Leadership And The Distinction Between Leadership And Management Management Essay

The definition of leading has evolved over the old ages. Whereas early theoreticians defined leading on the footing of rank or authorization, Selznick ( 1957 ) defined leaders on the footing of the types of determination that are made and concluded that leaders are purposed to more critical determination doing instead than the everyday determination devising that is characteristic of directors. Further footing ‘ of leading definitions, and so differentiations between leading and direction, have been found in the personality types of leaders ( Zaleznik, 2004 ) , their dealingss with subsidiaries, their attack to put on the line, and assorted other traits.

The footings leading and direction have frequently been wrongly treated as synonymous in the really early literature, nevertheless more recent literature inspired by the work of Zaleznik ( 2004 ) has addressed the difference between the two footings and has sought to extricate them ( Rost, 1998 ) . Prior to the 1980 ‘s, organisational literature mostly equated leading as good direction or merely viewed leaders as a subgroup of directors that held the more senior places within an administration, therefore sing leading merely as a affair of rank.

Kotter ( 2001 ) asserts that leaders and directors each have really separate functions and strengths within an administration. For case, directors are able to get by with complexness, to command any given conditions and job solve. Contrastingly, leaders are able to get by with alteration and work outside the parametric quantities of given conditions in order to put the way of an administration. Similar differentiations are made by theoreticians such as Caldwell ( 2003 ) who describes directors as facilitators, planning, organizing and working on the inside informations, while leaders are individually described as inventions that provide the vision and expression at the bigger image.

Zaleznik ( 2004 ) , separating on the footing of characteristic actions and personal qualities, defined the two footings by proposing that leaders were active, whereas directors were reactive. Following on from this, assorted organizational theoreticians shared and built upon these positions, postulating that leaders and directors each have different functions and doctrines within administrations ( Kotter, 1990 ; DePree, 1998 ) . However, this early work suggested a instead black and white position of leaders and directors whereby the leaders were prized and celebrated whereas directors were viewed as sub-standard, less of import, and far less competent. Subsequently Rost ( 1998 ) claimed that such statements were showing an indefensible depreciation of direction in order to further ennoble leading. Following on from this claim, more modern-day literature has sought to readapt the antecedently skewed positions on leading and direction, reuniting the two functions, by reasoning that leading, in some respects, is simply a discrepancy of direction as those who would be considered as good practicians within each of the two functions appear to portion many of the same inexplicit features ( Lease, 2006 ) .

The relationship between leading manners and direction constructions

Looking at the illustration of Virgin, clear links can be made between the leading manner of Richard Branson ( the company ‘s CEO and founding member ) and the direction construction of the company. Richard Branson has been widely recognised as a magnetic leader ( Ball and Carter, 2002 ) but possibly more frequently as an enterpriser. Richard Branson ‘s people based and democratic leading manner has been observed in the manner that he fierily seeks the input of the persons within his squads. Much like many other Charismatic leaders such as Nicolas Hayek, Richard Branson upholds near and informal relationships virgin employees at all degrees of the administration and maintains that employees should be valued, cared for and made to experience of import. Thus the construction that is created from these inexplicit demands is one that is level, non-hierarchical and unburdened by multiple beds of direction consistently filtrating out the creativeness of persons. This construction of the Virgin group is apparent in the decentralization of determination devising in its assorted concern lines which to the full utilizes the trade name power of the company while supplying the sub-leaders of each concern line with the entrepreneurial freedom and motive that Richard Branson values.

Clearly Richard Branson ‘s purpose with this, at least in some portion, has been to guarantee that all employees working within his administration are willing to loyally follow him and swear him as a leader in any future airy or bad enterprises. This points towards the guess held by Nicolaou-Smokoviti ( 2004 ) , that leaders are legitimized by the being of voluntary followings, whereas directors are legitimized by the administration and its constructions. If the virgin work force is faithful and loyal, so this will supply Richard Branson, as a leader, with greater flexibleness and capacity to do bad determinations and advanced alterations that characterise and specify him as a leader. Therefore in this sense Richard Branson ‘s leading manner requires and hence influences the direction construction of the administration.

Furthermore, if the construction of the virgin group did non let for high degrees of coaction and common trust between Richard Branson, the directors and the lower degree employees, so the leaders ( Richard Branson ) and directors would non be as able to direct their subsidiaries through extremist alterations as they would be restricted by their ability to act upon. Thus, in bend, the direction construction of the house influences the manner, behavior and determination devising of leading ( i.e. Richard Branson ) by specifying the parametric quantity within which he can run and do determinations.

