term paper on leadership and management

Management and Leadership: Definition, Differentiations, and Other Theoretical Considerations

• First Online: 23 June 2022

Cite this chapter

• Boris Kaehler 2  

Part of the book series: Management for Professionals ((MANAGPROF))

812 Accesses

Any study on management and leadership must begin with a clear definition. Organizational management , in the sense of managing an organization or its subunits, can be defined as a steering influence on market, production, and/or resource operations that may address both people and non-people issues with the aim of achieving the unit’s objectives. Organizational people management , in the sense of managing the personnel of an organization or its subunits, is an influence on employees with the aim of achieving the unit’s objectives by generating work performance and meeting other requirements. To manage a unit or its members is synonymous with or leading them.

Management and leadership influence can be exercised in two ways: through anticipatory norm-setting or through situational intervention. Both forms can be exercised in hard, externally directed ways or in gentle, non-directive ways. Since hard external influence usually triggers resistance, it is advisable to primarily exert influence in a gentle manner (e.g., in the form of systematic self-direction, instrumental behavioral reinforcement, nudging, collective social norms, or implicit communication). These and other theoretical considerations on management and leadership are discussed in this chapter.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Compact, lightweight edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info
• Durable hardcover edition

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

In German, the term “Führung” is more general and means both. Thus, a single word can be used to refer to both management and leadership.

Unfortunately, the German term of “Anführertum”, which is most fitting here, has no equivalent in the English language. It means that a person leads a group in a certain direction and implies a certain instability.

Both sources refer to the German equivalent “Leitung”.

Weibler also refers to the often-used German equivalent “Leitung”; in English, the duality introduced by Gibb is rather uncommon.

Seidel also refers to the German equivalent “Leitung”.

As already mentioned above, a very fitting German term for this with no equivalent in English is “Anführertum”, meaning that a person (the “Anführer”) leads a group in a certain direction and implies a certain group dynamic and instability.

German original: “Lückenbüßer der Organisation”.

German original: “Residualfaktor”.

In this respect, the choice of the term “human capital” as the German “non-word of the Year 2004” (TU Darmstadt 2004 ) simply shows a lack of knowledge.

Albach, Horst (1977): Mitarbeiterführung – Text und Fälle; Gabler 1977.

Google Scholar  

Antonakis, John/Day, David V./Schyns, Birgit (2012): Leadership and individual differences: At the cusp of a renaissance; The Leadership Quarterly 2012 (23); pp. 643–650.

Argyris, Chris (1982): Reasoning, Learning, and Action – Individual and Organizational; Jossey-Bass 1982.

Argyris, Chris (1994): Initiating Change that Perseveres; Journal of Public Administration Research and Theory 3/1994 (4); pp. 343–355.

Armutat, Sascha (2012): Elemente, Zusammenhänge und Formen internationaler HR-Governance-Strukturen; in DGFP Deutsche Gesellschaft für Personalführung e. V. (ed.): Internationales Personalmanagement gestalten – Perspektiven, Strukturen, Erfolgsfaktoren, Praxisbeispiele; DGFP-PraxisEdition Band 103; 2012, pp. 25–50.

Bennis, Warren G./Nanus, Burt (1985): Leaders; 2nd edition HarperCollins 2007.

Birri, Raimund/Lebrenz, Christian (2013): Wege aus der Sackgasse; Personalwirtschaft 2/2013; pp. 36–39.

Bleicher, Knut (1991): Das Konzept Integriertes Management; Campus 1991.

Bleicher, Knut (1994): Normatives Management – Politik, Verfassung und Philosophie des Unternehmens; Campus 1994.

Bleicher, Knut (2011): Normatives Management – Politik, Verfassung und Philosophie des Unternehmens; Campus 2011.

Blessin, Bernd/Wick, Alexander (2014): Führen und Führen lassen; 7th edition UVK/Lucius/UTB 2014.

Bock, Laszlo (2015): Work Rules – Insights from Inside Google That Will Transform How You Live and Lead; John Murray Publishers 2015.

Boddy, David (2017): Management – An Introduction; 7th edition Pearson Education 2017.

Bortz, Jürgen/Döring, Nicola (2006): Forschungsmethoden und Evaluation für Human- und Sozialwissenschaftler; 4th edition Springer 2006.

Book   Google Scholar  

CIPD Chartered Institute of Personnel and Development (2021a): Strategic human resource management (CIPD-Factsheet); http://www.cipd.co.uk/hr-resources/factsheets/strategic-human-resource-management.aspx (Accessed 01/05, 2022).

CIPD Chartered Institute of Personnel and Development (2021b): Line managers’ role in supporting the people profession (CIPD-Factsheet); http://www.cipd.co.uk/hr-resources/factsheets/role-line-managers-hr.aspx (Accessed 1/6/2022).

Comelli, Gerhard/Rosenstiel, Lutz von (2009): Führen durch Motivation, 4th edition Vahlen 2009.

DGFP Deutsche Gesellschaft für Personalführung e. V. (2012): DGFP-Kurzumfrage Führungskräfteentwicklung; https://www.dgfp.de/mediathek/publikationen/ (Accessed 01/05, 2022).

Dinh, Jessica E./Lord, Robert G./Gardner, William L./Meuser, Jeremy D./Liden, Robert C./Hu, Jinyu (2014): Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives; The Leadership Quarterly 2014 (25); pp. 36–62.

Dionne, Shelley D./Gupta, Alka/Sotak, Kristin Lee/Shirreffs, Kristie A./Serban, Andra/Hao, Chanyu/Kim, Dong Ha/Yammarino, Francis J. (2014): A 25-year perspective on levels of analysis in leadership research; The Leadership Quarterly 2014 (25); pp. 6–35.

Drucker, Peter F. (1954): The Practice of Management; new edition Harper Collins 2006 (first edition 1954).

Drucker, Peter F. (1973): Management – Tasks, Responsibilities, Practices; new edition Harper Business 1993 (first edition 1973).

Drucker, Peter F. (1988): Managing for the Future; Butterworth Heinemann 1993 (chapter 15 dated 1988).

Drucker, Peter F. (1998): Peter Drucker on the Profession of Management – A Harvard Business Review Book; Harvard Business Press 1998.

Einstein, Albert (1934): On the Method of Theoretical Physics; Philosophy of Science April 1934 (1); pp. 163–169.

Epitropaki, Olga/Sy, Thomas/Martin, Robin/Tram-Quon, Susanna/Topakas, Anna (2013): Implicit Leadership and Followership Theories in the wild: Taking stock of information-processing approaches to leadership and followership in organizational settings; The Leadership Quarterly 2013 (24); pp. 858–881.

Fayol, H. (1916). General and industrial management (English edition 1949). London: Sir Isaac Pitman & Sons Ltd (first published in French in bulletin de Ia sociéte de l’industrie minérale 1916).

Freibichler, Wolfgang/Ebert, Philip/Schubert, Tilman (2018): Nudge Management – Wie Führungskräfte kluges Selbstmanagement anstoßen; zfo 2/2017; pp. 84–88.

Garvin, David A. (2013): How Google Sold Its Engineers on Management; Harvard Business Review December 2013; pp. 75–82.

Gibb, Cecil A. (1954): Leadership; in Gardner, Lindzey: Handbook of Social Psychology: Volume II Special Fields and Applications; Addison-Wesley 1954; pp. 877–919.

Grundei, Jens/Kaehler, Boris (2018): Corporate Governance: Zur Notwendigkeit einer Konturschärfung und betriebswirtschaftlichen Erweiterung des Begriffsverständnisses, Der Betrieb 11/2018; pp. 585–592.

Gulati, Ranjay/Mayo, Anthony J./Nohria, Nitin (2017): Management – An Integrated Approach; 2nd edition; Boston: Cengage Learning.

Gutenberg, Erich (1962): Unternehmensführung – Organisation und Entscheidungen; Gabler 1962.

Gutenberg, Erich (1979): Grundlagen der Betriebswirtschaftslehre – Erster Band: Die Produktion; 23rd edition Springer.

Haas, Oliver (2015): Wenn andere Spielregeln gelten (Interview mit Paul Green Jr.); Organisationsentwicklung 1/2015; pp. 30–34.

Hamel, Gary (2011): First, Lets Fire All the Managers; Harvard Business Review December 2011; pp. 48–60.

Harrell, Melissa/Barbato, Lauren (2018): Great managers still matter: the evolution of Google’s Project Oxygen; https://rework.withgoogle.com/blog/the-evolution-of-project-oxygen/ (Accessed 01/05, 2022).

Hastings, Reed (2009): Netflix Culture: Freedom & Responsibility (Folienpräsentation); http://de.slideshare.net/reed2001/culture-1798664 (Accessed 1/6/2022).

Hunt, James G. (1991): Leadership – A New Synthesis; Newbury Park: Sage.

Huselid, Mark A./Becker, Brian E. (2011): Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management; Journal of Management 2011 (37); pp. 421–428.

Jung, Rüdiger H./Bruck, Jürgen/Quarg, Sabine (2008): Allgemeine Managementlehre – Lehrbuch für die angewandte Unternehmens- und Personalführung; 3rd edition Erich Schmidt Verlag 2008.

Junker, Nina Mareen/van Dick, Rolf (2014): Implicit theories in organizational settings: A systematic review and research agenda of implicit leadership and followership theories; The Leadership Quarterly 2014 (25); pp. 1154–1173.

Kaehler, Boris (2014): Komplementäre Führung – Ein praxiserprobtes Modell der organisationalen Führung; 1st edition Springer Gabler 2014.

Kaehler, Boris (2017): Komplementäre Führung – Ein praxiserprobtes Modell der Personalführung in Organisationen; 2nd edition Springer Gabler 2017.

Kaehler, Boris (2019): Führen als Beruf – Andere erfolgreich machen; 1st edition Tredition 2019.

Kaehler, Boris (2020): Komplementäre Führung – Ein praxiserprobtes Modell der Personalführung in Organisationen; 3rd edition Springer Gabler 2020.

Kaehler, Boris/Grundei, Jens (2018): HR-Governance im Führungs-Kontext: Der normative Rahmen des Personalmanagements; ZCG Zeitschrift für Corporate Governance 5/2018, pp. 205–210.

Kaehler, Boris/Grundei, Jens (2019): HR Governance – A Theoretical Introduction; Springer 2019.

Kanengieter, John/Rajagopal-Durbin, Aparna (2012): Wilderness Leadership – On the Job; Harvard Business Review April 2012; pp. 127–131.

Kellerman, Barbara (2012): The End of Leadership; HarperCollins 2012.

Kerr, Steven/Jermier, John M. (1978) Substitutes for Leadership – Their Meaning and Measurement; Organizational Behavior and Human Performance 22, pp. 375–403.

Kerr, Steven/Jermier, John M. (1997) Substitutes for Leadership: Their Meaning and Measurement – Contextual Recollections and Current Observations; Leadership Quarterly 2 (8), pp. 95–101.

Kim, Chan/Mauborgne, Renée (2014): Blue Ocean Leadeship; Harvard Business Review 5/2014; pp. 60–72.

Knebel, Heinz/Schneider, Helmut (1994): Führungsgrundsätze – Leitlinien für die Einführung und praktische Umsetzung; 2nd edition Sauer-Verlag 1994.

Korff, Ernst (1971): Leiten und Führen – Profil und Funktionen des leitenden Angestellten; 2nd edition Sauer-Verlag 1971.

Kosiol, Erich (1962): Organisation der Unternehmung; Gabler 1962.

Kotter, John P. (1990a): A Force for Change – How Leadership Differs from Management; The Free Press 1990.

Kotter, John P. (1990b): What Leaders Really Do; Harvard Business Review May/June 1990; pp. 103–111.

Lang, Rainhart/Rybnikova, Irma (2014): Aktuelle Führungstheorien und -konzepte; Springer Gabler 2014.

Lebrenz, Christian (2017): Strategie und Personalmanagement – Konzepte und Instrumente zur Umsetzung im Unternehmen; Springer Gabler 2017.

Lewin, Kurt/Lippitt, Ronald/White, Ralph K. (1939): Patterns of aggressive behavior in experimentally created social climates; The Journal of Social Psychology May 1939 (10); pp. 271–299.

Lord, Robert G./Maher, Karen J. (1991): Leadership and Information Processing – Linking Perceptions and Performance. Volume 1 People and Organizations. Boston: Unwin Hyman.

Malcher, Ingo (2015): Die Dinosaurier leben noch (Interview mit Julain Birkinshaw); Brand Eins 3/2015; pp. 54–57.

Malik, Fredmund (2000). Managing performing living: Effective management for a new era (English edition 2006). Frankfurt am Main: Campus (first published in German 2000).

Malik, Fredmund (2007): Management – das A und O des Handwerks (Band 1 der Serie Management – Komplexität meistern); new edition Campus 2007.

Malik, Fredmund (2012): Leadership im Unternehmen – Trends und Perspektiven; in Bruch, Heike/Krummaker, Stefan/Vogel, Bernd (ed.): Leadership – Best Practices und Trends; 2nd edition Springer Gabler 2012; pp. 307–319.

McCord, Patty (2014): Die Neuerfindung der Personalarbeit; Harvard Business Manager April 2014; pp. 53–61.

McGregor, Douglas (1960): The Human Side of Enterprise; Annotated Edition McGraw-Hill 2006 (first published 1960).

Meifert, Matthias (2010) (ed.): Führen – Die erfolgreichsten Instrumente und Techniken; Haufe 2010.

Mintzberg, Henry (1973): The Nature of Managerial Work; Harper & Row 1973.

Mintzberg, Henry (1975): The manager’s job – folklore and fact; Harvard Business Review July/August 1975; pp. 49–61.

Mintzberg, Henry (2009): Managing; Berret-Koehler Publishers 2009.

Müller-Stewens, Günter (2010): Management und Strategie als Beruf – Ein Plädoyer für eine Professionalisierungsinitiative; in Kunisch, Sven/Welling, Christian/Schmitt, Ramona: Strategische Führung auf dem Prüfstand – Chancen und Herausforderungen in Zeiten des Wandels; Springer 2010.

Nerdinger, Friedemann W./Blickle, Gerhard/Schaper, Niclas (2014): Arbeits- und Organisationspsychologie; 3rd edition Springer 2014.

Netflix (2018): Netflix Culture (Website); https://jobs.netflix.com/culture (Accessed 01/05, 2022).

Neuberger, Oswald (2002): Führen und führen lassen; 6th edition UTB Lucius & Lucius 2002.

Neuberger, Oswald (2006): Mikropolitik und Moral in Organisationen; 2nd edition UTB Lucius & Lucius 2006.

Northouse, Peter G. (2022): Leadership: Theory and Practice; Sage 2022.

Oelsnitz, Dietrich von der (2012): Einführung in die systemische Personalführung; Carl Auer Verlag 2012.

Pietschmann, Bernd P./Huppertz, Silke/Ruhtz, Vanessa (1999): Was macht Führungsgrundsätze erfolgreich?; Personal 10/1999; pp. 506–510.

Prieß, Arne (2013): Kompetenz sorgt für Akzeptanz; Personalmagazin 11/2013; pp. 41–43.

Ramge, Thomas (2015): Nicht fragen. Machen.; Brand Eins 3/2015; p. 88–93.

Rosenstiel, Lutz von (2011): Employee Behavior in Organizations – On the Current State of Research. Management Revue 22 (4), pp. 344–366.

Rosenstiel, Lutz von (2014): Grundlagen der Führung; in von Rosenstiel, Lutz/Regnet, Erika/Domsch, Michel E. (ed.): Führung von Mitarbeitern – Handbuch für erfolgreiches Personalmanagement; Schäffer-Poeschel 2014; pp. 3–28.

Rüegg-Stürm, Johannes (2003): Das neue St. Galler Management-Modell: Grundkategorien einer integrierten Managementlehre – Der HSG-Ansatz; 2nd edition Paul Haupt Verlag 2003.

Rüegg-Stürm, Johannes/Grand, Simon (2015): Das St. Galler Management-Modell; 2nd edition Haupt Verlag 2015.

Scholz, Christian (1996): Die virtuelle Personalabteilung – Ein Jahr später; Personalführung 12/1996; pp. 1080–1086.

Scholz, Christian (2014): Personalmanagement – Informationsorientierte und verhaltenstheoretische Grundlagen; 6th edition Vahlen 2014.

Schulte-Zurhausen, Manfred (2014): Organisation; 6th edition Vahlen 2014.

Seidel, Eberhard (1984): Die Unterscheidung von Führungs- und Leitungsanteilen an der Vorgesetztentätigkeit; BFuP Betriebswirtschaftliche Forschung und Praxis 5/1984; pp. 460–469.

Semler, Ricardo (1989): Managing without Managers; Harvard Business Review September/October 1989; pp. 76–84.

Sprenger, Reinhard K. (2008): Gut aufgestellt – Fußballstrategien für Manager, Campus 2008.

Stayer, Ralph (1990): How I Learned to Let My Workers Lead; Harvard Business Review November-December 1990; pp. 66–83.

Steinmann, Horst/Schreyögg, Georg/Koch, Jochen (2013): Management – Grundlagen der Unternehmensführung; 7th edition Springer Gabler 2013.

Steyrer, Johannes/Meyer, Michael (2010): Welcher Führungsstil führt zum Erfolg? 60 Jahre Führungsstilforschung – Einsichten und Aussichten; zfo 3/2010; pp. 148–155.

Stogdill, Ralph M. (1950): Leadership, Membership and Organization; Psychological Bulletin 1/1950 (47); pp. 1–14.

