motivation........................................................10

D2- A comprehensive motivational strategy........................................................................11

LO4- Application of leadership and management to manage performance............................12

P6- Business leadership and management principles put into practice................................12

M5: Assessment of performance management....................................................................13

D3: Recommendations for improving performance............................................................13

Conclusion................................................................................................................................14

References................................................................................................................................15

Bibliographies..........................................................................................................................17

Table of Figures
Figure 1:Stages of motivational plan.......................................................................................11

2
3
Introduction
Strong leadership and competent management are crucial to an organisation's success. The
two names are sometimes used interchangeably, but they actually refer to distinct sets of
skills and methods. Management involves allocating and allocating resources to accomplish
objectives, whereas leadership involves inspiring and encouraging followers to work toward a
common goal. Strong leadership and management are essential for a business to succeed,
increase employee engagement and satisfaction, and cultivate a culture of innovation and
continuous development. Understanding the difference between leadership and management
and how the two can complement one another is essential in this context.

4
LO1- Leadership and management theories and principles.
P1- Discussion of different theories of leadership
To lead is to motivate, direct, and influence others to work together towards a common goal.
Effective management of people, materials, and projects requires a wide range of abilities and
character traits that together make up what we call "leadership."

Transformational Leadership (Burns):

This theory suggests that leaders can transform their employees by providing a vision for the
future and inspiring them to work towards that vision. Transformational leaders use charisma,
intellectual stimulation, and individual consideration to motivate employees (Wilderom,
2017).

Transactional Leadership (Bennis, Bass):

Transactional leadership involves the exchange of rewards and punishments for desired or
undesired behaviour. This theory suggests that leaders can motivate employees by providing
incentives for good performance and consequences for poor performance.

Situational/Contingency Leadership:

According to the theory of situational leadership, the best way to lead at any given time is to
adapt to the circumstances. According to this line of thinking, a leader's approach should
change depending on the group's requirements and the circumstances.

Charismatic Leadership (Conger, Kanungo):

Charismatic leadership involves the ability of a leader to inspire and motivate employees
through their personality and behaviour. This theory suggests that charismatic leaders can
create a vision that inspires and motivates employees to follow them.

Emotional Leadership:

Emotional leadership is a management style that makes use of one's EQ to inspire and steer
their team. Emotional intelligence is a notion that believes leaders can utilize it to better
understand and control their own emotions and the emotions of their staff (SOUTHWORTH,
2014).

5
P2- Different theories of management in different organisations
Management is the process of establishing priorities, allocating resources, and monitoring
their use to accomplish those priorities. Organizational success depends on sound decision-
making, efficient use of resources, and well-coordinated efforts. Strategic planning,
operations, human resource management, financial management, and marketing management
are just some of the many subfields that make up the larger field of management. Leadership,
communication, problem-solving, and decision-making are all crucial in management.

Fayol’s Theory:

Traditional theorists, like Henri Fayol, examined businesses from the inside out, paying
special attention to the management structure. Fayol's administrative administration theory
suggests that firms should be organized with a strict chain of command, a well-delineated
division of labour, and an efficiency priority (sharma, 2010).

Taylor’s Scientific Management Theory:

The goal of Frederick Taylor's scientific management approach was to increase

organizational output by applying scientific approaches to management. Taylor argues that
for managers to be successful, they must break down complex tasks into smaller, more
manageable pieces.

Organizational Theory and Management (Handy Theory)

Charles Handy's notion of "management as a function of organizations" posits that all

organizations require some form of management. In Handy's view, managers' purview spans
four functional areas: strategy, operations, personnel, and finances (Olmedo, 2018).

Mintzberg Theory

Managers are responsible for ten distinct but interrelated tasks under Henry Mintzberg's core
functions paradigm. According to Mintzberg, managers can't do their jobs well unless they
can effectively communicate, make choices, and gather information.