Situational variables act uponing the effectivity of leading manners and behavior

Within the organizational leading literature assorted leading manners and it is widely recognised in the literature that each leading manner is appropriate for different conditions and by no agencies for all. Furthermore, a figure of theoreticians have pointed towards the conditions and state of affairss, under which each of these leading manners may be appropriate ( i.e. likely to engender organizational success ) or instead inappropriate.

There are many situational variables that are likely to act upon which is the most appropriate signifier of leading manner behavior ( for illustration bossy or democratic ) such as the grade to which mistake is low-cost ( for illustration whether a squad or company is traveling through a critical period where the endurance of the concern bents in the balance ) , whether there are clear benefits to work burden sharing or participative determination devising ( Jago, 1982 ) , whether the project/work is short or long term, the size of an administration ( finding the grade of personal interactions between leaders and subsidiaries ) , skill degrees required by the work, the being of rigorous standards to work, grade of employee turnover, etc. The situational variables can be group, nevertheless, in footings of which leading manner they influence and determine the rightness of.

The three chief manners of leading that we shall concentrate on are bossy leading, democratic leading, and Bureaucratic leading. Each of which have their ain single benefits and disadvantages and each of which are effectual in different state of affairss. The democratic leading manner, which can be observed to an extent in the instance of Richard Branson and Virgin, promotes the sharing of information and duty. A democratic leader will depute undertakings to subsidiaries and give them full control and liberty over that undertaking, therefore promoting others to go leaders themselves and go involved in higher order undertakings. Such leading allows administration flexibleness, openness, originative thought, and positive working environments. However this manner of leading is effectual where it is of import that workers are trained and invested in so that they can go extremely skilled such as in professional services houses. It is besides effectual as a incentive in industries where efficiency and productiveness maximization is invariably sought through new thoughts sing better methods ( Rotemberg and Saloner, 1993 ) . However, this slow and considerate manner is non effectual under conditions where actions and determinations must be made rapidly in order to capitalize on chances and avoid menaces.

Autocratic leaders seek to do as many determinations as possible and therefore retain a high grade of authorization, duty and control. This leading manner has advantages in faster decision-making, greater centralised control and more holistic monitoring of operations. However, this is recognised as a short term attack to direction as it inhibits the development of subsidiaries, decreases the popularity of the leader and clusters the bulk of the work on to one person instead than distributing it over a group. Therefore, the bossy leading manner is appropriate in state of affairss where a group is tasked with complex, hazardous, short-run undertakings with rigorous specifications, where the success of the undertaking is possibly important to the endurance of the concern. It is besides really appropriate in companies with high employee turnover or where the leader is responsible for a great figure of people, as in such instances investing into single subsidiaries would be either impossible or squandered.

Future leading demands and properties

With consideration to the development of leading theory in the organizational behavior literature and there are a figure of clear tendencies with respects to the demands of leaders. The comparative demands of future organizational leaders are mostly determined and shaped by planetary economic, societal and political tendencies such as globalization, internationalization, corporate societal duty, sustainability, and economic instability.

Tendencies in economic instability and globalization mean that concerns are runing in an progressively volatile external concern environment and therefore companies need to be more flexible and adaptable to alter in order to keep strategic alliance ( Kanungo, 1998 ) . Therefore, a greater figure of transformational and magnetic leaders are likely to be required to further and advance the ability of future administration to accommodate rapidly to alterations in the extremely volatile external concern environment. Such leaders must exhibit the innate capableness to hold a powerful influence on their followings and hence be able to successfully bring on significantly great alterations within their several administrations ( Conger and Kanungo, 1987 ) .

In order for future leaders to emulate the powers of magnetic and transformational leading they must animate high degrees of committedness from their work force. In many instances this has been achieved by transfusing assurance within subsidiaries that the leader is extremely capable and that their expert sentiments should hence be trusted and followed without any uncertainty or vacillation ( Judge et al, 2004 ; Wilner, 1984 ) . Thus it can be surmised that future leaders will be required to hold greater degrees of accomplishment and expertness every bit good as the ability to pass on their abilities efficaciously to their subsidiaries. In add-on, it could besides be argued that predominating tendencies in corporate societal duty and sustainability and so economic instability, call for greater answerability in administrations and therefore leaders should keep more duty over employees and in consequence be more bossy while keeping to fulfill the democratic demands of magnetic leading such that subordinates feel valued and included.