Tannenbaum, Robert/Schmidt, Warren H. (1958): How to Choose a Leadership Patter; Harvard Business Review March/April 1958; pp. 95–101.

Thaler, Richard H./Sunstein, Cass R. (2008): Nudge – Improving Decisions About Health, Wealth and Happiness; Yale University Press 2008.

Titscher, Stefan/Mayrhofer, Wolfgang/Meyer, Michael (2010): Zur Praxis der Organisationsforschung; in Mayrhofer, Wolfgang/Meyer, Michael/Titscher, Stefan: Praxis der Organisationsanalyse – Anwendungsfelder und Methoden; Facultas/UTB 2010; pp. 17–44.

TU Darmstadt (2004): Die Unwörter von 2000 bis 2009 (Website); http://www.unwortdesjahres.net/index.php?id=34 (Accessed 1/6/2022).

Türk, Klaus (1981): Personalführung und soziale Kontrolle; Ferdinand Enke Verlag 1981.

Türk, Klaus (1995): Entpersonalisierte Führung; in Kieser, Alfred/Reber, Gerhard/Wunderer, Rolf (ed.): Handwörterbuch der Führung; 2nd edition Schäffer-Poeschel 1995. p. 327–339.

Ulrich, Hans (1968): Die Unternehmung als produktives soziales System – Grundlagen der allgemeinen Unternehmenslehre; Verlag Paul Haupt 1968.

Ulrich, Hans/Krieg, Walter (1973): Das St. Galler Management-Modell; 2nd edition Paul Haupt Verlag 1973.

Ulrich, Dave (1997): Human Resource Champions – The next agenda for adding Value and Delivering Results; Harvard Business School Press 1997.

Ulrich, Dave/Brockbank, Wayne (2005): The HR Value Proposition; Harvard Business School Press 2005.

Ulrich, Dave/Alen, Justin/Brockbank, Wayne/Younger, Jon/Nyman, Mark (2009): HR Transformation – Building Human Resources from the Outside in; McGraw-Hill 2009.

Watkins, Michael D. (2012): How Managers Become Leaders; Harvard Business Review June 2012; pp. 64–72.

Weibler, Jürgen (2014): Führung der Mitarbeiter durch den nächsthöheren Vorgesetzten; in von Rosenstiel, Lutz/Regnet, Erika/Domsch, Michel E.: Führung von Mitarbeitern – Handbuch für erfolgreiches Personalmanagement; 7th edition Schäffer-Poeschel 2014; pp. 271–283

Weibler, Jürgen (2016): Personalführung; 3rd edition Vahlen 2016.

Wiswede, Günter (2004): Rollentheorie; in Schreyögg, Georg/von Werder, Axel (2004): Handwörterbuch Unternehmensführung und Organisation; 4th edition Schäffer-Poeschel 2004.

Wunderer, Rolf (2001): Employees as co-intrapreneurs – a transformation concept. Leadership & Organization Development Journal 22 (5), pp. 193–211.

Article   Google Scholar  

Wunderer, Rolf (2011): Führung und Zusammenarbeit – Eine unternehmerische Führungslehre; 9th edition Luchterhand.

Yukl, Gary/Lepsinger, Richard (2005): Why Integrating the Leading and Managing Roles Is Essential for Organizational Effectiveness; Organizational Dynamics 4/2005; pp. 361–375.

Yukl, Gary (2013): Leadership in Organizations; 8th edition Pearson 2013.

Zaleznik, Abraham (1977): Managers and leaders – Are they different?; Harvard Business Review May/June 1977; pp. 67–78.

Download references

Author information

Authors and affiliations.

goodHR, Berlin, Germany

Boris Kaehler

You can also search for this author in PubMed   Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2022 The Author(s), under exclusive license to Springer Nature Switzerland AG

About this chapter

Kaehler, B. (2022). Management and Leadership: Definition, Differentiations, and Other Theoretical Considerations. In: Complementary Management. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-030-98163-1_1

Download citation

DOI : https://doi.org/10.1007/978-3-030-98163-1_1

Published : 23 June 2022

Publisher Name : Springer, Cham

Print ISBN : 978-3-030-98162-4

Online ISBN : 978-3-030-98163-1

eBook Packages : Business and Management Business and Management (R0)

Share this chapter

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

LEADERSHIP – INDIVIDUAL TERM PAPER Leadership – Individual Term Paper Master of Business Administration

Related Papers

Hairolnizam Othman

Leadership plays an essential role in the success of managing organisation. The purpose of this paper is to examine the leadership styles of two leaders in managing the two biggest airline companies in Malaysia namely, Malaysia Airlines and AirAsia. The results showed that the strong leadership style and approach by the two have contributed to the success of the mentioned airlines. The transactional and transformational approaches have significantly given impact in managing the organisation in the current competitive business environment. Other leadership constructs such as entrepreneurial, ethical, innovative and creative have emerged from the two key leaders in this study and require further discussion in the future. Furthermore, this study managed to provide some insight and perspective of the qualities much needed by the current leadership scene.

Brian E M King

Effective leadership is essential for the successful management of business organisations. This paper examines the leadership styles of the leaders of Malaysia's two largest airlines - Malaysia Airlines and Air Asia. It was found that the style and approaches of the two leaders have contributed to the success of the aforementioned airlines. The extent to which their approaches have been either transactional or transformational in orientation have significantly impacted on their organisations, operating in a highly competitive business environment. Leadership orientations constructs that are evident in the approaches of the two include entrepreneurial, ethical, innovative and creative. The study provides insights and perspectives about the types of leadership qualities that are needed in the fast evolving airline sector.

Taras Cherkashyn

In this global competitive environment, effective leadership style is necessary to reduce the attrition rate. From the effective leadership styles only it is possible to achieve organizational goal productively. Leadership styles affect on the employee performance and productivity. This paper summarizes and analyzes the available literature of leadership styles and effect on different components of Quality of work life.

Human Potential Management

THIS REPORT IS ABOUT IDEAL LEADERSHIP OF BASED ON COMPARISON OF INDEX OF SEVERAL COUTRIES

Asia Pacific Social Science Review

Leveric Ng , John Paolo Rivera

The Filipino cultural concept of fellow or “kapwa” provides context to the transformational leadership construct based on a mixed methods procedure of a concurrent triangulation strategy. 30 Executive Directors were given questionnaires to complete and afterwards underwent personal interviews to provide the qualitative data required for this study. It can be construed that transformational leadership should arise from culture where values and norms are used to develop transformational leadership behaviors. We argue that Philippine transformational leadership practices are unique because of how Filipinos view fellowship. We provide further understanding of transformational leadership in a Philippine cultural context.

Nerisa Paladan

This research was conducted to identify the emerging leadership style being practiced by successful entrepreneurs and the leadership behavior they frequently applied. Since, leadership style and behavior has a huge influence to the success of the entrepreneur's enterprise. One hundred and fifty (150) successful entrepreneurs was the respondent of this study and they were survey and interviewed about their actual leadership style and practices. The research design was qualitative-descriptive type of research with the use of the Multifactor Leadership Questionnaire 5X (MLQ 5X) as the survey instrument to collect data regarding leadership styles of successful entrepreneurs. An interview guide questions was likewise utilized for validating the result of the study. An in-depth semi-structured interview was also conducted to 30 entrepreneurs from the 150 respondents. Findings of the study revealed that a successful entrepreneur exhibits a noticeably higher inclination toward transformational leadership and they consistently rated themselves higher in inspirational motivation for their leadership behavior. Therefore, the emerging leadership style of successful entrepreneurs is the transformational leadership and the leadership behavior that they frequently use is the inspirational motivation. Furthermore, the aimed of this study is to explore practices of transformational leadership behavior of successful entrepreneurs from entrepreneur's perspective.

Fila Bertrand, Ph.D.

Leadership and the numerous concepts on leadership styles have been subjects of both study and debate for years. Every leader approaches challenges differently, and his or her personality traits and life experiences greatly influence his or her leadership style and the organizations they lead. Furthermore, leadership is a notion resulting from the interaction between a leader and followers, and not a position or title within the organization. This essay examines some of the contemporary theories of leadership, the leadership qualities and traits necessary to be successful in today's competitive environment, the impact of leadership to the organization, and the importance of moral leadership in today's world.

Ananyo Chakravarty

RELATED PAPERS

Physical Review C

International Journal of Technology

Aga Ridhova

Structural Concrete

Nasir Shafiq

alberto alexandro sosa vale

Journal of Geophysical Research

Friedhelm Henjes-Kunst

Nucleic Acids Research

Kevin Cuddy

YEDİ: SANAT, TASARIM VE BİLİM DERGİSİ

Daniele Savasta

International Journal of Event and Festival Management

DoctorHome Xây Dựng

Jurnal Agrisep

Katherine Simbaña Rivera

Frontiers in Physiology

Narasaiah Kolliputi

Life Sciences

Ammara Riaz

Meso Prvi Hrvatski Casopis O Mesu

Dean Konjevic

Marketing Theory

Iida Hietala

Ronald Zamora-Musa

Acta Informatica

Mingsheng Ying

Marine Pollution Bulletin

Natalia Yaragina

Journal of Youth and Theology

Bert Roebben

JPMA. The Journal of the Pakistan Medical Association

Mohamed Sajid

Ecological Engineering

Trisha Moore

Tuğçe METİN

MQU毕业证成绩单 麦考瑞大学学历学位认证

Cepal Review

Juliana Martinez Franzoni

Chemical Physics Letters

Daniel Latief Andre

RELATED TOPICS

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

Leadership Essays & Management Term Paper Help

(Updated on September 4, 2023)

A leadership essay is an assignment that may be required, for example, in a business course—particularly a business course that focuses on management.  Leadership essays are intended to explore one or more styles of or ideas related to strong leadership and explain why or how they're successful approaches in the business world.  A leadership essay isn't a research paper; therefore, though it will likely include research on various leadership-related concepts, it should ultimately present the writer's individual interpretation and opinions on leadership rather than simply recounting what others have said.

Let Us Help You!

Private, perfectly formatted MS Word files!

Leadership reports should focus on a narrow topic.  They shouldn't attempt to tackle a book-length concept of leadership such as "what makes a good leader," as this is far too broad.  Rather, it would be best if it explored in detail one specific aspect of leadership, such as a certain theory on leadership or a specific dynamic of leadership in the workplace.  Once a topic such as this has been decided upon, the writer must construct a thesis—the writer's opinion or interpretation regarding the specific topic.  The thesis is the main point or argument ; therefore, it should be presented somewhere within the first 1/4 of the text.

A leadership report should make use of illustrative examples to make its point.  This means that in addition to theoretic and analytic discussion, it should present real- life scenarios.  Such examples clearly display how theory and analysis can be put into practice, and the ultimate aim of all leadership study is to put theories and analysis into successful practice.  It isn't necessary to present an example for every point the writer is making, but it's helpful to provide an example for each major aspect.

Some leadership essays may be personal rather than analytical.  This means that it will require the writer to discuss his/her own observations or experiences regarding leadership.  Such assignments may call on the writer to write about a strong leader they know and that person's particular style of leadership.  Others may require the writer to discuss their own approaches to leadership.  In these types of assignments, the writer should recount his/her own experiences while tying in leadership concepts that have been discussed in the course or course readings.

Most business classes place importance on the professional presentation of writing.  This is because in the business world, presentation matters, and therefore writing should be clear and error-free.  Therefore, a leadership report should be thoroughly proofread for grammar, spelling, and style mistakes.

What is a Term Paper on Leadership?

A term paper on leadership is a likely assignment in a business course that focuses on management and management practices.  Term papers on leadership are in-depth, typically researched explorations and examinations of a specific leadership method, practice, or theory.  They are often different from essays on leadership in that rather than focusing on the writer's personal experiences with and opinions of leadership, they will ask the student to approach the text in a scholarly, sophisticated, and more theoretical way.

Term papers on leadership are typically the culminating assignments of a term of study focused on leadership.  Therefore, they're intended to not only explore a specific aspect of leadership in a very thorough way, but also to contextualize that specific topic within the scope of existing knowledge regarding leadership and leadership practices.  To this end, the student should contextualize the topic of his/her assignment on leadership by demonstrating how that particular topic fits into, builds on, or is derived from other scholarship on leadership to indicate how his/her topic has arisen from a progression of scholarly and theoretical work in the field.  To do this effectively requires the student to mention previous studies that contribute to the understanding of his/her topic and to comment on trends and practices in the evolving study of leadership.

A report should assume an authoritative voice and should seek to be an authoritative text.  To this end, term papers on leadership must present relevant and compelling thesis statements, and defend those thesis statements with illustrative examples, critical thinking, and extensive secondary research.  The incorporation of respected and valid secondary research contributes to the authority of any text.  A term paper on leadership should seek such research from contemporary scholarly and authoritative sources that are commonly accepted and well-regarded in the field of leadership.  Often, these sources will be more readily located in a library or on a library database rather than on the internet .  Students should carefully assess the credentials of the authors of all such studies and should also be careful to ensure that the sources they use are peer-reviewed.

Aside from scholarly research, a term paper on leadership should often present illustrative examples in order to provide the reader with scenarios in which the leadership topic at hand may be relevant.  This may involve the creation of hypothetical examples, or could possibly include examples from current events or even the writer's own experience.  These examples are used so that the reader can envision the practical application of the often theoretical ideas discussed in the project itself.

Term papers on leadership should close with a conclusion paragraph or set of paragraphs that suggest how the information presented in the work can be applied to or contribute to leadership scholarship and practices.

Writing Leadership Term Papers

S tudents may have to write leadership term papers for any course and any grade level.  A leadership term paper provides students with an opportunity to research different leadership methods and to observe these leadership methods in practice.  Therefore, many professors regard leadership term papers as important assignments that help a student develop lifelong leadership skills.

In order to effectively complete a leadership term paper, students need to first understand what a term paper is.  A term paper is a lengthy project that a learner will generally write as the last assignment for a semester.  Most term papers also account for a large percentage of a student's overall grade for a course.

The first thing that students need to do in order to write their documents on leadership is to learn as much as possible about the requirements.  Some professors will require learners to perform experiments in order to research their topic.  Other professors might want students to conduct interviews.  Additionally, the project requirements for reports on leadership will let students know how long the document should be.

Once a student understands the projects, he/she should develop a topic.  The topic may be assigned by a professor.  However, students may also be able to select a topic that specifically interests them as long as that topic is related to leadership.  No matter what a student decides to write about for his/her assignment on leadership, he/she needs to plan a method to research that particular topic.

Research for leadership term papers may incorporate a variety of different methods, including reading magazines and books, conducting interviews, observing people in action, and performing experiments.  Students should decide which methods work best for their topic and paper goals.

After a student has completed his/her research, he/she can begin to complete an outline for the document.  The outline should include the format and general content , which will help the student to be organized as he/she begins the drafts.

It is important for students to be aware of the different types of academic writing assignments they will need to complete.  A term paper is very different than an paper, for example.  A term paper is an objective document that's based on research and serves as the final document for a course.  An essay is usually written from a point-of-view and can be assigned many times over the course of a semester.

Management Term Paper

A management term paper is a long, usually investigation-based text composed as the culminating assignment in a course of study focused on management.  Term papers have two key features: research and synthesis.  They present research on a particular topic, and then synthesize that research and topic with the body of knowledge gained throughout the term of study.  This is how a management term paper differs from a management reference project.  In management research papers, learners will likely use secondary sources to explore a particular aspect, theory, or practice of management in a thorough way.  In management term papers, learners will need to do this in addition to discussing how that particular aspect, theory, or practice of management fits in to the body of thought on management practices and theories that the student has become familiar with through the course readings and lectures.

In order to successfully incorporate both the research and synthesis components required for a management term paper, the learner will need to be engaged with his/her research question and research sources.  This means that throughout the process of investigating his/her assignment subject, the learner will need to challenge the ideas and materials he/she discovers using the expertise he/she has gained throughout the term.  A term paper isn't intended to be a report on research, but a critical discussion.  This means that the student should assume an authoritative position and challenge and engage the ideas of others.  During a term of study in management, a student gains an abundance of skills and knowledge to help him/her assess scholarly opinions and develop opinions of his/her own.  Therefore, whenever the writer includes a secondary source, the writer should comment on that source and discuss what he/she thinks about the source idea.

Management term papers may also require that the writer include mention of his/her own observations on or experiences with management in the workplace.  This will require the writer to reflect on his/her own actions and ideas and determine how those actions and ideas correspond with particular management theories or practices that have been discussed in class.  This displays that a student has learned how those theories or ideas play out in the real world.

All management term papers must be thoroughly and properly cited according to the citation style preferred by the course instructor.  The reports should also be scoured for grammar and spelling mistakes, as many business professors are very critical of such presentation errors.

informational Tutorial Regarding How to Communicate … Effectively

We'll follow your exact instructions! Chat with the writer 24/7.