Peters' Management Theory:

Tom Peters argues that managers should put their workers' needs, interests, and the quest for
excellence first. Peters argues that managers may foster an excellent work environment by
empowering employees, rewarding creative problem-solving, and putting customers first.

6
7
M1- Leadership and management theories' effects
The application of leadership and management theories can have both positive and negative
impacts on the effectiveness of a large organisation.

Positive impacts:

 Increased employee motivation and engagement, which can lead to improved

productivity and performance.
 Greater alignment of goals and objectives between the organisation and its employees
can improve communication and teamwork.
 More effective use of resources and improved decision-making, which can lead to
improved financial performance.
 Improved organisational culture and employee retention, can contribute to a positive
reputation and image.

Negative impacts:

 Implementation of rigid or inappropriate leadership or management styles can result

in decreased employee morale, job satisfaction, and productivity.
 Inability to adapt to changing circumstances or environments, which can lead to
missed opportunities and decreased performance.
 Failure to properly communicate and execute strategies or goals can result in
misalignment and wasted resources.
 Overemphasis on short-term gains or profits can harm long-term sustainability and
growth.

8
LO2- The influence of different leadership and management
styles
P3- Different leadership and management styles and their application
There is a wide range of contexts and organisations that can benefit from various leadership
and management approaches. For instance:

 Autocratic leadership may be effective in emergencies where quick decision-

making is necessary but can lead to demotivated employees in the long term.
 Transformational leadership may be effective in organisations that prioritize
innovation and creativity, but may not be as effective in more structured and
bureaucratic organisations.
 Participative leadership can be effective in promoting employee engagement and
commitment, but may not work well in organisations where there is a clear
hierarchy and chain of command.
 Situational leadership can be effective in adapting to different situations and
employee needs but may be time-consuming and require a high level of flexibility.

Similarly, different management styles have different applications:

 Task-oriented management can be effective in improving productivity and

achieving results but may lead to demotivated employees and limited creativity.
 Relationship-oriented management can be effective in improving employee
morale and job satisfaction but may overlook task completion and results.
 Results-oriented management can be effective in achieving specific goals and
objectives but may neglect other important factors such as employee well-being
and long-term sustainability.

9
P4- Factors influencing the development of the culture in organisations.
The leadership style and behaviour of senior executives have a tremendous impact, both
positive and negative, on the culture of the firm.

The attitudes and actions of the employees of a company have a significant impact on the ties
that the company maintains with its customers and other stakeholders.

The structure of an organization affects the culture of that organization because it determines
how power is delegated, how knowledge is transmitted, and how decisions are made.

Values and principles: A company's culture can be defined as the set of values and principles
by which its personnel conduct their daily lives and make choices.

A firm's history and traditions, which make employees feel like they belong to the
organization and offer a sense of continuity, can have an impact on the culture of the
company.

M2- Leadership and management influence decision-making.

Decisions in the workplace frequently reflect the leadership and management styles of those
in charge. In most cases, management is concerned with the day-to-day running of things,
while leadership is concerned with the creation of a long-term vision and plan (Nicholls,
2016). The following are some examples of how this can distort one's perspective.

Leadership by autocracy: This method of management is characterized by a penchant for

snap decisions made in isolation, without the benefit of discussion or consideration of
opposing perspectives.

It may take longer, but decisions made by a leader who encourages participation from all
team members will be more informed by their perspectives.

Transformational leadership: Transformational leadership can inspire employees to take risks

and innovate, which can lead to more creative decision-making, but may not be as effective
in more structured and bureaucratic organisations.

Task-oriented management: Task-oriented management may prioritize achieving results and

making decisions based on data and metrics, but may overlook the importance of employee
well-being and motivation.

10
Relationship-oriented management: Relationship-oriented management may prioritize
employee morale and job satisfaction, but may overlook the importance of achieving results
and meeting objectives.