Task Two

2.1 What is communicating?

Communication is the transportation of information or thoughts between organizational histrions possibly for assorted agencies such as organizational acquisition, influence, motivation, struggle direction and conformity gaining ( Baker, 2002 ) . The communicating of a leader’s/company ‘s vision can be made and maintained through its organizational civilization, through the usage of symbols ( Robins and Judge, 2007 ) . This bureaucratic signifier of communicating may be perceived as negative nevertheless it provides the employees of an administration with a consistent and clear message and hence avoids confusion and subsequent defeat. Different signifiers of communicating can be distinguished on the footing of the formality/informality and way of information flow. For illustration, a top-down information flow may show a one-way system such as in the instance of hierarchal administrations where leaders disseminate information in the signifier of direction down to through the assorted degrees of the administration, strictly to inform subsidiaries instead than bespeak or accept any mutual feedback. Alternatively, more democratic leaders may promote a free-flow of information whereby leaders and subsidiaries are taking portion in a mutual procedure of feedback and information exchange.

The three chief communicating manners prevalent in the modern concern environment are perpendicular communicating, horizontal communicating, and diagonal communicating. Whereas, much of the past literature was focused upon perpendicular communicating, sidelong communicating and diagonal communicating are going progressively popular capable affairs as a response to the germinating nature of the modern workplace with progresss and executions of networking engineering and substructure every bit good as the increasing prominence of globalization and professional cognition intensive services.

Vertical communicating pertains to the upward or downward exchange of information between hierarchically positioned histrions ( Baker, 2002 ) . It has been highlighted by Larkin and Larkin ( 1994 ) that downward communicating is more effectual when information is passed down incrementally through the assorted beds of the hierarchy such that each worker is communicated down to merely by their immediate supervisor so as non to sabotage the sensed power of that supervisor ( Pelz, 1952 ) . With respects to upward communicating, small literature has been produced nevertheless current findings suggest that upward communicating is ill executed by most administrations with employees experiencing as though their feedback will non be decently received by top direction ( Gibson, 1985 ) .

Lateral Communication is that which is held between histrions who are positioned with no hierarchal relation to each other. An illustration of this could be the communicating between a group of directors from different functional divisions within the same administration. Small literature exists on this capable affair nevertheless it is progressively recognised by bookmans that the outstanding tendencies in the flattening of organizational constructions and the turning value of teamwork within administrations suggest that it is of increasing importance and therefore warrants farther research. Diagonal communicating is a term that describes the flow of information that is held between directors and subsidiaries across separate functional divisions of an administration ( Wilson, 1992 ) . The term has been recognised as necessary to depict the nature of communicating in modern administrations such as those that are project-based and necessitate the cooperation of experts and workers runing within assorted service lines.

2.2 The necessity for facilitation, mentoring and training accomplishments in leaders when developing or implementing a new concern, merchandise or service line

When developing or implementing a new concern, merchandise or service within an administration, workers may be presented with a important alteration. Most people are inherently opposed to alter ( Hayes, 2002 ) and therefore directors must exhibit leading qualities by guaranting that their subsidiaries are convinced that the alteration is necessary and valuable such that they are motivated to follow the alteration entirely instead than defy it. The quality of communicating can be important to the success of such a procedure and as such the vision should be clearly and systematically communicated to all relevant workers. This requires both downward and upward communicating flows with directors and that workers reciprocate information to one and other.

Yukl ( 1989 ) noted that magnetic leaders influence their followings to follow the mission and vision of the leader by altering their follower ‘s mentalities. This can be achieved through the constitution of extremely personal mentoring or training relationships between the leaders and their subsidiaries therefore visibly puting personal resources such as clip, cognition and experience ( Scandura & A ; Schriesheim, 1994 ) . Furthermore, such leader-employee relationships can do workers experience more invested in and hence more willing to be flexible and suiting to the petitions of directors ( Robins and Judge, 2007 ) .

It is besides of import to ease the alteration by supplying workers with all the necessary agencies to follow the alteration and by taking any obstructions and barriers that may be suppressing the acceptance of the alteration. This attack, as noted by Lewin ( 1951 ) , has far superior length of service to any method whereby subsidiaries are pressured or forced to merely follow with the demands of their company and its leading hierarchy. For illustration, if employees a forced to all of a sudden change the manner in which they have behaved for a long clip in order to suit the demands of a new service or concern, say through the menace of fiscal mulcts for illustration, so it is wholly sensible to presume that those employees will return back to their old behaviors and norms every bit shortly as the menace of mulcts is removed. Whereas if employees are taught to follow the new mission as their ain so their manner of thought can be for good altered, therefore guaranting longer term consequences and the sustainable and echt acceptance of the new undertaking, service or concern line.