Related Essays:

Leadership Hospitality Management Term Paper …

Leadership (Hospitality Management) This report will discuss the effective leadership style and motivational factor in hospitality management, particularly managing Red Sea Restaurant given their established culture and work environment. Currently, Red Sea Restaurant is in need of Restaurant Manager who will contribute his or her expertise in attaining consistent, if not, exceeding, quality service performance. Qualifications for the position are ascertaining proper execution of operational duties, delegating tasks, boosting staff's moral and ensuring all are in accordance to standards, among others.. Applicants which passed the screening process are Grace Hannaford and Ronan Atkins Selecting candidates that would fit the qualifications is a very critical step. This could lead to either success or failure of the team which could have a good or adverse effect in…

6 pages (1,740 words)  ·  Term Paper  ·  Leadership / Mentoring   ·  Style: Harvard  ·  4 Bibliography Sources

Leadership Technical, Interpersonal, and Conceptual Term Paper …

These variables include criterion variables, managerial behaviors, situational variables, and intervening variables. Some of these variables tend to be highly influential in determining the effectiveness of a leader. Another set of variables moderating the impact of leaders on group performance involves situational characteristics. Two situational factors influence the efforts of followers like intrinsically work-motivated properties and formal reward systems (Phillips, 1993). In the multiple-linkage theory, intervening factors could be directly affected by situational characteristics. On the other hand, situational variables could directly affect intervening variables. The Difference between position power and personal power The two common sources of power come from position power and personal power. Although they share a few things, they also have some differences. While position power stems from top management, personal…

4 pages (1,284 words)  ·  Term Paper  ·  Leadership / Mentoring   ·  Style: APA  ·  2 Bibliography Sources

Leadership, Team Building, and Communication Research Paper …

Non-supportive and offensive behavior of team members can also be a major source of conflict between work teams. Similarly, uneven job responsibilities and unhealthy competition between team members can give rise to interpersonal conflicts. If a team member feels that he is assigned greater job responsibilities than his team members without extra compensation, his satisfaction with the job decreases. He is more exposed to interpersonal conflicts with his team members. Another major source of conflict among work group or team members is lack of leadership by their supervisors. When there is no proper guidance on how to perform certain job tasks or achieve the assigned targets, the employees perform inefficiently. These inefficiencies and lack of leadership result in workplace conflicts (Bratton & Gold, 2012). In…

6 pages (2,326 words)  ·  Research Paper  ·  Leadership / Mentoring  ·  6 Bibliography Sources

Best Practices: Leadership and Management Research Paper …

Best Practices: Leadership and Management In this essay, the contemporary "Best Practices" that are continuing nowadays in the areas of Leadership and Management and consequently making a difference for organizations and managers in today's world have been discussed. Suggestions have also been made on how managers and leaders today can practice the best options and achieve better results for both the organization and themselves. A best practice can be defined as "a management idea which asserts that there is a technique, method, process, or activity that is more effective at delivering a particular outcome than any other technique, method, process, or activity" ("Definitions of Terms and Explanations of Best Practices, Guidelines, Standards, and Norms that Pertain to Repositories"). In the contemporary era, the success of…

9 pages (2,627 words)  ·  Research Paper  ·  Management / Organizations  ·  5 Bibliography Sources

Leadership in Simplistic Terms Essay …

Leadership In simplistic terms, there are two main styles of leadership -- transactional and transformational. Each of these leadership styles has benefits and drawbacks, meaning that the appropriateness of the style will be dependent on the situation of the company and the objective of the leader. This paper will analyze the two different styles and attempt to determine if either can be considered to be universally superior. Burns (1979) defined transactional leadership as giving power to perform tasks and either reward or punish the team's performance. The transformational leader motivates the team to be efficient and effective. A transactional leader is details-oriented, while a transformational leader focuses on the big picture and leaves the details to others that surround him or her. To evaluate the…

4 pages (1,215 words)  ·  Essay  ·  Leadership / Mentoring  ·  7 Bibliography Sources

View 904 other related papers  >>

Sat, Apr 13, 2024

• 5-Day Trial for $8.97
• Write a Paper for Me!
• Paper Topics
• Paper Editing Service
• Writing Samples
• Essay Writing Tutorials
• Info / FAQ / Guarantee
• Beware of Copycats!
• Listen to our radio ad!

• Text (super fast):
• 1-650-585-0005

EssayTown.com © and ™ 2001–2024.  All Rights Reserved.  Terms & Privacy

• TEXT: 1-650-585-0005
• Download 2,000,000+ Papers
• Avoid Copycats!
• Listen to our radio music ad

We use cookies to enhance our website for you. Proceed if you agree to this policy or learn more about it.

• Essay Database >
• Essay Examples >
• Essays Topics >
• Essay on Leadership

Leadership And Management Term Paper Examples

Type of paper: Term Paper

Topic: Leadership , Influence , Organization , Time Management , Skills , Innovation , Goals , Planning

Published: 01/06/2020

ORDER PAPER LIKE THIS

Leadership and Management

Leadership refers to the process by which an individual influences other individuals to complete given objectives and directs an organization in an effective, cohesive and coherent manner. It involves the application of the individual’s knowledge, skills and abilities in ensuring that the objectives are efficiently carried out (Northouse, 2007). Additionally, leadership requires the ability of convincing others (followers or employees) positively to efficiently in carrying out these objectives. Therefore, proper leadership is instrumental in successful organizations, businesses and institutions.

The main function of leadership in an organization is to impact on organizational effectiveness (O'Reilly, Caldwell, Chatman, Lapiz, & Self, 2010). Organizational effectiveness is the backbone of being successful. Success is not only measured in terms or revenue generation, but also through the effectiveness of the organization. It becomes the main mandate of leadership to ensure that an organization remains effective, relevant and achieves its required goals. This is done by acquiring quality leadership skills that enable an individual to influence others positively into achieving these goals. Leadership, therefore, entails the ability of influencing others through effective and positive communication, leading by examples and making crucial decisions that are vital to the organization. Additionally, it is the duty of leadership that the right criteria are followed in the allocation of resources in an organization, as well as role modeling, teaching and coaching the followers. It is imperative that leadership has the duty of recruiting, promoting and reacting to crucial incidents within the organization. To this end, it can be said that leadership is the driving force towards an organization’s effectiveness.

As a leader, my main responsibility in the organization would be decision making. I would adopt a leadership style that enables me to make crucial decisions, which suits the best interest of the whole organization and not a few. Therefore, I would adopt collective/participative style of leadership where members of the organization are drawn in decision making. This method would be crucial in bringing various perspectives of the given situation. The members would be encouraged to participate in decision making by giving out their ideas, knowledge, perception and information in relation to the decision.

My decision making style will be influenced by past experiences, cognitive biases and escalation of commitments. Past experiences influence my way of making decisions in future, which is making collective decision as it bring a whole range of different and creative ideas to choose from when making decisions. Differently, making a decision based on cognitive biases is influenced by prior knowledge of a given situation, as well as relying on the credibility of observed situation. Lastly, making decisions will depend on escalation of commitment with regards to having invested time and resources in reaching that given decision or situation.

Contingency leadership concentrates on the effectiveness a leader based on an individual’s style of leadership and the situation that he or she favors. On the other hand, situational leadership concentrates on the use of a leader’s skills and natural abilities to make decisions and lead in a given situation. The differences between the two styles are influenced by the fact that situational depends on the present situation whereas contingency relies on the attitudes and behaviorism of the leader (Malby, 2007).

I would convince the VP by forecasting and examining the future by coming up with a concrete plan of action. This would be crucial in showing my abilities and elements of strategy. I would explain the importance of the plan in an organization, as well as portraying my abilities to plan by coming up with a convincing future action and plans. It would be crucial to acknowledge the importance of planning as the platform by which a successful organization comes to exist. Having a viable planning ability would be crucial in managing the organization or the department properly.

It would be crucial to show my organizing capabilities by coming up with a structure, both human and material of a given situation. It would be crucial to convince the VP that organizing is crucial because it is the preparation step before one move to the execution level. My organizing abilities would be shown by preparing the steps that are to be followed in executing a plan. Without concrete organization ability, the plan is likely to fail as there will be no guidelines to be followed in executing the plan.

I would convince the VP of my ability to control ensuring that everything occurs in conformity with the plan and follows the given rules. Controlling abilities would be crucial in ensuring that the organization’s mission is followed, as well as the core business structures. I would express my ability to accurately and properly communicate the organization’s culture as it is the backbone of a proper control. Additionally, I would express my ability to influence other through binding together different individuals. Similarly, expressing the ability to harmonize and unify the activities and efforts of the organization are crucial in portraying the ability to positively influence others.

Malby, B. (2007). How does leadership make difference to organizational culture and effectiveness? Retrieved on 25th October, 2012 from http://www.cihm.leeds.ac.uk/document_downloads/new_nla_paper_leadership_and_cult re__2_.pdf Northouse, G. (2007). Leadership theory and practice (3rd Ed.). London, Thousand Oak. O'Reilly, C., Caldwell, D., Chatman, J., Lapiz, M. & Self, W. (2010). How leadership matters: The effects of leaders' alignment on strategy implementation. The Leadership Quarterly, 21, 104–113.

Cite this page

Share with friends using:

Removal Request

Finished papers: 2341

This paper is created by writer with

If you want your paper to be:

Well-researched, fact-checked, and accurate

Original, fresh, based on current data

Eloquently written and immaculately formatted

275 words = 1 page double-spaced

Get your papers done by pros!

Other Pages

Write papers for money, growing numbers of blacks are immigrating to the united states especially to the critical thinking sample, example of report on modal jazz, psychology as the behaviorist views it article review example, biopsychosocial assessment of antwone fisher research paper, bill ford speech a future beyond traffic gridlock critical thinking examples, private security law enforcementresponsibilities essay, macbeth as a tragedy personal statement examples, buddhism a spiritual experience essay examples, research paper on advertisement review heuristics in direct response advertising, research on webpages according to craap research paper examples, training techniques for aas technologies research paper examples, strengths and dark sides in leadership essay sample, relationship term paper sample, who was the historical jesus what was his message why is paul such an important critical thinking, example of using film for political change essay, essay on internal business environment in the airline industry, example of how to fail in project management without really trying case study, example of order 335670 research a country sweden research paper, good example of essay on order 335708 social securitys solvency problems, capital punishment historical social and moral implications essay example, free physical development essay sample, historical context revealing luke collaborating with paul to author hebrews research papers examples, political science essay example 4, good research paper on arbitration money laundering corruption and fraud, the role of florida in the civil war research papers example, mission statement business plan samples, communicating emotions creative writing, finance case studies examples, example of essay on tesla electric car company public relations campaign, good globalization on daily activities essay example, good essay about forwarding and countering, primal and sacral monarchic traditions essays example, the current dispute between saudi arabia and iran research papers example, sample essay on pollution and human health, good essay about understanding and managing people, a canticle for leibowitz essays, security management term papers, plantations term papers, resource allocation term papers, exploits term papers, senior management term papers.

Password recovery email has been sent to [email protected]

Use your new password to log in

You are not register!

By clicking Register, you agree to our Terms of Service and that you have read our Privacy Policy .

Now you can download documents directly to your device!

Check your email! An email with your password has already been sent to you! Now you can download documents directly to your device.

or Use the QR code to Save this Paper to Your Phone

The sample is NOT original!

Short on a deadline?

Don't waste time. Get help with 11% off using code - GETWOWED

No, thanks! I'm fine with missing my deadline

What is leadership?

All leaders, to a certain degree, do the same thing. Whether you’re talking about an executive, manager, sports coach, or schoolteacher, leadership is about guiding and impacting outcomes, enabling groups of people to work together to accomplish what they couldn’t do working individually. In this sense, leadership is something you do, not something you are. Some people in formal leadership positions are poor leaders, and many people exercising leadership have no formal authority. It is their actions, not their words, that inspire trust and energy.

Get to know and directly engage with senior McKinsey experts on leadership

Aaron De Smet is a senior partner in McKinsey’s New Jersey office, Carolyn Dewar is a senior partner in the Bay Area office, Scott Keller is a senior partner in the Southern California office, and Vik Malhotra and Ramesh Srinivasan are senior partners in the New York office.

What’s more, leadership is not something people are born with—it is a skill you can learn. At the core are mindsets, which are expressed through observable behaviors , which then lead to measurable outcomes. Is a leader communicating effectively or engaging others by being a good listener? Focusing on behaviors lets us be more objective when assessing leadership effectiveness. The key to unlocking shifts in behavior is focusing on mindsets, becoming more conscious about our thoughts and beliefs, and showing up with integrity as our full authentic selves.

There are many contexts and ways in which leadership is exercised. But, according to McKinsey analysis of academic literature as well as a survey of nearly 200,000 people in 81 organizations all over the world, there are four types of behavior that account for 89 percent of leadership effectiveness :

• being supportive
• operating with a strong results orientation
• seeking different perspectives
• solving problems effectively

Effective leaders know that what works in one situation will not necessarily work every time. Leadership strategies must reflect each organization’s context and stage of evolution. One important lens is organizational health, a holistic set of factors that enable organizations to grow and succeed over time. A situational approach  enables leaders to focus on the behaviors that are most relevant as an organization becomes healthier.

Senior leaders must develop a broad range of skills to guide organizations. Ten timeless topics are important for leading nearly any organization, from attracting and retaining talent  to making culture a competitive advantage. A 2017 McKinsey book, Leading Organizations: Ten Timeless Truths (Bloomsbury, 2017), goes deep on each aspect.

How is leadership evolving?

In the past, leadership was called “management,” with an emphasis on providing technical expertise and direction. The context was the traditional industrial economy command-and-control organization, where leaders focused exclusively on maximizing value for shareholders. In these organizations, leaders had three roles: planners (who develop strategy, then translate that strategy into concrete steps), directors (who assign responsibilities), or controllers (who ensure people do what they’ve been assigned and plans are adhered to).

What are the limits of traditional management styles?

Traditional management was revolutionary in its day and enormously effective in building large-scale global enterprises that have materially improved lives over the past 200 years. However, with the advent of the 21st century, this approach is reaching its limits.

For one thing, this approach doesn’t guarantee happy or loyal managers or workers. Indeed, a large portion of American workers—56 percent— claim their boss is mildly or highly toxic , while 75 percent say dealing with their manager is the most stressful part of their workday.

For 21st-century organizations operating in today’s complex business environment, a fundamentally new and more effective approach to leadership is emerging. Leaders today are beginning to focus on building agile, human-centered, and digitally enabled organizations able to thrive in today’s unprecedented environment and meet the needs of a broader range of stakeholders (customers, employees, suppliers, and communities, in addition to investors).

What is the emerging new approach to leadership?

This new approach to leadership is sometimes described as “ servant leadership .” While there has been some criticism of the nomenclature, the idea itself is simple: rather than being a manager directing and controlling people, a more effective approach is for leaders to be in service of the people they lead. The focus is on how leaders can make the lives of their team members easier—physically, cognitively, and emotionally. Research suggests this mentality can enhance both team performance and satisfaction.

In this new approach, leaders practice empathy, compassion, vulnerability, gratitude, self-awareness, and self-care. They provide appreciation and support, creating psychological safety so their employees are able to collaborate, innovate, and raise issues as appropriate. This includes celebrating achieving the small steps on the way to reaching big goals and enhancing people’s well-being through better human connections. These conditions have been shown to allow for a team’s best performance.

More broadly, developing this new approach to leadership can be expressed as making five key shifts that include, build on, and extend beyond traditional approaches:

• beyond executive to visionary, shaping a clear purpose that resonates with and generates holistic impact for all stakeholders
• beyond planner to architect, reimagining industries and innovating business systems that are able to create new levels of value
• beyond director to catalyst, engaging people to collaborate in open, empowered networks
• beyond controller to coach, enabling the organization to constantly evolve through rapid learning, and enabling colleagues to build new mindsets, knowledge, and skills
• beyond boss to human, showing up as one’s whole, authentic self

Together, these shifts can help a leader expand their repertoire and create a new level of value for an organization’s stakeholders. The last shift is the most important, as it is based on developing a new level of consciousness and awareness of our inner state. Leaders who look inward  and take a journey of genuine self-discovery make profound shifts in themselves and their lives; this means they are better able to benefit their organization. That involves developing “profile awareness” (a combination of a person’s habits of thought, emotions, hopes, and behavior in different circumstances) and “state awareness” (the recognition of what’s driving a person to take action). Combining individual, inward-looking work with outward-facing actions can help create lasting change.

Introducing McKinsey Explainers : Direct answers to complex questions

Leaders must learn to make these five shifts at three levels : transforming and evolving personal mindsets and behaviors; transforming teams to work in new ways; and transforming the broader organization by building new levels of agility, human-centeredness, and value creation into the entire enterprise’s design and culture.

An example from the COVID-19 era offers a useful illustration of this new approach to leadership. In pursuit of a vaccine breakthrough, at the start of the pandemic Moderna CEO Stéphane Bancel increased the frequency of executive meetings  from once a month to twice a week. The company implemented a decentralized model enabling teams to work independently and deliver on the bold goal of providing 100 million doses of vaccines in 12 months. “The pace was unprecedented,” Bancel said.

What is the impact of this new approach to leadership?

This new approach to leadership is far more effective. While the dynamics are complex, countless studies show empirical links among effective leadership, employee satisfaction, customer loyalty, and profitability.

How can leaders empower employees?

Empowering employees , surprisingly enough, might mean taking a more hands-on leadership approach. Organizations whose leaders successfully empower others through coaching are nearly four times more likely to make swift, good decisions and outperform other companies . But this type of coaching isn’t always natural for those with a more controlling or autocratic style.

Here are five tips to get started  if you’re a leader looking to empower others:

• Provide clear rules, for example, by providing guardrails for what success looks like and communicating who makes which decisions. Clarity and boundary structures like role remits and responsibilities help to contain any anxiety associated with work and help teams stay focused on their primary tasks.
• Establish clear roles, say, by assigning one person the authority to make certain decisions.
• Avoid being a complicit manager—for instance, if you’ve delegated a decision to a team, don’t step in and solve the problem for them.
• Address culture and skills, for instance, by helping employees learn how to have difficult conversations.
• Begin soliciting personal feedback from others, at all levels of your organization, on how you are experienced as a leader.

How can leaders communicate effectively?