M3- The importance of organisational culture

Organisational success often correlates with the values and norms that are upheld within the
corporation. Positive and encouraging leadership in the workplace has been shown to boost
morale, which in turn leads to greater output, innovation, and happy clients. Furthermore, it
can aid in the retention of important individuals and lessen the expenses associated with
replacing them. Companies with a bad culture, characterized by low morale, aversion to
change, and subpar customer service, experience the opposite. Productivity, employee
turnover, and customer happiness all take a hit when any of these factors are present.
Organisations need to prioritize creating a positive culture if they want to remain sustainable
over the long term.

D1- The impact of different approaches to leadership and management.

The effectiveness of a company's leadership and management approaches can be affected by
a wide range of contextual factors.

Transactional leadership works best in structured organizations where employees are

motivated by monetary or symbolic benefits. The effectiveness of this strategy may be
diminished in sectors where creativity and adaptability are paramount (Liljenberg, 2014).
Similarly, businesses in need of significant development, growth, and change can benefit
from having leaders with transformational skills. This tactic may revitalize employees,
resulting in increased commitment, productivity, and creativity. However, this approach may
not be as effective in routine-based contexts, such as in many businesses.

Situational leadership could be useful for organizations that thrive on change and adaptation.
This strategy emphasizes customizing one's approach to leadership to meet the needs of a
certain group or organization. Despite its potential for success, this approach is not without its
difficulties.

11
LO3- Strategies for Increasing Motivation and Performance
P5- Organizational motivational strategy
Walkers, a renowned UK food maker, can find a way to motivate their staff and reach their
goals with the right approach. Management must first communicate the company's long-term
goals to staff. The organization can gauge employee sentiment using surveys, focus groups,
and one-on-one. Based on these observations, incentives for workers who contribute to the
company's success can be developed. In this program, participants may be eligible for
bonuses, salary increases, additional vacation time, and other perks.

Walkers can give training, coaching, and mentoring to help workers advance their careers.
This can create a more skilled and engaged workforce to help the firm achieve its goals.
Walkers can foster a respectful, trusting, and open workplace. Managers can foster teamwork
and society by encouraging collaboration. Flexibility and mental health help can also improve
employee well-being (Goh, 2018).

Finally, routinely assess the motivational strategy's efficacy. Walkers can use employee
feedback surveys, performance evaluations, and other data to identify motivational strategy
improvements. Walkers can reach organisational goals while motivating and engaging
employees by using this strategy.

M4- Organisation’s intrinsic and extrinsic motivation.

Intrinsic motivation: To address intrinsic motivation, Walkers can implement the following
strategies:

 Encourage autonomy: Walkers can allow their employees to have a say in their
work, such as giving them the freedom to make decisions and choose their work
methods.
 Walkers can assist workers in comprehending the significance of their efforts and
how they fit into the bigger picture of the company's performance. The key to
doing this is consistent dialogue and evaluation.
 Walkers may assist their employees to develop their talents and succeed in their
careers by providing opportunities for training and professional growth.

Extrinsic motivation: To address extrinsic motivation, Walkers can implement the following
strategies:

12
  Walkers can recruit and keep great staff by providing competitive pay, bonuses,
and perks.
 Provide recognition and rewards: Walkers can offer recognition programs and
rewards to employees who perform well, such as bonuses, extra time off, or other
benefits.
 Walkers can help create a productive workplace by encouraging an atmosphere of
open communication, teamwork, and cooperation. This can be accomplished by
often holding social and team-building events.

D2- A comprehensive motivational strategy

Define the goals and

objectives

Monitor and evaluate

Assessing employee
the motivational
needs:
strategy:

Implementing Providing training

intrinsic motivation and development
strategies opportunities

Implementing Rewarding and

extrinsic motivation recognizing
strategies employees

Foster a positive work

environment:

Figure 1:Stages of motivational plan

Sources: Author

Defining goals and objectives: The first thing to do is to establish and share with your staff a
set of well-defined goals and objectives.

Assessing employee needs: Conduct surveys, focus groups, and one-on-one meetings to
understand the needs and expectations of employees.