2.3 Situational illustrations of squad working, struggle declaration and effectual interviewing

Both illustrations used in this subdivision are in the retail industry and are set in a service intensive optics company whereby competitory advantage is dependent on the quality of service.

Example one: Due to a figure of personal issues, a full clip employee working on the store floor was sing high degrees of emphasis and low degrees of wellbeing. This was holding a damaging consequence on the concern as the employee was going progressively unable to supply the criterion of service required by the company. The concern was besides traveling through a important fiscal period whereby the public presentation of the store and its employees would turn out massively of import to the wellness of the store. The director addressed this issue by questioning the employee concerned in order to find that the beginning of the job was an inadequacy in work-life balance. Thus the director was able to be sympathetic and calm the employee, hence avoiding unneeded staff turnover at this important clip, by re-negotiating a parttime work contract. This besides resulted in the leader deriving the gratitude and increased trueness of the employee as a response to the friendly, personable, and sympathetic attack taken to communicating.

Example two: In a instance where a figure of employees were sing struggle it was clear that this was damaging the working environment and suppressing the successful teamwork of the assorted other employees working in close propinquity. In order to work out this job and decide the struggle, the wider squad and the direction staff organised a figure of stress direction negotiations in the forenoons before concern hours began every bit good as a figure of societal events in order to convey the workers closer together such that they could pass on informally. The execution of this procedure allowed the squad members to understand each other ‘s demands and perceptual experiences and therefore travel forward and work together successfully.

Task Three

3.1 Time direction, job resolution, information assemblage, and their relation to action program development

The organic structure of literature environing clip direction suggests that those employees who engage in the pattern of clip direction experience greater degrees of occupation public presentation and satisfaction with lower degrees of emphasis ( Macan, 1994 ) . Lakein ( 1973 ) observes the common patterns that practicians of clip direction exhibit such as naming their demands and prioritizing them in footings of importance, measuring their available resources and clip graduated tables, organizing their workspace and be aftering their attacks to each of their undertakings. These patterns draw clear and direct links to action program development and moreover, the pattern clip direction appears to about synonymous with and intrinsic to action program development. Furthermore, job resolution has been noted as a precursor to the development of action programs in the literature as merely through the initial job resolution can the optimum program of action be determined ( McCarty et al, 1999 ) . Information assemblage and research, nevertheless, might be considered as holding a more cyclical relationship with action be aftering for development as information assemblage stimulates effectual action be aftering which in bend points to farther waies for information assemblage. This therefore presents a uninterrupted procedure by which action programs can be invariably realigned with regard to the information gathered.

3.2 Aims for M & A ; A dialogue

Amalgamations and Acquisitions present companies with an chance undertake new schemes that were old unavailable due to resources and fiscal limitations. They besides provide companies with a agencies of procuring market portion in extremely competitory and consolidating markets. However, the bulk of Amalgamations and Acquisitions end in divestiture frequently due to cultural issues, deficient planning, and deficient leading.

In the instance where a company is unifying with or geting a viing company it is most of import that the civilizations of the two companies do non collide unharmoniously as this is one of the most prevailing causes of divestiture. In order to guarantee that the two companies reciprocally acculturate or that the acquired company is seamlessly acculturated into the host company, one should negociate footings whereby the host company is granted the freedom to choose, train, and organise those employees that are to be acculturated in to the new company. This will let the host company to guarantee that its civilization and its nucleus mission and values are maintained instead than being confused by the mass hegira of employees from a different company civilization ( Robbins & A ; Judge, 2007 ) .

As noted, the divestitures and failures of amalgamations and acquisitions can frequently be traced back to insufficient leading clip, attending or accomplishment in turn toing and deciding the critical issues ( Marks, 2003 ) . Therefore, in order to accomplish successful integrating it should be negotiated and ensured that the leaders of each house will hold upon a reciprocally acceptable action program in progress. They must be willing to put a great sum of clip and attempt towards the adjusting and colony of assorted employees into the new organizational scene. There must be resources and clip set aside to name and cover with any originating jobs and issues in a sufficiently careful mode.