Good, clear communication is a leadership hallmark. Fundamental tools of effective communication  include:

• defining and pointing to long-term goals
• listening to and understanding stakeholders
• creating openings for dialogue
• communicating proactively

And in times of uncertainty, these things are important for crisis communicators :

• give people what they need, when they need it
• communicate clearly, simply, and frequently
• choose candor over charisma
• revitalize a spirit of resilience
• distill meaning from chaos
• support people, teams, and organizations to build the capability for self-sufficiency

Learn more about our People & Organizational Performance Practice .

Is leadership different in a hybrid workplace?

A leader’s role may look slightly different in remote or hybrid workplace settings . Rather than walking around a physical site, these leaders might instead model what hybrid looks like, or orchestrate work based on tasks, interactions, or purpose. Being communicative and radiating positivity  can go a long way. Leaders need to find other ways to be present and accessible, for example, via virtual drop-in sessions, regular company podcasts, or virtual townhalls. Leaders in these settings may also need to find new ways to get authentic feedback. These tactics can include pulse surveys or learning to ask thoughtful follow-up questions that reveal useful management insights.

Additional considerations, such as making sure that in-person work and togetherness has a purpose, are important. Keeping an eye on inclusivity in hybrid work  is also crucial. Listening to what employees want, with an eye to their lived experience, will be vital to leaders in these settings. And a focus on output, outcomes, results, and impact—rather than arbitrary norms about time spent in offices— may be a necessary adaptation in the hybrid era .

How should CEOs lead in this new world?

Just as for leadership more broadly, today’s environment requires CEOs to lead very differently. Recent research indicates that one-third to one-half of new CEOs fail within 18 months.

What helps top performers thrive today? To find out, McKinsey led a research effort to identify the CEOs who achieved breakaway success. We examined 20 years’ worth of data on 7,800 CEOs—from 3,500 public companies across 70 countries and 24 industries. The result is the McKinsey book CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest (Scribner, March 2022). Watch an interview with the authors for more on what separates the best CEOs from the rest .

Getting perspective on leadership from CEOs themselves is enlightening—and illustrates the nuanced ways in which the new approach to leadership described above can be implemented in practice. Here are a few quotes drawn from McKinsey’s interviews with these top-level leaders :

• “I think the fundamental role of a leader is to look for ways to shape the decades ahead, not just react to the present, and to help others accept the discomfort of disruptions to the status quo.” — Indra Nooyi , former chairman and CEO of PepsiCo
• “The single most important thing I have to do as CEO is ensure that our brand continues to be relevant.” — Chris Kempczinski , CEO of McDonald’s
• “Leaders of other enterprises often define themselves as captains of the ship, but I think I’m more the ship’s architect or designer. That’s different from a captain’s role, in which the route is often fixed and the destination defined.” — Zhang Ruimin , CEO of Haier
• “I think my leadership style [can be called] ‘collaborative command.’ You bring different opinions into the room, you allow for a really great debate, but you understand that, at the end of the day, a decision has to be made quickly.” — Adena Friedman , CEO of Nasdaq
• “We need an urgent refoundation of business and capitalism around purpose and humanity. To find new ways for all of us to lead so that we can create a better future, a more sustainable future.” — Hubert Joly , former chairman and CEO of Best Buy

What is leadership development?

Leaders aren’t born; they learn to lead over time. Neuroplasticity refers to the power of the brain to form new pathways and connections through exposure to novel, unfamiliar experiences. This allows adults to adapt, grow, and learn new practices throughout our lifetimes.

When it comes to leadership within organizations, this is often referred to as leadership development. Programs, books, and courses on leadership development abound, but results vary.

Leadership development efforts fail for a variety of reasons. Some overlook context; in those cases, asking a simple question (something like “What, precisely, is this program for?”) can help. Others separate reflections on leadership from real work, or they shortchange the role of adjusting leaders’ mindsets, feelings, assumptions, and beliefs, or they fail to measure results.

So what’s needed for successful leadership development? Generally, developing leaders is about creating contexts where there is sufficient psychological safety in combination with enough novelty and unfamiliarity to cultivate new leadership practices in response to stimuli. Leadership programs that successfully cultivate leaders are also built around “placescapes”—these are novel experiences, like exploring wilderness trails, practicing performing arts, or writing poetry.

When crafting a leadership development program, there are six ingredients to incorporate  that lead to true organizational impact:

• Set up for success:
• Focus your leadership transformation on driving strategic objectives and initiatives.
• Commit the people and resources needed.
• Be clear about focus:
• Engage a critical mass of leaders to reach a tipping point for sustained impact.
• Zero in on the leadership shifts that drive the greatest value.
• Execute well:
• Architect experiential journeys to maximize shifts in mindsets, capabilities, and practices.
• Measure for holistic impact.

A well-designed and executed leadership development program can help organizations build leaders’ capabilities broadly, at scale. And these programs can be built around coaching, mentoring, and having people try to solve challenging problems—learning skills by applying them in real time to real work.

What are mentorship, sponsorship, and apprenticeship?

Mentorship, sponsorship, and apprenticeship can also be part of leadership development efforts. What are they? Mentorship refers to trusted counselors offering guidance and support on various professional issues, such as career progression. Sponsorship is used to describe senior leaders who create opportunities to help junior colleagues succeed. These roles are typically held by more senior colleagues, whereas apprenticeship could be more distributed. Apprenticeship  describes the way any colleague with domain expertise might teach others, model behaviors, or transfer skills. These approaches can be useful not only for developing leaders but also for helping your company upskill or reskill employees quickly and at scale.

For more in-depth exploration of these topics, see McKinsey’s insights on People & Organizational Performance . Learn more about McKinsey’s Leadership & Management  work—and check out job opportunities if you’re interested in working at McKinsey.

Articles referenced include:

• “ Author Talks: What separates the best CEOs from the rest? ,” December 15, 2021, Carolyn Dewar , Scott Keller , and Vik Malhotra
• “ From the great attrition to the great adaptation ,” November 3, 2021, Aaron De Smet  and Bill Schaninger
• “ The boss factor: Making the world a better place through workplace relationships ,” September 22, 2020, Tera Allas  and Bill Schaninger
• " Leading agile transformation: The new capabilities leaders need to build 21st century organizations ," October 1, 2018, Aaron De Smet , Michael Lurie , and Andrew St. George
• " Leading Organizations: Ten Timeless Truths ," 2017, Scott Keller  and Mary Meaney
• “ Leadership in context ,” January 1, 2016, Michael Bazigos, Chris Gagnon, and Bill Schaninger
• “ Decoding leadership: What really matters ,” January 1, 2015, Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan

Want to know more about leadership?

Related articles.

Reimagining HR: Insights from people leaders

What is leadership: Moving beyond the C-Suite

CEO Excellence

• Business Essentials
• Leadership & Management
• Credential of Leadership, Impact, and Management in Business (CLIMB)
• Entrepreneurship & Innovation
• *New* Digital Transformation
• Finance & Accounting
• Business in Society
• For Organizations
• Support Portal
• Media Coverage
• Founding Donors
• Leadership Team

• Harvard Business School →
• HBS Online →
• Business Insights →

Business Insights

Harvard Business School Online's Business Insights Blog provides the career insights you need to achieve your goals and gain confidence in your business skills.

• Career Development
• Communication
• Decision-Making
• Earning Your MBA
• Negotiation
• News & Events
• Productivity
• Staff Spotlight
• Student Profiles
• Work-Life Balance
• Alternative Investments
• Business Analytics
• Business Strategy
• Business and Climate Change
• Design Thinking and Innovation
• Digital Marketing Strategy
• Disruptive Strategy
• Economics for Managers
• Entrepreneurship Essentials
• Financial Accounting
• Global Business
• Launching Tech Ventures
• Leadership Principles
• Leadership, Ethics, and Corporate Accountability
• Leading with Finance
• Management Essentials
• Negotiation Mastery
• Organizational Leadership
• Power and Influence for Positive Impact
• Strategy Execution
• Sustainable Business Strategy
• Sustainable Investing
• Winning with Digital Platforms

Leadership vs. Management: What’s the Difference?

• 31 Oct 2019

The terms “leadership” and “management” are often used interchangeably. While there is some overlap between the work that leaders and managers do, there are also significant differences.

In a keynote discussion at Harvard Business School Online’s annual conference, Connext , HBS Professors Nancy Koehn and Joe Fuller explored the interplay between leadership and management and shared how they define the two disciplines.

Koehn referenced the work of HBS Professor John Kotter, who she said aptly defined the “activity of leadership.”

Leadership vs Management: What's the difference?

“ Leadership , he wrote, is the creation of positive, non-incremental change, including the creation of a vision to guide that change—a strategy—the empowerment of people to make the vision happen despite obstacles, and the creation of a coalition of energy and momentum that can move that change forward,” Koehn said.

Fuller, who teaches the online course Management Essentials , relayed his thoughts on how management compares.

“ Management is getting the confused, misguided, unmotivated, and misdirected to accomplish a common purpose on a regular, recurring basis,” Fuller said. “I think the ultimate intersection between leadership and management is an appreciation for what motivates and causes individuals to behave the way they do, and the ability to draw out the best of them with a purpose in mind.”

Watch the full keynote discussion between Nancy Koehn and Joe Fuller below:

While these definitions draw parallels between the roles of leaders and managers, they also allude to some key contrasts. Here are three differences between leadership and management.

Access your free e-book today.

How Is Leadership Different from Management?

1. process vs. vision.

Effective leadership is centered on a vision to guide change.

Whereas managers set out to achieve organizational goals through implementing processes, such as budgeting, organizational structuring, and staffing, leaders are more intent on thinking ahead and capitalizing on opportunities.

“I think of management as working with other people to make sure the goals an organization has articulated are executed,” says HBS Dean Nitin Nohria in an interview for the online course Management Essentials . “It’s the process of working with others to ensure the effective execution of a chosen set of goals. Leadership is about developing what the goals should be. It’s more about driving change.”

2. Organizing vs. Aligning

In the book, On Becoming a Leader , scholar Warren Bennis presents a list of key differences between managers and leaders , including:

• The manager administers; the leader innovates
• The manager maintains; the leader develops
• The manager focuses on systems and structure; the leader focuses on people

Managers pursue goals through coordinated actions and tactical processes, or tasks and activities that unfold over stages to reach a certain outcome. For example, they may implement a decision-making process when leading a critical meeting , or when devising a plan for communicating organizational change .

Leaders, on the other hand, are less focused on how to organize people to get work done and more on finding ways to align and influence them.

“Your central function in a position of leadership is to mobilize others so they can execute a set of individual and collective tasks,” says HBS Professor Anthony Mayo in the online course Leadership Principles .

By developing a personal leadership style through self-reflection and honest feedback , leaders can learn how to empower their employees and inspire them to both believe in and pursue important organizational initiatives.

3. Position vs. Quality

The title “manager” often denotes a specific role within an organization’s hierarchy, while referring to someone as a “leader” has a more fluid meaning.

“Manager is a title. It’s a role and set of responsibilities,” says leadership coach Doc Norton in Forbes . “Having the position of manager does not make you a leader. The best managers are leaders, but the two are not synonymous. Leadership is the result of action. If you act in a way that inspires, encourages, or engages others, you are a leader. It doesn't matter your title or position.”

Leadership is a quality that needs to be shaped. Through developing emotional intelligence and learning how to influence others , professionals of all levels can build greater self-awareness and understand how to bring out the best in themselves and others.

For seasoned and aspiring managers alike, possessing strong leadership skills can not only lead to better job performance , but an improved knowledge of how to influence the context and environment in which decisions get made.

Related: How to Be an Effective Leader at Any Stage of Your Career

Unleashing Your Leadership Potential

Leadership skills can be developed at any stage of your career. By understanding the characteristics of effective leaders and how leadership differs from management, you can develop techniques for coaching colleagues, delivering feedback, and overcoming specific organizational challenges.

Do you want to become a more effective leader and manager? Download our free leadership and management e-book to find out how. Also, explore our online leadership and management courses to learn how you can take charge of your professional development and accelerate your career. To find the right course for you, download the free flowchart .

About the Author

Want to create or adapt books like this? Learn more about how Pressbooks supports open publishing practices.

In summation, the role of leadership and management can work in different capacities, yet be the same when developing an organization. Leadership is nothing if it doesn’t build a systems’ based management structure, and management would have no support without the work of leadership as the backbone of ideals.

A review of this chapter’s major conclusions, include:

• Being ethically sound and sacrificing comforts for goals and objectives (classical ideals) make leaders strive for innovation and the improvement of society (contemporary ideals).
• Developing and systematically organizing hiring philosophies, institutional policies, budgeting processes, rewards, and decision-making styles are effective measures for managing organizations into the future.
• Leadership and management are both the same and different.
• Using the iceberg analogy and the five disciplines, leadership and management are both independent and dependent from each other, especially when achieving goals in a learning organization.

To offer parting words after this journey, it is important to understand that whatever leadership or management style chosen, it has to relate to inherent beliefs. Essentially, the iceberg below the surface is not just made in one day, it is shaped and cultivated throughout life through natural and social occurrences, assumptions, and inherent beliefs. It is very important for leaders to find their own icebergs and self-reflect on what their beliefs mean to their leadership styles and how they develop their management strategies. As prospective leaders and managers in society, it is highly important to locate and cultivate a personal leadership style to become successful in a future society.

Leadership and Management in Learning Organizations Copyright © by Clayton Smith; Carson Babich; and Mark Lubrick is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Share This Book

Leadership and Management Practice Essay

The two aspects, leadership and management are closely related in an organization. These two aspects are equally significant to any firm. In point of fact, well led and managed organizations beat the defectively managed ones. Both leadership and management within an organization determine its performance.

Severe competition within a firm is overtly associated with better leadership and management strategies. Effectual contact among the workforce of a company starts with the manager. A manager is also a sole determinant of the set goals and objectives within an organization. This paper will try to scrutinize on the pathways to management and leadership.

It is wrong to declare that all managers are effective leaders. Leaders are not also effective managers. However, most researchers assume this is real. Managers who are highly proficient will have a propensity of leading the resources at any given incident. A manager as an effective leader will always base on cooperation, teamwork and communication.

An example of a manager as an effective leader is a company where a manager spends his time guiding workers on the relevance of teamwork and their output if these goals are attained.

The second example is in a firm where the manager will try in all ways to motivate his workers depending on their performance. He will then encourage others to be like the motivated employees. An effective leader regards essential motivation and guidance of staff.

In contrast, leaders as effective managers will have to control, give orders and direction and at times supervise the performance of each and every activity at the prospect. Effective management in most cases entails planning, organizing and controlling. For a leader to be considered as an effective manager, he has to always base on an instant conformity. His major aim will be to be in control to attain initiative (Drucker 1955, p. 16).

An example of an effective manager is in a firm where the manager gives orders to the staff and ensures that the orders are strictly followed without any negotiations with the workers. Another example of an effective manager is in a firm where the leader punishes workers who do not adhere to the instructions given. An effective manager usually regards the correct employment of all assets.

Management is referred to as getting people or rather followers to do what is necessitated within a firm while leadership refers to getting people to have the urge to do what is necessitated within a company.

The ways through which these two principles affect the command utility in the incident administration system is versatile. For efficacy, there is a need for a balance between leadership and management with a human being as a deciding factor on which one is relevant (Northouse 2000, p. 20).

In a case of incident management, an incident commandant ought to know that the workers within a firm are well informed of the choices presented to achieve the set goals and objectives acknowledged in the occasion action plan. The decision of a commandant of whether to apply leadership or managerial systems of practice to attain the set goals depends on the proficiency on human resources employed in pursuing the goal.

The efficacy of a decision to either lead or manage will base on the closeness of how the insight of the knowledge, expertise and talent of persons trying to pursue the goal matches with the authenticity (Deci 1980, p. 32). When one manages or leads based on presumptions rather than authenticity, then pursuing of the planned goals can be relentlessly compromised.

To come up with an overt appraisal of proficiency of employees, firms need to coach frequently to improve the skills and aptitude of those who will work towards pursuing the set goals. It is essential for inter-agency and inter-jurisdictional exercise to take place on a regular basis.

The more these workers will take part in these activities, the more they will advance in their prospective duties. Leaders will also turn out to be more comfy as they will be using their leadership skills only at an occurrence (Charlton 2000, p. 32).

Strategies to standardize and classify skills are significant especially when the followers are not willing to cooperate regularly. Standardization of skills does well in multifaceted organizations where regular interaction proves to be difficult. In occurrences where the lives of responders are in danger, a high degree of management is necessitated.

Bass asserts that “when a responder is missing or trapped, resources must be very closely managed to ensure that not only the tactical goal of rescuing the trapped responder is completed, but that the emotions of the rescuers don’t overwhelm their ability to make effective decisions” (Bass 1985, p. 24).

In fact failure to do this will threaten the situation more. Close management of resources will be a strongest sign of leadership. An incident commandant is not only a manager but also a leader. He should be able to differentiate between throughout the incident how much and when to lead, how much and when to manage and the balance needed between the two.

There are certain leadership principles that are relevant in supporting the values of an organization. A leader should always be in the moment, be authentic and understanding, flexible, model higher performances through required behaviours that produce desired results, be respectful, inquisitive, courageous accountable and be a good instructor. These are some of the basic contributors to the necessitated values within a firm.

A leader must be able to create a prospective image regarding the vision. A leader usually gives direction regarding the vision and also institutes a purpose for the vision (Armstrong 1999, p. 42). A leader has an obligation of defending the organizations’ vision in cases where the vision is challenged by exterior forces. Leaders usually encompass the structural potency to protect the vision.