13
Rewarding and recognizing employees: Developing a comprehensive reward and
recognition program that includes monetary incentives, promotions, extra time off, and other
benefits to motivate employees.

Fostering a positive work environment: Creating a positive work environment that fosters a
culture of respect, trust, and open communication. Encouraging teamwork and collaboration
to build a sense of community within the organisation.

Implementing intrinsic motivation strategies: Developing a work culture that offers

employees autonomy, mastery, and purpose to increase their intrinsic motivation (Ganktok,
2012).

Implementing extrinsic motivation strategies: Developing a compensation and benefits

program that offers employees competitive salaries, bonuses, and benefits.

Monitoring and evaluating the motivational strategy: Continuously monitoring and

evaluating the motivational strategy to identify areas of improvement and make necessary
adjustments to ensure its effectiveness (Gigante and Notarnicola, 2021).

LO4- Application of leadership and management to manage

performance
P6- Business leadership and management principles put into practice
Careful performance management is needed to maintain the organisation's present level of
performance. A variety of management and leadership styles exist, each with the potential to
increase productivity among workers.

Although this could be harmful to morale, there are situations where it would be useful.
Workers' creativity and adaptability are often less called for during production jobs. The staff
here has to be knowledgeable and effective (Coghlan, 2020). When people are led and
managed with authority, mistakes in the workplace are less likely to occur. Workers increase
their performance by accumulating experience through repetition. At a company that uses a
democratic or participatory management style, workers have a voice in policy decisions.
Effective performance management relies on employees' ability to objectively evaluate their
work and identify problem areas. Employees can gain exposure to cutting-edge methods of
administration and management, which in turn fosters a culture of ongoing improvement.

14
M5: Assessment of performance management
Conventional approaches are used for leading and managing the crucial business function of
employee performance management. Methods for managing performance are essential for
maintaining consistent organisational performance, and performance management activities
can help businesses continue to grow and thrive.

Effective performance management requires that all employees have a firm grasp of what is
expected of them (Butler, 2012). The standard will provide employees with a point of
reference to strive for. The gradual improvement brought about by rising standardization is
well worth the wait. Performance management entails keeping tabs on employees, analysing
their work to identify areas for growth, and then using that information to make changes. One
type of corrective action is providing employees with training and development opportunities
that foster a culture of constant improvement.

D3: Recommendations for improving performance

 Set clear and specific goals: Specific, quantifiable, realistic, relevant, and time-
bound objectives are recommended. Employees will be better able to meet
expectations and perform to standards if they are given a clear picture of both.
 Use data and analytics: Use data and analytics to measure performance and
identify areas for improvement. Data can help managers identify patterns and
trends in employee performance, which can inform coaching and training efforts.
 Continuous learning and development: Encourage employees to engage in
continuous learning and development opportunities to enhance their skills and
knowledge. This can include formal training programs, mentorship, job
shadowing, and cross-functional projects.
 Recognize and reward performance: Recognize and reward high-performing
employees to reinforce positive behaviours and motivate others to improve their
performance.

 Accountability and ownership: Hold employees accountable for their performance

and ensure that they take ownership of their development and improvement. This
can include setting clear expectations and tracking progress.

15
Conclusion
Strong leadership and competent management are crucial to an organisation's success.
Although the terms are sometimes used interchangeably, they refer to distinct concepts that
require different backgrounds and approaches to implement successfully. Effective leaders
motivate their employees to work together toward a similar objective, embrace change and
innovation, and push the boundaries of what is possible. But it is the responsibility of an
effective manager to distribute, track, and modify resources to ensure that goals are reached.
Leaders and managers need people skills, the ability to interact with their teams, the ability to
handle difficult challenges, and the flexibility to adapt to new circumstances. Leadership and
management development programs can help maintain an organisation's success, boost
employee engagement, and keep managers happy.

16
References
Butler, C. (2012). Leadership in a multicultural Arab organisation. Leadership &
Organisation Development Journal, 30(2), pp.139–151.