A leader must be able to promote cooperation, novelty and camaraderie among the workers for the set vision to be achieved. He should also be able to have the values that will set the pace for the achievement of the vision.

Schein attests in his book that “the exercise of generating values organizationally is pointless unless the leader’s organization is willing to change its culture to fit the values, or conversely, the values are actual descriptions of the current organizational culture” (Schein 2004, p. 30). A vision will picture the future being of a firm.

Most researchers believe that the major obligation of a leader is to guide, direct, encourage and instigate their followers. They are recognized as individuals who have authority over their societies. In this case, the autocratic type of leadership will be applied. Therefore personal beliefs have great impacts on the performance of an organization. Some people also believe that leaders have authority over situations.

They are also known to improve an organisation’s performance. In cases where individuals believe that a leader is meant to persuade people. This person will have to incorporate the persuading type of leadership (Greenleaf 1996, p. 35).

The leaders’ personal energy also influences the type of leadership to be effected within an organization. If a leader is resolute and goal oriented, his major focus will be to get all the jobs done in order to attain the set goals and objectives. In this case where the leader spends all his time monitoring how the orders are being followed by the employees, the autocratic style of leadership will have to apply (McGregor, 1960, p. 20).

When the leader gives orders to be followed but also welcomes suggestions from his followers, democratic type of leadership will apply. This is due to the fact less energy or rather effort is put in by the manager. Therefore, the energy put in the project by the leader affects the form of leadership to be practiced by the leader. The commitment put in by either the leader or the employees affects the form of leadership to be enhanced.

In cases where the employees have failed to respect their leader, only the autocratic type of leadership can apply. However, if the workers are totally committed to their duties, they contribute happily in the decision and are also focussed towards the achievement of the set goal, then the democratic form of leadership will have to be effected (Mintzberg 1973, p. 12).

Delegation of duties to workers usually makes work easier. It usually helps in the formation of a necessitated communication framework that encourages cooperation and teamwork. Empowerment of workers within an organization helps them to upgrade their skills that may result in a better performance with an organization.

The availability of trust within an organization enables the workers to know that the achievement of the set goals within an organization is for their own good but not for the firm. Delegation, empowerment and trust can be attained through a proper communication framework as per the requirements of an ethical leadership (Chartered Management Institute, 2010, p. 4). See the figure below.

The structure of effectual leadership communication

In a situation where there is a need for application of incident management, the command function or balance created sets premeditated ambitions for the occasion. In such a case, there is a need for application of motivational theories. According to the Maslow’s Hierarchy of needs Theory from the Content theory, people are enthused by a sequence of 5 common needs.

These are “physiological needs such as food and water, safety needs such as security, social needs such as love ego and esteem needs like desire for self respect and the need for self actualization” (Favell 2004, p. 12). See the figure below.

It is not recommendable to sacrifice any one of the precedence for a lower priority. Protection of property is a lower precedence than safeguarding of lives hence the lives of individuals should not be forfeited to save assets.

Maslow’s Hierarchy of Needs

As a manager, there is a need to motivate workers by increasing their pay basing on professionalism, part time jobs and other fringe services. Money can also be offered to a worker to motivate him/her to accept a new job proposed.

Money as a motivation tool can influence or persuade an individual into accepting a post that he was not ready to partake. Motivation of workers through training enables them to acquire new skills of performing a job along with new techniques of meeting challenges.

Individuals as leaders will always have different duties they will have to balance. Amongst these duties is the attainment of the set goals, coming up with a group of people and convening the necessities of individuals. In order to accomplish these duties, the pathway the leader will use is called a leadership style. There isn’t one leadership style that is recommended for all leaders.

This is due to the fact that all individuals behave in different ways and they also perform different tasks. There are different leadership styles applicable in different organizational situations. Some of the leadership styles are the directive and the persuading style (Northcraft & Neale 1996, p. 35).

When a leader uses the directive technique as a leadership style, he provides the workers with definite step by step orders and keeps an eye on the employees as the orders are pursued. One may also refer to this method as the mover and shaker/ autocratic type of leadership.

The whole technique is dictatorial and action oriented. This method necessitates the leader to always be in control of every action that takes place within the company. This technique is applied in specific organizations with special considerations (Adair 1987, p. 18). See the table below

Aspects of leaders in autocratic leadership style

The autocratic leadership style is based on a classical approach. All the powers and influences of decision making in the corporation are safeguarded by the leader. The personnel are not allowed to give in their contributions. The style also allows the setting of prizes as well as penalties for stubborn workers. The autocratic style has negative impacts on the performance of the personnel.

Despite the fact that the workers will want their opinions to be listened to, they will not be given a chance. The workers will also become nervous, apprehensive and angry. The workers are dispirited and demoralized. There is also a high rate of absenteeism leading to absconding of jobs (Luthans 1998, p. 30).

In the persuading style of leadership, the leader usually gives explicit guidelines, keeps an eye on the progress of workers in following the orders, clarifies his stand, welcomes suggestions and backs up the progress. One may also refer to this type of leadership as selling or negotiator style/democratic style of leadership.

This technique is based on relationships. The leader has to be competent in providing security, safety and enhancing steadiness within the firm. In order for the set goals and objectives within the firm to be attained, the workers must increase their in-dependability and risk taking.

The leader is in most cases supportive and also reliable (Adams 1965, p. 43). Some of the negative features that may be portrayed in this type of leadership include rigidity and criticism. See the table below.

Aspects of a leader in the Democratic form of leadership

Burns attest that the style is not applicable especially when “most successful when used with highly skilled or experienced staff or when implementing operational changes or resolving individual or group problems” (Burns 1978, p. 46). This style of leadership is the best. Furthermore, it has been attested to produce productive results to any given firm. See the table below.

General features in autocratic and democratic form of leadership

There are some situational variables that may possibly have authority over the kind of leadership to be practiced by a leader. Some of the variables include social surroundings, time and the nature of the task.

A leader may choose to incorporate autocratic leadership if communication between the workers and the leader is not well, if there is partial time to make a decision and if the task entails cooperation between two departments or firms.

A leader may choose to use the democratic type of leadership when there is ample time for decision making, if there exists a good correlation between the leader and his workers and if the task is large and complicated. These situational variables also have an impact on any other style of leadership (Guest, 1991, p. 16).

Leaders have a duty to situate their forum for it to benefit from situations that may not seem overshadowed. The capability to envisage the future and the duration of the pace to achieve the set task depends on the manager.

This will uniformly have an effect on the kind of leadership to be effected. If the set goal and objectives have to be attained within the shortest duration possible, then the leader will have to impact a leadership style that will tend to push the workers towards the achievement of the set goals and objective (Banjoko, 1996, p. 22). Therefore time affects the type of leadership to be effected in different aspects.

In conclusion, both leadership and management techniques are important for a firm to attain its premeditated aspirations and objectives. Leaders should try to vary their leadership styles to ascertain one that suits the firm. In choosing an efficient leadership style, one should consider the manager’s personal background, staff being administered and the traditions of the organization.

Managers need to determine an effective communication technique that suits the firm (Barrett 2006, p. 3). Weisinger asserts that managers “need to master the core skills and learn the capabilities entailed in the managerial and corporate rings of the leading communication framework to attain the set goals” (Weisinger 1998, p. 15).

By doing this, leaders will have to situate themselves to progress into the management matching set beyond.

Reflective Statement

Most leaders are not effective managers and a majority of managers are not effective leaders. Therefore, there is need to employ the techniques of both an effective leader and an effective manager depending on the necessities of the situation to be solved. An individual as a leader has an obligation to apply diverse forms of leadership in order to attain the set goals.

As leaders, the style of leadership to be employed should be varied depending on the situation as well as the people being led.

As a leader one should have one style to employ in a wide variety of situations. In selecting a leadership style as a leader, one should recognize that members of staff are the most important assets of a firm. As a leader, one should have the knowledge to provide the ways in which the set vision within an organization can be attained.

As a manager, your actions will also be influenced by the traditions of the firm. The energy and commitment of a leader will have an impact on the performance of an organization. The devotion of a manager to the firm’s duties will similarly increase the level of devotion of the employees. The manager’s belief on the style of leadership that works well will influence his choice on the type of leadership.

Empowerment and delegation of duties to workers along with trust will have a positive impact on the performance of an organization. As a manager, there is need to reward workers either in terms of capital or use of positive attributes basing on their performance. As a leader, one ought to employ the democratic style of leadership where juniors are also allowed to raise their suggestions.

Adair, J., 1987, Effective teambuilding: how to make a winning team , Pan Macmillan, Sydney.

Adams, J. S., 1965, Inequity in social exchange , Academic Press, New York.

Armstrong, M., 1999, Human resources management practice , Kogan Page, London.

Banjoko, S.A., 1996, Human resource management, Saban Publishers, Lagos.

Barrett, D.J., 2006, Leadership communication , McGraw-Hill, New York.

Bass, B.M., 1985, Leadership and performance beyond expectation, Free Press, New York.

Burns, J.M., 1978, Leadership , Harper and Row, New York.

Charlton, G., 2000, Human habits of highly effective organisations , Van Schaik Publishers, Pretoria.

Chartered Management Institute, 2010, Effective continuing profession development , < https://www.managers.org.uk/ >

Deci, E., 1980, The psychology of self-determination , Lexington, MA, Lexington Books.

Drucker, P., 1955, The practice of management, Heinemann, Portsmouth, UK.

Favell, I., 2004, The competency toolkit, Fenman, Cambridge.

Greenleaf, R., 1996 , On becoming a servant leader , Jossey Bass, San Francisco.

Guest, E.A., 1991, Human resource management, McGraw-Hill, London

Luthans, F., 1998, Organisational behaviour , Irwin McGraw-Hill, Boston.

McGregor, D., 1960, The human side of enterprise , Mc Graw-Hill, New York.

Mintzberg, H., 1973, The nature of managerial work , Harper & Row, New York.

Northcraft, T. & Neale, H., 1996, Organisation behaviour , Prentice-Hall, London.

Northouse, P.G., 2001, Leadership theory and practice , Sage Publications, Inc., Thousand Oaks, CA.

Schein, E., 2004, Organizational culture and leadership , Jossey Bass, San Francisco.

Weisinger, H., 1998, Emotional intelligence at work, Jossey Bass, San Francisco.

• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2022, April 20). Leadership and Management Practice. https://ivypanda.com/essays/leadership-practice/

"Leadership and Management Practice." IvyPanda , 20 Apr. 2022, ivypanda.com/essays/leadership-practice/.

IvyPanda . (2022) 'Leadership and Management Practice'. 20 April.

IvyPanda . 2022. "Leadership and Management Practice." April 20, 2022. https://ivypanda.com/essays/leadership-practice/.

1. IvyPanda . "Leadership and Management Practice." April 20, 2022. https://ivypanda.com/essays/leadership-practice/.

Bibliography

IvyPanda . "Leadership and Management Practice." April 20, 2022. https://ivypanda.com/essays/leadership-practice/.

• Autocratic Leadership Versus Participative Theory
• Leadership Styles: Democratic, Autocratic and Laissez-Faire
• Democratic vs. Autocratic Leadership Styles
• Autocratic, Democratic, Free-Rein, Coaching Leadership
• Donald Trump: Theory X and Autocratic Decision-Style Methods
• Workplace Management Styles: Autocratic Leadership
• Augustus’s Individual Autocratic Government
• Styles of Leadership Analysis
• Rhetorics in Autocratic Iraq vs. Dictatorial Belarus
• The General Motors Firm's Cultural Crisis
• An Excellent Decision-Making
• Drivers of Employee Engagement
• The problem of high turnover of nurses
• Organizational Learning: Improving Employee Performance
• International Human Resource Management Practices and Performance

Term Paper on Leadership | Functions | Management

Here is a compilation of term papers on ‘Leadership’ for class 10, 11 and 12. Find paragraphs, long and short term papers on ‘Leadership’ especially written for college and management students.

Term Paper on Leadership  

Term Paper Contents:

• Term Paper on How to be an Effective Leader?

1. Term Paper on the Definition of Leadership :

According to Jeorge R. Terry, “leadership is the activity of influencing people to strive willingly for group objectives”. Robbort Taannenbaun , Weschler and Fred Massarik defined leadership as “Interpersonal influence exercised in a situation and directed through the communication process towards the attainment of a specialized goal or goals” .

ADVERTISEMENTS:

Harold Koontz and C. Odonell state that “Leadership influencing people to follow in the achievement of common goal”. From the above definition of leadership, it follows that the leadership process is a function of the leader, the follower, and other situational variables.

L = f (l.f.s)

It should be remembered that the leaders and followers must be in a hierarchical relationship.

We quote a few important definitions on leadership from the existing literature.

These definitions reveal the essence of leadership:

1. “Leadership is the process of encouraging and helping others to work enthusiastically towards objectives”.

2. “Leadership is the behaviour of an individual which he is in-directing the activities of a group towards a shared goal”.

3. Leadership is “interpersonal influence, exercised a situation, and directed, through the communication process towards the attainment of a specified goal or goals”.

4. Leadership is “an interaction between persons in which one presents information of a sort and in such a manner that the other becomes convinced that his outcomes (benefits/considerations) will be improved if he behaves in the manner suggested or desired”.

5. Leadership “is both a process and property. The process of leadership is the use of non-coercive influence to direct and coordinate the activities of the members of an organized group towards the accomplishment of group objectives. As a property, leadership is the set of qualities or characteristics attributed to those who are perceived to successfully employ such influence”.

6. Leadership is “the relationship in which one person (the leader) influences others to work together willingly on related tasks to attain goals desired by the leader and/or group”.

The core points that run through all these definitions and which constitute their essence of leadership are the following:

(a) Leadership refers to the ability of one individual to influence others.

(b) The influence is exercised to change the behaviour of others.

(c) Behaviour is changed through on-coercive means

(d) Change of behaviour is caused with an objective of achieving a shared goal.

(e) The person influencing others (leader) possesses a set of qualities or character­istics which he uses to influence others.

(f) Leadership is a group phenomenon. It involves interaction between two or more people.

There are also many instances that hold good the very idea of leadership as working definition. Imagine that you have accepted a new job and enter a new work group. How would you recognize its leader?

One possibility of course is through the formal titles an assigned roles each person in the group holds. In short the individual designated as department head or project manager would be the one, you would identify as the group leader.

Now imagine that during several staff meetings you notice that this person was really not the most influential. Although she/he held the formal authority, there meetings were actually dominated by another person who was the top persons subordinate.

What would you conclude about the leadership in this case? Probably that the real leader of the group was the person who actually ran things—not the one with the formal titles and authority. This facts point to the following working definition of leadership that is accepted by many experts.

Leadership is the process where one individual influences other group members towards the attainment of defined group or organisational goals. Leader is an individual within a group or an organization who wields the most influence over others. Leadership influences is goal directed and involves non-coercive influence.

Leadership and Management:

Management, manager-ship and leadership are terms which are so closely related that the distinctions among them have become blurred. It is useful to place each of them in its right perspective.

Management is a process of planning, organizing, coordinating, directing, and controlling the activities of others.

Manager-ship is the process of influence for the purpose of achieving shared goals.

Both manager-ship and leadership are management tools with which managers can influence the behaviour of employees to achieve organisational goals. The distinction between them can be made on the basis of the qualifications that managers have. Managers, by virtue of being in a managerial position, have manager-ship, but they may not possess leadership or the ability to influence other people.

There are certain other differences between leaders and managers:

1. Leaders have followers, but managers do not have. Subordinates may obey managers out of fear but such compliance is not response to leadership. Similarly, all leaders are not managers. Leaders have followers but do not possess authority to manage informal leaders. Manager-ship is a fundamental characteristic of a manager.

2. Leaders have emotional appeal. They are expected to be charismatic people with great visions who can alter the mood of their followers and raise their hopes and expectations. On the other hand, managers are executed to be rational decision­-makers and problem solvers. They are expected to use their analytical minds in the process of establishing and achieving organisational goals.

3. Leaders fulfill followers’ needs. Managers and leaders try to meet organisational and employee’s personal needs. But the emphasis differs. The main aim of a manager is to meet organizational goals. Similarly, the main job of a leader is to satisfy his followers’ needs.

4. Peter Drucker and Warren Bennis have thus rightly pointed: “management is doing things right, leadership is doing right things. Management’s efficiency lies in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall” .

The distinction between management and leadership gets blurred in actual practice. In real life organizations there are no distinct leaders, there are only managers. They will be acting both in the capacity of managers as well as in the capacity of leaders. A successful manager is the one who has both the qualities and who makes use of them discretely, depending on whether he or she is required to lead or to manage.

2. Term Paper on Leadership is a Mutual Influence Process :

The discussion on the nature of leadership till now makes a reader believe that leadership is unidirectional, i.e., the leader influencing his followers. It is true that leadership refers to the influence of the leader on followers. At the same time, the characteristics of employees and their tasks do yield influence on the leader. Leadership is, therefore, a mutual influence process.

Leader’s Influence on Followers :

Why is leader able to influence his followers? What makes followers simply obey whatever their leader says?

A leader is able to change the behaviour of his followers because he enjoys power which comes to him from at least five sources:

a) Reward power which refers to the leader’s capacity to reward followers,

b) Coercive power which is the full side of reward power and refers to the leader’s capacity to coarse or punish followers

c) Legitimate power which refers to the power a leader possesses as a result of occupying a particular position or role in the organisation

d) Expert power that refers to power that a leader possesses as a result of his knowledge and expertise regarding the task to be performed by subordinates; and

e) Referent power which is dependent upon the extent to which subordinates identify with , look up to, and wish to emulate the leader.

Followers’ Influence on Leader :

The fact that the followers and situations will influence their leader is a recent discovery. Several sources of influence on the leader’s behaviour are identified.

The more important of them are:

a) Responses or performance of subordinates;

b) Characteristics of subordinates, namely, male or female, young or old, personal background, and the like;

c) The nature of the task;

d) Organizational policy and climate;

e) Peers and their influence on the leaders;

f) Influence of superiors on the leader; and

g) The leaders’ abilities and traits.

The terms Leader vs. Manager tend to be vised interchangeably. Although we understand the temptation, to do so. The two terms are not identical. The concept of managerial leadership is important because the term itself suggest necessary bringing together of the managerial and leadership roles for more effective tasks accomplishment, organisational effectiveness and human satisfaction.

A manager can manage by fear and without considering the wellbeing of organisational members—just as long as formal goals are met. Yet clarifying paths towards personal and organizational objective is a function of the managerial leader. The tasks of making these paths congruent individual can accomplish his/her personal motives while meeting the organisational goals.

The manager’s effectiveness is measured by how well formal goals are make through the productive effort of subordinate. The managerial leader should be evaluated for effectiveness on both sets of criteria, both formal goal accomplishment and informal goal accomplishment. The importance of incorporating the leadership role into the managerial role can be seen if we compare the productivity of manager who displayed concern for the wellbeing of the subordinates with those who need not.

Likert demonstrated the superior productivity associated with managers who were seen by their subordinates as “supportive” (building and maintaining employees’ sense of personal worth and importance), as compared with those who were not. The supportive managers’ units were significantly more productive than the units of the non-supportive managers.

The differences between the effective (supportive) and ineffective (non-supportive) supervisors were described in terms of the superior—subordinate relationship; the effective managers considered their subordinates “human beings rather than just as persons to get the work done” .

Low-producing managers attempted to control through their authority. In contrast, the high-producing managers used extensive participation and group leadership techniques in building an integrated team that was committed to organizational goals.

The following table summarizes a portion of results of this study:

3. Term Paper on the Theories of Leadership:

(i) trait theory :.

Before 1945 the most common approach to the study of leadership concentrated on leadership traits, suggesting that certain characteristics such as physical energy or friendliness were essential for effective leadership.

These inherent personal’ qualities like intelligence were fell to be transferable from one situation to another. But this is not possible rather requires training of the individuals for future leadership. Leadership training would gain be helpful only to those with inherent leadership traits. Certain traits predict success or failure. As Gary Yukl has observed “leadership traits are relevant and appropriate to the particular situation”. The premise that some leader traits absolutely necessary for effective leadership and possession of this traits increase the effectiveness.

Warran Bennis completed a five years study of 90 outstanding leaders and their followers. He identified 4 common traits or areas of competence shared by all 90 leaders.

i. Management of Attention:

The ability to communicate a sense of outcome, goal, or direction that attracts followers.

ii. Management of Meaning:

The ability to create and communicate meaning with clarity and understanding.

iii. Management of Trust:

The ability to be reliable and consistent.

iv. Management of Self:

The ability to know one’s self and to use one’s skills within the limits of one’s strengths and weaknesses.

Table of Traits and skills found most frequently to be Characteristic of Successful Leaders:

Leaders should also create an environment where quality matters and dedication to work energizes efforts.

i. Business Literacy:

Does the manager know the business—the real feel of it?

ii. People Skills:

Does the manager have the capacity to motivate, to bring out the best in people?

iii. Conceptual Skills:

Does the manager have the capacity to think systematically, creatively, and inventively?

iv. Track Record:

Has the manager done it before and done it well?

Does the manager have the ability to pick the right people-not clones, but people who can make up deficiencies?

vi. Judgment:

Does the manager have the ability to make quick decisions with imperfect data?

vii. Character:

The core competency of leadership is character, but character and judgment are the qualities we know least about when trying to teach them to others.

Evaluation of the Trait Theory:

The trait approach to leadership has been severely criticized by many.

Some of the limitations of the theory are the following:

1. The list of personality traits of successful leaders is too long and there seems to be no finality about it. Although hundreds of traits have been identified, no consistent pattern has emerged.

2. How much of which trait a successful leader must have is not clear. Furthermore, certain traits, particularly psychological, cannot be quantified.

3. The theory assumes that a leader is born and not trained. This assumption is not acceptable to the contemporary thinkers on the subject.

4. Contrary to what the theory assumes, leadership effectiveness does not depend on the personality of the leader alone. Other variables like the situation, the task, the organization and the characteristics of followers will equally determine the effectiveness of leaders.

5. It is a well-known fact that the people who .fail as leaders and people who never achieve positions of leadership often possess some of the same traits as successful leaders. Thus, for example, although taller people may generally be more successful as leaders, many tall people have neither the inclination nor the capabilities to be leaders. At the same time, many short people have risen to positions of leaders.

6. There is little consensus on the meaning of words used to label traits. In a study of extensive leadership qualities, a researcher demonstrated the magnitude of this problem when he asked 75 top executives to define the term “dependability”, a trait associated with effective leadership. The executives defined this trait in 147 different ways. Even after similar definitions had been combined 25 different definitions remained.

It does not mean to say that the trait theory of leadership is irrelevant. With all its limitations, the theory is still relevant because of certain merits.

One merit relates to the qualities of successful leaders. Focusing on personality traits, a review of studies carried out from 1900 to 1957 showed that leaders tend to be consistently better adjusted, more dominant, more extroverted, more masculine, and more conservative, and have greater interpersonal sensitivity than non-leaders.

The second merit relates to the influence of personality on one’s effectiveness. To define person’s personality, what he fundamentally is as a person, is an ever present and massive influence on how, and with what success, he functions as a manager.

The personality of man is his inner life, including such inner elements as background, life history, beliefs, life experiences, attitudes, prejudices, self-image, fears, loves, hates, hopes and philosophy of life. In this sense, a man is like an iceberg: only a small fraction of what he appears above the surface (his observable behaviour, what he does); the rest is his inner life, the 7/8 th of the iceberg that lie, unobservable, below the surface.

However, the managers inner personality causes or ‘spills over’ into his behaviour which in turn affects others with whom he works, eliciting from them either cooperative or resistance reactions. And, therein lies the manager’s fate: cooperative reactions from his people spell success, resistance reactions, however irrational from the manager’s viewpoint, usually assure his failure.

“It is clear that there is an influential relationship between a manager’s total personality and his success as a manager on the job. I have submitted this precise concept to several thousand practising managers over the years and based on their experience virtually all acknowledge its validity”.

Third, the view that leaders are born, not made is in fact, still popular (through not among researchers). After a lifetime of reading popular novels and viewing films and television shows, perhaps most of us believe, to some extent, that there are individuals who have re-disposition to leadership, that they are naturally braver, more aggressive, more decisive, and more articulate than other people.

Finally, the theory has certain practical implications also. If leadership traits could be identified, then nations and organizations would become far more sophisticated in selecting leaders. Only those people who possess the designated leadership traits would become politicians, officers, and managers. Presumably, organizations and societies would then operate more effectively.

Evaluation :

The situational leadership theory has generated considerable interest because it recommends a leadership type that is dynamic and flexible rather than static. The motivation, ability and experience of subordinates must be constantly assessed in order to determine which style combination would be most appropriate under flexible and changing conditions.

If the style is appropriate, according to Hersey and Blanchard, it will not only motivate employees but also help them move towards maturity. Further, the theory gives specific attention to followers and their feelings about a task or job to be done. Finally, the theory is one of the more popular leadership training models available today. Partly enhanced by success of Balanchard’s book The One Minute Manager, many organisations make use of the model and its associated instruments.

(ii) The Great Person Theory :

The theory views that leaders possess special stress that set them apart from others. And that these traits are responsible for their assuming positions of power and authority. The questions here may be asked. Are some people born to live? It is unequivocally clear that leaders are both born and made. Leaders don’t have to great man or women by being intellectual geniuses. But they do need to have the right stuff. Leadership is a demanding , unrelenting job with enormous pressure and gave responsibilities.

This orientation suggests great leaders possess key traits that set them apart from most other human beings. Furthermore the theory contends that this traits remain stable over time and across different groups.

What are the Characteristics of the Great Leaders?

Researchers have identified the following characteristics of successful leaders.

Table of Characteristics of Successful Leaders:

However we will explain several others traits that are not quite as obvious.

Leadership Motivation :

The desire to lead and influence others especially towards the attainment of shared goals. Leaders who demonstrate such personalized power motivation which to dominant others and their desire to do so is often reflected in an excessive concern with status. On the other hand leaders who evidence such socialized power motivation cooperate with others develop networks and collision and general work with subordinates rather than try to dominant and control them.

Flexibility:

Another special characteristics of the effective leaders is flexibility. That is they act according to the situational variables.

Multiple Domains of Intelligence :

Scientists have acknowledge that leaders have to be smart in a variety of different ways. In other words they have to demonstrate what is known as multiple domains of intelligence.

Leaders have to be Intelligence in Special Ways:

(a) Cognitive Intelligence:

Leader must be capable of integrating and interpreting large amounts of information. Traditionally this is the measure of ability.

(b) Emotionally Intelligence:

Refers to people’s abilities to be sensitive to their own or others emotion.

(c) Cultural Intelligence:

Most of the research on leadership has focus on culture within which leaders operate and take decision.

(iii) Behavioral Theories :

Beginning in the late 1940’s and continuing through the early 1960’s researchers moved, away from an emphasis on traits and towards the study of leader behaviours. This new approach differed from the trait oriented research in at least two ways. First, actual leader behaviours instead of personal traits were the main focus. Second, whereas most trait studies sought to separate leaders from non-leaders, leader behaviour studies wanted to determine how various kinds of specific behaviour affect the performance and satisfaction of followers.

Thus, the difference between the two approaches is summarized in Table:

Behaviours :

Another approach has been identifying the behaviours by which the leader fulfills the leadership role; the rationale is that the leader must behave in some consistent set of ways in order to interact with followers, solve problems, or encourage enthusiastic participation in important activities. If sets of behaviours could be found that distinguished between effective and ineffective leaders, then ineffective leaders could be taught how the effective leaders acted and thus become more effective.

The range of behaviours that comprise the role of the leader can be seen from the following list:

i. Representation:

Speaking and acting as the representative of the group.

ii. Demand Reconciliation:

Reconciling conflicting demands and reducing disorder to the system.

iii. Tolerance of Uncertainty:

Ability to tolerate uncertainty and postponement without anxiety or being upset.

iv. Persuasiveness:

Using persuasion and argument effectively; exhibiting strong convictions.

v. Initiation of Structure:

Clearly defining the leader’s own role, and letting followers know what is expected of them.

vi. Tolerance of Freedom:

Allowing followers scope for initiative, decision, and action.

vii. Role Assumption:

Actively exercising the leadership role rather than surrendering leadership to others.

viii. Consideration:

Regarding the comfort, well-being, status, and contributions of the leader’s followers.

ix. Production Emphasis:

Applying pressure for productive output.

x. Predictive Accuracy:

Exhibiting foresight and the ability to predict outcomes accurately.

xi. Integration:

Maintaining a closely-knit organization: resolving inter member conflicts.

xii. Influence with Superiors:

Maintaining cordial relations with superiors: having influence with superiors; the leader is seen as striving for higher status?

The factors most often regarded as differentiating between effective and ineffective leaders are two termed initiation of structure and consideration.

Consideration and Initiation of Structure :

More broadly, consideration is the showing of understanding, concern, and sympathy for the feelings and opinions of followers, being considerate of their needs and well-being, and showing willingness to explain what the leader does. Initiation of structure covers task-related behaviours, such as assigning roles and duties to group members, scheduling work assignments, defining goals and establishing task procedures, setting standards, and evaluating followers’ performance.

In reviewing the literature relating the two items of consideration and initiating structure to group performance, Stogdill reported a somewhat higher relationship between group productivity and initiating structure of the leader than the relationship between productivity and consideration. At the same time, job satisfaction was more highly related to consideration than it was to initiating structure, and consideration seemed to be related to both high productivity and job satisfaction.

Productivity and Attitudes:

What these findings indicate is that a group can become more productive when the leader exercises initiative, clarifies what the group is trying to accomplish, and clarifies what each member’s role is. Certainly a group in which the leader does not have a clear idea of what to do or how to do it (initiation of structure) would have many disputes and conflicts.

Yet the leader who displays “considerate” behaviour shows that his or her followers are important, simply by being concerned with their feelings, attitudes, and relationships. A considerate leader would be expected to develop and maintain warm and personal relationships between herself or himself and the followers, and to make sure that the followers themselves get along well.

Such a rationale can explain their relationship between having a considerate leader and followers reporting higher job satisfaction a friendlier and more comfortable place to work can reduce one’s dissatisfaction with those phases of the job.

Conflicts between Behaviours:

The two sets of leadership behaviours, consideration and initiation of structure, may create difficulties for the leader, however. In initiating structure (clarifying task, roles and procedures), the leader may have to give task accomplishment a higher priority than the feelings of subordinates or followers. Even though a follower might wish to put off doing a distasteful task, the leader may often have to insist that it should be done so that the overall task can be accomplished.

If consideration occupies a higher priority than initiating structure, on the other hand, the leader might well decide not to hurt the feelings of followers; performance feedback of a negative nature might not be given, although this creates a situation in which performance and improvement suffer.

The Considerate Leader, Productivity and Satisfaction:

If recognize that both productivity and satisfactions are important and that one need not be realized at the expense of the other, the considerate leader tends more nearly to accomplish acceptable levels of productivity as well as job satisfactions.

Although this statement may appear contradictory to what we have found out about how the considerate leader compares with the initiating leader, we should remember that a considerate leader attempts to fulfill the needs and expectations important to his or her followers; in many task situations, this means that followers want and need to know what comprises their work roles, and that they desire feedback and instruction on performance and ways to achieve higher levels of accomplishment. Being considerate, in such a case, can then include the role and expectations clarifications include in initiation of structure.

What do Leaders do?

The trait approach to leadership, we just reviewed focuses on the idea that various traits distinguish effective leaders from others. In short it focuses on who leaders are. This approach make sense to consider the idea that leaders may be distinctive with respect to the way, they behave. Leadership behaviour examines what leaders do. The general question underline the behaviour approach is quite simple—what do Leaders Do that make them effective as leaders. There are several good answers to the questions.

Participative vs. Autocratic Leadership Behaviour:

When the behaviours of leaders involves much influence over the subordinates and the decision that are made by him is the autocratic style of leadership behaviour. Someone who makes all the decision, who makes all the decisions, tell people precisely what to do and wants to run the entire show is an autocrat leader. Such a person is said to have an autocratic leadership style.

In contrast, if the boss or supervisor allow employees to make their own decisions and allow them in decision making process is said to be participative leadership style. They may be consultant with the leader and have a joined decision of some sort.

The two-dimensional model of subordinate participation, if describes subordinate’s participation in decision in terms of two dimension. The first dimension characterizes the extent to which leaders permit subordinates to take part in decision. The 2 nd dimension involves the extent to which leaders direct the activities of subordinates and tell them how to carry out their jobs.

This is the permissive—directive dimension.

Many leaders adopt a style that fits at least within one of these following categories:

1. Directive autocrat,

2. Permissive autocrat,

3. Directive democrat,

4. Permissive democrat.

Directive autocrat, is a person who makes decision without consulting subordinates and thus close supervision. Permissive autocrat is a leader who combines permissive supervision with an autocratic style of making decisions.

The other directive democrat and permissive democrat are also most suited to specific organisational condition. This leaders are to match their own styles the needs of their organisation and to change the needs accordingly.

Each of these styles of management mentioned above has very definite advantages and disadvantages associated with it.

While appraising these styles we must keep 4 major points in mind:

(i) Value—Laden Style shows emotional responses to the idea associated with the terms.

(ii) We talk in terms of pure style which must be idealistic in forms.

(iii) The leadership style must be universal approach to all situation.

(iv) This pattern of style which seek to attain organisational objectives must be treated first and is of primary concern.

These elements offers insights—need for participation, the result of commitment and the closeness of supervision required.

All managerial styles invites the participation by subordinates. To make the leadership more pragmatic and relevant the involvement of subordinates is a must.

Commitment to organisational goal is an important element that can more nearly integrate the behaviour of the individual with the activities required by the formal organisation.

The rational is that the individual who identifies with an endproduct or endpurpose and is committed to attaining it will be more motivated and take initiative towards the end. Closeness and supervision—requires by the nature of the task and the organisational purpose. The term closeness of the supervision is synonymous with control.

One of the advantages of general supervision is that some initiative an originality are important. A bureaucratic phenomenon called goal displacement is typical happening under close supervision. Under goal displacement the way in which something is done, the procedure is more important than what is to be accomplished. The rules and regulations cannot be bent before the subordinates.

Ohio State University studies and the University of Michigan studies are the two important behavioral theories.

Ohio State University Studies:

These well publicized studies were started shortly after World War II. The main objective of the studies was to identify the major dimensions of leadership and to investigate the effect of leader behaviour on employee performance and satisfaction.

From a list of leader behaviours in a wide variety of situations, two leadership dimensions were identified:

i. The initiating structure which refers to leader behaviour that defines and organizes the group tasks, assigns the tasks to employees, and supervises their activities.

ii. Consideration refers to leader behaviour that can be characterized by friendliness, respect, supportiveness, openness, trust, and concern for the welfare of the employees.