Coghlan, D. (2020). Leadership Games: Experiential Learning for Organisation. Leadership

& Organisation Development Journal, 21(1), pp.62–64.

Ganktok, G. (2012). Effective People – Leadership and Organisation Development in

Healthcare (2nd ed.). Leadership in Health Services, 23(2).

Gigante, G. and Notarnicola, D. (2021). Performance analysis of healthcare-focused special

purpose acquisition companies. Investment Management and Financial Innovations,
18(4), pp.150–165.

Goh, J.R. (2018). Improving Performance of Non-Insurance Companies with Insurance

Companies. SSRN Electronic Journal, 212(32).

Liljenberg, M. (2014). Distributing leadership to establish developing and learning school

organisations in the Swedish context. Educational Management Administration &
Leadership, 43(1), pp.152–170.

Nicholls, J. (2016). Leadership in organisations: Meta, macro and micro. European

Management Journal, 6(1), pp.16–25.

Olmedo, E. (2018). Complexity and chaos in organisations: complex management.

International Journal of Complexity in Leadership and Management, 1(1), p.72.

sharma, R. (2010). Preventing Corruption Through Spiritual Leadership in Organisations.

Organisation and Management, 2010(1 (139)).

SOUTHWORTH, G. (2014). School Leadership and School Development: reflections from

Research. School Organisation, 13(1), pp.73–87.

Southworth, G. (2016). Leadership, Headship and Effective Primary Schools. School

Organisation, 10(1), pp.3–16.

Spooner, R. (2014). On Leadership and Ethos. School Organisation, 1(2), pp.107–115.

17
Wilderom, C.P.M. (2017). Service Management/Leadership: Different from
Management/Leadership in Industrial Organisations? International Journal of
Service Industry Management, 2(1), pp.6–14.

18
Bibliographies
Butler, C. (2012). Leadership in a multicultural Arab organisation. Leadership &
Organisation Development Journal, 30(2), pp.139–151.

Coghlan, D. (2020). Leadership Games: Experiential Learning for Organisation. Leadership

& Organisation Development Journal, 21(1), pp.62–64.

Ganktok, G. (2012). Effective People – Leadership and Organisation Development in

Healthcare (2nd ed.). Leadership in Health Services, 23(2).

Gigante, G. and Notarnicola, D. (2021). Performance analysis of healthcare-focused special

purpose acquisition companies. Investment Management and Financial Innovations,
18(4), pp.150–165.

Goh, J.R. (2018). Improving Performance of Non-Insurance Companies with Insurance

Companies. SSRN Electronic Journal, 212(32).

Liljenberg, M. (2014). Distributing leadership to establish developing and learning school

organisations in the Swedish context. Educational Management Administration &
Leadership, 43(1), pp.152–170.

Manta, S. (2011). Editorial: strategic leadership for tomorrow today! School Organisation,
11(1), pp.3–6.

Murgatroyd, S. and Gray, H.L. (2012). Leadership and The Effective School. School
Organisation, 2(3), pp.285–295.

Nicholls, J. (2016). Leadership in organisations: Meta, macro and micro. European

Management Journal, 6(1), pp.16–25.

Olmedo, E. (2018). Complexity and chaos in organisations: complex management.

International Journal of Complexity in Leadership and Management, 1(1), p.72.

sharma, R. (2010). Preventing Corruption Through Spiritual Leadership in Organisations.

Organisation and Management, 2010(1 (139)).

19
SOUTHWORTH, G. (2014). School Leadership and School Development: reflections from
Research. School Organisation, 13(1), pp.73–87.

Southworth, G. (2016). Leadership, Headship and Effective Primary Schools. School

Organisation, 10(1), pp.3–16.

Spooner, R. (2014). On Leadership and Ethos. School Organisation, 1(2), pp.107–115.

Wilderom, C.P.M. (2017). Service Management/Leadership: Different from

Management/Leadership in Industrial Organisations? International Journal of
Service Industry Management, 2(1), pp.6–14.

20