The main point in the study is that both’ consideration and initiating structure are not seen as being placed on a continuum. That is rather than a leader necessarily being low on one dimension when high on the after, the leader could be high on both, low on both, or high on one and low on the other as shown in the quadrants shown in Fig.

The findings of the Ohio State studies can be summarized as follows:

i. Consideration was positively related to low absenteeism and grievance, but it was negatively or neutrally related to performance.

ii. Initiating structure was positively related to employee performance but was also associated with such negative consequences as absenteeism and grievance.

iii. When both consideration and structure were high, performance and satisfaction tended to be high. But in some cases, high productivity was accompanied by absenteeism and grievances.

The University of Michigan Studies:

The studies were conducted during the same period as those at Ohio State and resulted in identical conclusions. As in the Ohio State University studies, researchers at the University of Michigan distinguished between two dimensions of leadership: production-centered and employees-centered.

Production-centered leaders set rigid work standards, organized tasks down to the last detail, prescribed the work methods to be followed and closely supervised subordinates performance. Employee-centered leaders, on the other hand, encouraged employee participation in goal setting and in other work related decisions, and helped ensure high performance by inspiring respect and trust.

At first the findings of Michigan studies seem to refute the Ohio state research because they place leadership on a continuum such as the one shown in Fig. and concede that the further to right the leaders go, the better off they are. But a deeper analysis reveals that employee and work orientation are two separate dimensions and that a leader can be either high or low on one or both.

Thus, the two styles discovered by the Michigan researchers were similar to those of the Ohio State people. The production-centered leadership factor and the initiating-leadership structure factor both measured work orientation, while the employee oriented factor and the consideration factor both measured people orientation.

Let us now describe in the following situational variables in detail.

Leader-Member Relations:

In a small group, especially, the interpersonal relationship between the leader and the group members is the most important single factor in determining the influence of the leader. The wholeheartedly endorsed leader has a favourable situation because of the followers’ willingness to follow him or her. If relationships are strained or poor, the leader is in a rather unfavourable situation. Group members must be urged and influenced in the performance of task activities, hardly satisfactory for promoting enthusiasm and involvement.

Task Structure:

The second most important determinant of leadership effectiveness is the extent to which the nature and requirements of the task are specified. The highly structured task influences member behaviour through the impersonal requirements of job instructions, policy statements, and workplace arrangement.

The leader need not rely on interpersonal (and hence tenuous) relationships, for the situation itself influences behaviour in task-related directions. The leader can rather quickly ascertain performance, and sanctions may be applied as necessary. The leader in a highly structured task situation faces a rather favorable (for her or him) situation.

A task with low structure is an ambiguous, poorly defined task. Little direct support is given the leader through technological requirements, and he or she enjoys no such favorable situation as in a highly structured task. No formal specifications are viable, nor are readily observable performance measures.

The leader has no more appropriate knowledge than the members, and she or he operates under rather difficult conditions. Influence and ability to specify behaviours are inappropriate, and motivation is more important than authority. A committee chairperson might be in such a position, as would a research-and-development supervisor.

Task structure depends on:

1. Goal Clarity:

The extent to which task requirements are specified or known by members.

2. Goal-path Multiplicity:

The extent to which there are alternative ways to accomplish the task.

3. Decision Verifiability:

The extent to which task accomplishment can be evaluated by objective, logical, or feedback means.

4. Decision Specificity:

The extent to which the task has but one correct outcome (an arithmetic problem) or several equally good results (establishing several alternative budgets from which the president will choose).

The right of the leader to “direct, evaluate, and reward and punish” group members is related to the power he has by virtue of being the leader. High position power, characteristic of most management positions in industry, goes with the positive and negative incentives and sanctions available to the leader. Low position power, associated with committee chair people, implies that the leader has very few means of influencing members to comply.

Situation and its Favourableness:

Because each of these elements is divided into high arid low categories, Fiedler suggested that various combinations of these three factors would describe all possible situations; by grouping studies according to the characteristics of the situation investigated, as well as by the leader’s task effectiveness, one would be able to determine which leadership style was more effective for that particular type of situation.

Eight possible situations were then identified. When they were ranked by the extent to which each particular situation was favorable for the leader’s influencing the accomplishment of the assigned task, a continuum was created.

Fiedler has pointed out that the task situation is very favourable for the leader that is, he or she exerts more influence and has more control over task performance when support and acceptance are given by members, when the leader knows what is to be done and how to go about it, and when the organization has granted the leader the authority to reward and punish the subordinates.

Conversely, the situation becomes very unfavourable for the leader’s ability to control and influence task performance when the leader is not accepted, when the task and its duties are ill defined and ambiguous, and when the leader cannot reward or punish the followers.

Fig. shows the continuum so developed, as well as the effective leadership style that was derived from intensive research efforts; “T” identifies the situations in which a task orientation is most effective, and R those in which a relationship orientation is most effective.

Leader Effectiveness in Situation:

Very Favourable:

Situation I is defined as being highly favourable, because the leader has the respect and loyalty of his or her subordinates ( good leader-member relations), the task is well-structured so that the leader does not have to impose controls and performance-related sanctions (because these are provided by the task itself), and his or her power is strong.

In this particular situation, the relationship-oriented leaders’ considerate behaviour is redundant with the already existing factor of good leader-member relations; the task-oriented leader, on the other hand, is able to focus attention on accomplishing the task goals. Such a situation would be commonly found on any assembly line when the workers and the supervisor had good relations.

Very Unfavourable :

In Situation VIII, we see that the leader and the group members do not get along well, the task is ill structured, and the leader has very weak position power all of which go to make up a situation highly unfavourable to the leader’s ability to accomplish the task.

If the leader were to be relationship-oriented, interpersonal relations would probably improve somewhat, but the ambiguities and frustrations created by the lack of structure would create a condition in which the group’s task objectives could still not be met. Because the leader has low position power, in this situation it becomes crucial that the leader adopt the strategy of initiating structure, so that the barriers to task accomplishment may be eliminated.

Leadership Perception :

Fiedler’s leadership-effectiveness model allows one to analyze any particular situation and derive a prescription of which leadership approach is likely to be more effective; the prescription is based on extensive studies of similar situations, so the analysis can prove to be of significant help.

What is especially important about Fiedler’s and House’s theories are the findings and implications that no one leadership style is appropriate under all conditions. When promoted, the effective assembly-line supervisor, for example, leaves the situation in which her or his behaviour patterns have proved to be effective and finds herself or himself in another and perhaps completely different situation.

Promotion :

As most people tend to repeat those patterns of behaviour that have proved successful in the past, any supervisor or administrator who is promoted or transferred to another type of situation can find himself or herself employing leadership behaviours that were effective in the past, under different conditions, but that are completely inappropriate in the new situation.

Human Relations Training:

The advocates of the “human relations” school of thought, especially popular in the 1950s and 1960s, asserted that the administrator who was consistently considerate would be universally effective. If we look at either Fielder’s or House’s models, we can see that the “considerate” (human relations) approach is, in fact, effective—under certain conditions.

With the help of Fiedler’s model and we note that relationship orientation is effective in only half of the total number of situations specified. Three fourths of the situations in which the relationship approach is effective are those in which leader-member relations are poor, which might typify a large number of bureaucratic industrial, business, or has good leader—member relations and VII (which calls for a task orientation, even though leader—member relations are poor).

(ii) Path Goal Theory of Leadership :

One of the most respected approaches to the study of leadership currently discussed is the path goal theory developed by Robbert House.

The essence of the theory is that the leader’s job is to use structure, support, and rewards to create a work environment that helps employees reach the organization’s goals. According to the theory, the leader must clarify goals for the subordinates and clear the path for realizing the goals.

The theory is called path goal because its major concern is how the leader influences the subordinates perceptions of their work goals, personal goals, and paths to goal attainment. The theory suggests that a leader’s behaviour is motivating or satisfying to the degree that the behaviour increases subordinate goal attainment and clarifies the paths to these goals.

The path goal theory is closely to the expectancy theory of motivation. The expectancy theory holds that motivation is the product of a desire for an outcome (valence) and the belief that effort will lead to performance (instrumentality), and the hope that performance will result in desired outcome (expectancy).

The path goal theory focuses on how leaders might influence motivation by increasing the availability and attractiveness of rewards and by strengthening the expectancies that effort can result informance and performance in rewards.

The path goal theory is one of the contingency models. The leader’s effectiveness, according to the path goal theory, in influencing rewards and expectancies depends on the characteristics of the environment and the characteristics of the subordinates. The ultimate effect of leadership behaviour on motivation and satisfaction is contingent upon the characteristics of environment and of the subordinates

Evaluation of the Theory:

On the plus side, it may be stated that the path goal theory is an improvement over Fiedler’s model in as much as the former takes into account the personality characteristics of subordinates, as well as situational variables. On the minus side, it can be mentioned that it is a post-hoc theory and is yet to be extensively tested.

(iii) Situational Leadership Theory:

Paul Hersey and Kenneth Blanchard have developed a situational model of leadership that adds “maturity” of followers as a contingency variables which deserves due consideration. The two authors feel that situational leadership requires adjusting the leader’s emphasis on task behaviours (i.e., giving guidance and direction) and relationship behaviour (i.e., offering socio-emotional support) according to the maturity of followers in performing their tasks.

Maturity in this context is understood not as age or emotional stability but as desire for achievement, willingness to accept responsibility and task-related ability and experience. The goals and knowledge of followers are important variables in determining effective leadership style.

Hersey and Blanchard believe that the relationship between leader and subordinates moves through four phases-a kind of life cycle-as subordinates develop and mature and that managers need to vary their lead directing, selling, delegation, supporting styles subordinate first enter the organization a high task orientation by the manager is most appropriate.

Subordinates must be instructed in their tasks and familiarized with the organization’s rules and procedures. At this stage a non-directive manager causes anxiety and confusion among new employees, however, a participatory employee relationship approach would also be inappropriate at this stage because subordinates cannot yet be regarded colleagues. This style is called the “directing” or “telling” approach of leadership.

As subordinates begin to learn their tasks, task-oriented management remains essential as subordinates are not yet willing or able to accept full responsibility. However, the managers’ trust in and support of subordinates can increase as the manager becomes familiar with subordinates and desires to encourage further efforts on their part. Thus, the manager may choose to initiate employee-oriented behaviours. This style is called “selling” or “coaching” approach to leadership.

In the third phase (here it is the “participating” style), the subordinates’ ability and achievement motivation are increased, and subordinates actively begin to seek greater responsibility. The manager will no longer need to be directive (indeed, close direction might be resented). However, the manager will continue to be supportive and considerate in order to strengthen the subordinate’s resolve for greater responsibility.

“Delegating” is the style which the manager follows in the final stage. Here, the manager can reduce the amount of support and encouragement as subordinates gradually become more confident, self-directing, and experienced. Subordinates are “on their own” and no longer need or expect a directive relationship with their manager.

5. Term Paper on the Managerial Grid :

A graphic depiction of a two-dimensional view of leadership style has been developed by Blake and Mounton. They proposed a Managerial Grid based on the styles of ‘concern for people’ and ‘concern for production’ which corresponded to the Ohio State dimensions of consideration and initiating structure or the Michigan dimensions of employee centered and production centered. Fig. shows a diagram of the Managerial Grid.

The grid identified five basic styles of leadership. The 9, 1 (task management) leader is primarily concerned with production and has little concern for people. This person believes in getting work done at all costs. The 1, 9 (country club management) leader is primarily concerned with people.

The 5, 5 (middle of the road management) leader represents a moderate concern for both. The 9, 9 (team management) style demonstrates high concern for both production and people and is, therefore, has minimum concern for people and production. The model is useful to managers in as much as it helps them identify their current styles and develop the most desirable style.

The most fundamental criticism of the grid is Blake and Mounton’s argument that the 9, 9style is superior to all other styles of management. The critics say, for example that managerial styles based on 9,1 direction with compliance, or 5, 5 conformity with compromise, or on 1,9 security and comfort through convenience, or on 1,1 acquiescence and compliancy, or the “clever” but corrupt relationships produced by facades or by debilitating paternalism, are, at best, second best. Actually they are quite unacceptable, in long term. In comparison with performance contributed under9, 9 other bases for work relationships seem to fall short.

But the belief that one leadership style is inherently superior to others is clearly contrary to the contingency idea of leadership. It seems unlikely that the 9, 9 management style is appropriate for organizations experiencing different growth rates, labour relations, competitions, and a host of other different problems.

6. Term Paper on Leaders and Followers :

So far we have focused on leaders—theirs traits and their behaviour. Followers by and large have ignored. But followers are the essence of leadership. Without them there is no such things as leadership.

The importance of followers and the complex reciprocal relationship between leaders and followers are widely recognised by organisational researcher. Now let us consider three such approaches: The leader member exchange model. The practice of team leadership, and the Attribution approach to leadership.

The Leader-the Member Exchange (LMX Model) :

This theory suggest that for various reasons leaders from different kinds of relationship with various groups of subordinates. One group referred to as the in-group, is favoured by the leader. Members of in-groups receive considerably more attention from the leader and larger shares of the resources they have to offer (such as time and recognition) by contrast other subordinates fall into the out group.

This individuals are disfavoured by leaders. Because of these importance of potential differences in this respect the focus of the model regarded as leader member exchange (LMX). Such findings suggest that attention to the relation between leaders and their followers can be very useful. The nature of such relationships strongly affects the morale commitment and performance of employees.

Leaders Relationship with Teams:

Traditionally leaders make decision on behalf of followers who are responsible for carrying them out. But in today’s organisation where teams predominant leaders are called on to provide special resources to team members. These teams are empowered to implement their own mission in their own ways. Team leaders help subordinates take responsibility for their own work as such they are very different from the traditional command and control leadership role.

The role of leaders in self-managed work team tend to think of individual and responsible for their decision, help fulfill their reasons we shall view the following guidelines that should be followed to achieve success as a leader:

From the above description of leadership corresponding to subordinates/followership we can draw the conclusion in the following:

1. Instead of directing people, team leaders work at building trust and inspiring team work.

2. Rather focusing simply on training individual effective team leaders concentrate on expanding team capabilities.

3. Instead of managing one-on-one team leaders attempt to create a team identity. In other words leadership helps in building followers missions and recognize their capability to establish objectives and goals.

4. Leaders always prevents conflicts between individual and encouraged the followers to resolve the differences.

5. Leaders should foresee and influence change to the extent that the leader recognize that change is inevitable. They may be prepared to make the adaptation required in the situation.

The Attribution Approach—Leaders Explanation of Followers –Behaviour :

The leaders relationship within individual subordinate playing an important role in determining the performance and satisfaction of this individuals. The attribution approach to leadership that focuses on leaders attributions of followers performance—i.e., their perception of its underlined causes.

Leaders observed the performance of their followers and then attempt to understand why these behaviour met, exceeded of failed to meet their expectation. Poor performance often possess greater difficulties than effective performance. Leaders are very much alert against why the poor performance and analyze immediately.

At this stage leaders examine these three kinds of information (Consensus, Consistency and Distinctiveness and on the basis of such information formed an initial judgment as to whether followers performs stemmed from internal causes (e.g., low effort, commitment, or ability) or external causes (factors beyond their control such as faulty equipment, unrealistic, deadliness or illness). Then on the basis of such attribution they formulate specific plans to change the present situation and improve followers’ performance.

This attribution theory suggest that such actions are determined by leaders explanation of followers behaviour.

The attributions leaders make above followers behaviour. However’ followers also make attribution about their leaders behaviour. Followers tend to rally around their leaders in times of crises what is known as the RALLY ROUND THE FLAG EFFECT. In other words they make positive attributions about their leaders during a crises situation.

Recently a dramatic boost in popularity of US President Bush following the victory in Iraq and drastic action following the terrorist attack on Sept’ 11, 2001. The American public put aside its political difference and supported the president during this crises.

In summary the attribution approach suggest that the attitude of the behaviours, leaders and the followers often reflect the attribution they make about one another behaviour. From this prospective leadership lies as much in the prescription of the people, who exercise such influence as in the prescription of those who confer the light to wield it over them.

7. Term Paper on How to be an Effective Leader?

Determining effectiveness:.

One of the most important issues facing the apply behavioural science that are human productivity—the quality and quantity of work. Productivity concerns both effectiveness (the attainment of goals) and efficiency (resource cost including those human resource cost affecting the quality of life).

Peter Drucker wrote “Effectiveness is the foundation and of success—efficiency is a minimum condition after success has been achieved. Efficiency is concerned with doing things right. Effectiveness is doing the right things” .

Leadership Effectiveness:

Leadership can be successful or unsuccessful in producing the desired response. A basic responsibility of a leader in any type of organization is to get work done with and through people, show their success is measured by the output and productivity of the group they lead. Bernard M. Bass suggested a clear distinction between successful and effective leadership.

Successful or unsuccessful depending on the extent to which one accomplishes the job. Let us assume that A’s leadership is successful when the response on B’s to A’s leadership is immediate and stimulant. If A’s leadership style is not compatible with the expectation of B’, B will not be willing to do the job sincerely and effectively. But because of A’s position power he does the job. In this case A has been successful but not effective.

On the other hand if ‘A’ attempts to lead to a successful response B will do the job and be motivated to bring about success in the job. In fact B sees this personal goals (either promotion or reward as being accomplished by this activity). This is what is mean by effective leadership. Effectiveness describes the internal state or predisposition of an individual or a group and thus it is attitudinal in nature. The following figure will clear this concept.

Fred Luthans a professor of management of the university of Nebraska conducted a 4 year observation study to determine the seniority and differences between successful manager and the effective manager.

The study reported that successful managers spend more of that time and effort inside and outside the organization and effective manager did less than the successful manager. Planning, decision and controlling activities of management are performed by effective managers to achieve the goal.

The following are the activities of the real managers recognised as effective:

a) Communication—exchanging information with the subordinates,

b) Planning decision and controlling ( managerial process) and determine the effectiveness of the manager.

c) Networking—interacting with the outsiders, socializing/politicking,

d) Human Resource Management—(motivating—reinforcing, discipline/punishing, managing conflict, staffing, training/developing).

In summary managers could be successful but ineffective having only a short lived influence behaviour of others. On the other hands if managers are both successful and effective there influence tends to lead to long ran productivity and organizational development. This really is what leader effectiveness is all about.

Charismatic Leadership: that “Something Special”:

Charismatic Leaders :

Leaders who exert especially powerful effects on followers by virtue of their commanding confidence and clearly articulated visions.

Qualities of Charismatic Leaders:

Researchers have found that charismatic leaders tend to be special in a number of important ways. Specifically, several factors differentiate charismatic leaders from non-charismatic leaders.

These are as follows:

1. Self-Confidence:

Charismatic leaders are highly confident in their ability and judgment. Others readily become aware of this. For example, John Bryan, CEO of Sara Lee, is both extremely knowledgeable and widely regarded as such by his employees.

A leader is said to have vision to the extent that he or she proposes a state of affairs that improves on the status quo. He or she also must be able to articulate that vision clearly and show willingness to make sacrifices to make it come true. This is precisely what Lee lacocca did when he took the $1 salary during Chrysler’s troubled period. For some further examples of visions stated by some well-known charismatic leaders, see table.

3. Extraordinary Behaviour:

Charismatic leaders are frequently unconventional. Their quick ways, when successful, elicit admiration. For example, much of the success of Southwest Airlines is attributed to the zany antics of its CEO, Herb Kelleher, who has been known to dress in funny costumes abroad planes.

4. Recognized as Change Agents.

The status quo is the enemy of charismatic leaders. They make things happen. This can be said about the late Roberto Goizueta, who made Coca-Cola one of the most admired—and profitable—companies in America.

5. Environmental Sensitivity:

Charismatic leaders are highly realistic about the constraints imposed on them and the resources needed to change things. Consequently, they know what they can and cannot do.

In the 1970s, Chrysler Corporation was being written off as terminal by many analysts of the automobile industry. Lee lacocca, Chrysler’s CEO, however, refused to accept this economic verdict. Instead, he launched a campaign to win government loan guarantees for Chrysler, having the way for the company’s survival. By setting an example of personal sacrifice—taking only $1 as salary for the year during Chrysler’s crises—lacocca rallied Chrysler’s tens of thousands of employees to unheard of levels of effort and, thus saved the day. Chrysler not only paid back all its loans ahead of schedule, but also it is now thriving.

World history and the history of organizations are replete with similar examples. Through the ages, some leaders have had extraordinary success in generating profound changes in their followers. Indeed, it is not extreme to suggest that some such people (e.g., Microsoft co-founder Bill Gates and former New York City Mayor Rudolh Giuliani) have changed entire societies through their words and actions. Individuals who accomplish such feats have been referred to as charismatic leaders.

These are individuals who exert especially powerful effects on followers by virtue of their commanding confidence and clearly articulated visions.

The Effect of Charismatic Leadership: Both Good and Bad:

As you might imagine, charismatic leaders have dramatic effects on the behaviour of their followers. Because these leaders are perceived as being so heroic, followers are very pleased with them—satisfaction that generalizes to perceptions of the job itself. In short, people enjoy working for charismatic leaders and do well under their guidance.

On a larger scale, research has found that U.S. presidents believed to be highly charismatic (as suggested by biographical accounts of their personalities and their reactions to world crises) received higher ratings by historians of their effectiveness as president. In short, evidence suggests that charismatic leadership can have some very beneficial effects.

It is important to caution, however, that being charismatic does not necessarily imply being virtuous. In fact, throughout history, many of the most vicious dictators (Adolph Hitler and Osama Bin Laden, among them) were able to rise to power because of the considerable charisma they had. Indeed, it was their clear visions of different worlds, misguided through they may have been, that led them to have such profound effects on their followers.

Transformational Leadership: Beyond Charisma :

Although Charisma is important, the most successful leaders also do things that revitalize and transform their organizations. Accordingly, their orientation is referred to as transformational leadership—leadership in which leaders vise their charisma to transform and revitalize their organisations.

Characteristics of Transformational Leaders:

Transformational leaders may be described in terms of several characteristic. First they have charisma (provide strong vision and a sense of mission). For e.g., Dr. Martin Luther King had vision of world peace and also executed charisma all along his leadership. But charisma alone is insufficient for changing the way an organisation operates.

For this transformational leaders must provide the following:

(a) Intellectual Stimulation:

Transformation leaders help their followers recognised problems and ways of solving them.

(b) Individualized Consideration:

Transformational leaders give their followers the support, encouragement and attention they need to perform their jobs well.

(c) Inspirational Motivation:

Transformational leaders clearly communicate the importance of the company’s mission and rely on symbols to help focus their efforts.

In so doing transformational leaders seek to elevate followers to do their own things. Transformational leaders do a good job of inspiring change in the whole organisation.

The following guidelines:

Related Articles:

• Leadership: Term Paper on Leadership | Process | Directing | Management
• Term Paper on the Theories of Leadership | Process | Directing | Management
• Leadership: Definitions, Features and Importance of Leadership
• Difference between Management and Leadership

We use cookies

Privacy overview.

Essay on Management and Leadership

• 8 Works Cited

Successful organizations have strong leaders and managers that develop, support and encourage employee longevity within a company. There is a significant difference between leadership and management however both skills have to be used collectively and both are important to a profitable organization. Leadership is a notion of communicating an organization’s vision, whereas management is more of the implementation of the organization’s vision. The manager typically carries out the responsibilities written by the organization and has a good team underneath them to carry out the duties and meet the goals. Most companies have a mission statement that mirrors and supports a company’s vision. When referring leadership and management, the two …show more content…

According to Hersey and Blanchard (1998), there are three areas required for effective leadership. Technical skills, which includes clinical expertise and knowledge as it pertains to nursing. Secondly, human skills, which is the ability and judgment to work with people in leadership roles. And lastly, conceptual skills which is the ability to understand the complexities of overall organization and figure out how and where one’s own strengths of management fits into the overall organization (Cherry, Jacob 2011). Leadership is unique compared to any other role because of its responsibility for people. Good leaders are followed merely because they have gained people’s trust and respect. Management: Management involves the tactical aspect of day to day functions and who keeps control of the work environment to make sure the organization is moving forward and in the same direction of the company’s vision. Managers are faced with many responsibilities each day, one of which is managing people. The goal of a successful manager is to achieve the highest productivity of the organization by way of the people he/she manages. A manager is more of a problem solver and takes care of work areas relating to people management, time management, decision making etc. According to Lewin (1951) and White & Lippit (1960), there are three prevalent management behavior styles: Authoritarian, democratic and laissez-fare (Cherry,

Manifesto: Management Process

What is management? According to Kinicki Williams textbook “Management, management is defined as the pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling the organization resources (Ch. 1, pg. 5 Management: A practical introduction). I believe in order to be an effective manager you must be a positive, goal orient, organized individual. I also believe an effective manager is an individual that motivates their staff and leads by example. I believe all managers should follow the management process.

Management and Leadership Cmi Level 5

What is Management? This is in itself is open to debate in various cultures and practices as there are a number of different managers across all areas of life from a shift manager, upper, lower and middle management to a football club manager. To me a manager is an individual who is in charge of a certain group of tasks, or a certain subset of a company. A manager often has a staff of people who report to him or her, but can also just be held

Management and Leadership Essay

As a Naval Officer I had the opportunity to experience both leadership and management. Today's Navy operates with fewer people and resources than before. Therefore, leadership and management are more important than ever. Very early in my career I was taught leadership and as I advanced through the ranks I experienced management.

Essay about Management and Leadership in the Early Years

Throughout this assignment a discussion will take place into the theories of leadership, whilst examining the role of managers within the context of the early years. A series of management competences will be evaluated, whilst investigating the notions of leadership and collaboration.

An Effective Professional Nurse Leader

Leadership and management are two terms which are different and should not be confused with one another. The difference in these terms is based upon their motivation, personal history, how they think and act, their orientation toward goals, work, human relationships and themselves, and their views of the world (Grossman & Valiga, 2009, p.5). In leadership, their vision and goals come from a personal interest and passion in which may not be within the goals of the organization. In management, their vision and is from within the organization and not from their personal interest or

Essay about Understanding Leadership

There are four main leadership styles, the first being Autocratic style which the manager retains as much control and decision making authority as possible, the manager does not give employees any input or consultation. The next is Bureaucratic which is where the manager manages ‘by the book’ which is where everything must be completed according to procedure and protocol. Mangers using this style will only consult with those above them in the chain of command. They simple enforce the rules of the workplace. The next style of leadership is Laissez-Faire which is also known as the ‘hands off’ approach to management. The manager usually provides little or no direction and give employees as much freedom as possible. All power is given to employees and they are to dictate their own work ethics. The last leadership style is the Democratic style which is also known as the participative style and this is where employees are encouraged to be a part of the decision making process. The democratic manager keeps their employees informed about everything that affects

Principles of management and leadership Essay

To fully explain the relationship between Leadership and Management we need to appreciate that the two go hand in hand, they are by no means the same thing but they complement each other when driving any team to perform and exceed targets within a business. The manager’s job is very task-focused. They often have to follow company

Leadership vs. Management Essay

• 3 Works Cited

Much has been written about the difference between management and leadership. In the past, competent management staffs ran effective companies. In light of our ever-changing world, however, most companies have come to realize that it is much more important to lead than to manage. In today's world the old ways of management no longer work. One reason is that the degree of environmental and competitive change we are experiencing is extreme. Although exciting, the world is also very unstable and confused. In an article entitled What’s the Difference between Your Hospital and the Other? Gary Campbell states that the difference between a manager and a leader is that the manager “finds himself quite willing to

Essay about Leadership

From your perspective, based on the video and articles for this activity, how did GE

Leadership Analysis : The American Organization Of Nurse Managers

There are many skills, traits, and behaviors one must possess in order to be an effective leader. The American Organization of Nurse Executives (AONE) has compiled a list of competencies and skills that nurse leaders should be proficient in. The five competency domains identified by AONE (2011) are “communication and relationship building, knowledge of health care environment, leadership skills, professionalism, and business skills” (p. 3). The competency domain I believe is essential for one to possess in order to be an effective executive nurse leader is communication and relationship building. The competencies AONE (2011) listed under the domain communication and relationship building are “effective communication, relationship management, influence of behavior, ability to work with diversity, shared decision-making, community involvement, medical staff relationship, and academic relationships” (p.3). I will discuss how Tom (nurse manager of a psychiatric unit) did not meet these specific characteristics under that domain.

Essay on The Difference Between Management and Leadership

• 1 Works Cited

The act of directing and controlling a group of people for the purpose of coordinating and harmonizing the group towards accomplishing a goal beyond the scope of individual effort. Management encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

Leadership versus Management Essay

Is every good manager a good leader? Is every leader a good manager? Leadership and management are often used in similar perspectives, yet they do not share the same meaning. Leaders are exactly what the name says - they lead team members to success. Managers, like leaders, have the meaning referenced in the name. Managers manage over employees, striving for success. The two titles can be used simultaneously with one person, but this is a rare occurrence.

The Field Of Leadership And Management Essay

In this topic we talk about many different forms of leadership and how it can affect relations between the corporate leadership entities and union leadership. Most often we see or read about in the news the break down between negotiations between the corporate leaders and the union leaders causing production to come to a halt while items are being negotiated.

The Elements Of Leadership And Management Essay

Within each organization there should be effective leaders who should be able to maintain an organization’s vision and mission. These leaders are part of the management that can effectively lead a growing organization to succeed. There are various tools such as character traits, influence, persuasion, and change which can help an effective leader manage. A manger/leader should be prepared to persuade and influence others by using their character traits. Theories of leadership, management, and influence and change will be a major topic in this paper. This paper will discuss each of the elements of leadership and management, and how influence, persuasion, and change can affect the outcome.

Management and Leadership Skills Essay

Murphy (2005) maintains that leaders are accountable for helping their follower’s to become efficient and support them to develop their strengths and abilities. Distinguishing and categorising between different leadership styles can be done in several ways, (Gopee and Galloway, 2009). In this essay traditional classification of authoritian (autocratic), democratic, permissive (laissez-faire) and bureaucratic styles of leaders will be discussed.

Related Topics

College Term Paper

🖋 best way to write a great college term paper, term paper on leadership and management.

Leadership vs Management Term Paper:

Leadership and management are the major factors which ensure the appropriate functioning of every organization. The leader of the institution is supposed to be able to control the activity of the firm and organize the work of the whole staff well. a good leader is the personality who possesses well-developed leadership and management skills and is able to find the common speech with people and calm down the conflicts in the workplace.

Moreover, a good manager is expected to possess knowledge about the right encouragement and motivation of the employees. Leadership and management are two integral components of the successful and effective work of the leader who controls the work of the firm. He should be not only the professional in his sphere (business, politics, education, healthcare, etc), but also possess skills of the psychologist who knows about the human character and behaviour a lot.

Hire a custom writer who has experience. It's time for you to order amazing papers!

It is leader who is supposed to teach the novice employees to master the skills required for the professional work. He should inform the staff about all the aspects of work, the problems, success and failure. The leader is the person who has respect and support from his staff and if the leader has decided to act in the certain chosen way, the staff would support him, because he has won the employees’ credit with the help of his charisma and activity. It is natural, that it is very difficult to train the leadership skills and become a good manager, but no one is born a leader at once and every successful manager works hard to achieve his high results.

Leadership and management are the interrelated elements of the successful organization of every business and any other institution. The student can demonstrate his knowledge and creativity and complete a good term paper which would inform about the issues of leadership and management from all possible sides. The term paper is a broad assignment which would observe the impact of leadership on the quality of management and the successful work of the company. The student is able to support his point of view with the help of the reliable evidence and cases from the real life.

A term paper is a serious and big in volume assignment which can hardly be written without the detailed instructions of a free example term paper on leadership and management which has been designed by the experienced writer in the Internet. The student is able to solve his problems with writing due to the constructive advice found in the free sample term paper on leadership and management. It is obvious that the example will teach students to compose a logical text and format the assignment well.

Related Term Papers:

• Christian Leadership Term Paper
• Term Paper on Managerial Psychology
• Difference Between Leadership and Management
• Character in Leadership

Haven't found the Essay You Want?

For Only $13.90/page

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

6 Common Leadership Styles — and How to Decide Which to Use When

• Rebecca Knight

Being a great leader means recognizing that different circumstances call for different approaches.

Research suggests that the most effective leaders adapt their style to different circumstances — be it a change in setting, a shift in organizational dynamics, or a turn in the business cycle. But what if you feel like you’re not equipped to take on a new and different leadership style — let alone more than one? In this article, the author outlines the six leadership styles Daniel Goleman first introduced in his 2000 HBR article, “Leadership That Gets Results,” and explains when to use each one. The good news is that personality is not destiny. Even if you’re naturally introverted or you tend to be driven by data and analysis rather than emotion, you can still learn how to adapt different leadership styles to organize, motivate, and direct your team.

Much has been written about common leadership styles and how to identify the right style for you, whether it’s transactional or transformational, bureaucratic or laissez-faire. But according to Daniel Goleman, a psychologist best known for his work on emotional intelligence, “Being a great leader means recognizing that different circumstances may call for different approaches.”

• RK Rebecca Knight is a journalist who writes about all things related to the changing nature of careers and the workplace. Her essays and reported stories have been featured in The Boston Globe, Business Insider, The New York Times, BBC, and The Christian Science Monitor. She was shortlisted as a Reuters Institute Fellow at Oxford University in 2023. Earlier in her career, she spent a decade as an editor and reporter at the Financial Times in New York, London, and Boston.

Partner Center

Brought to you by:

6 Common Leadership Styles - and How to Decide Which to Use When

By: Rebecca Knight

Being a great leader means recognizing that different circumstances call for different approaches.

• Length: 1559 word count
• Publication Date: Apr 9, 2024
• Discipline: General Management
• Product #: H085MC-PDF-ENG

What's included:

• Educator Copy

$4.50 per student

degree granting course

$7.95 per student

non-degree granting course

Get access to this material, plus much more with a free Educator Account:

• Access to world-famous HBS cases
• Up to 60% off materials for your students
• Resources for teaching online
• Tips and reviews from other Educators

Already registered? Sign in

• Student Registration
• Non-Academic Registration
• Included Materials

Research suggests that the most effective leaders adapt their style to different circumstances — be it a change in setting, a shift in organizational dynamics, or a turn in the business cycle. But what if you feel like you’re not equipped to take on a new and different leadership style — let alone more than one? In this article, the author outlines the six leadership styles Daniel Goleman first introduced in his 2000 HBR article, “Leadership That Gets Results,” and explains when to use each one. The good news is that personality is not destiny. Even if you’re naturally introverted or you tend to be driven by data and analysis rather than emotion, you can still learn how to adapt different leadership styles to organize, motivate, and direct your team.

Apr 9, 2024

Discipline:

General Management

Harvard Business Review Digital Article

H085MC-PDF-ENG

1559 word count

We use cookies to understand how you use our site and to improve your experience, including personalizing content. Learn More . By continuing to use our site, you accept our use of cookies and revised Privacy Policy .

Management And Leadership Essay

The concepts of leadership and management are often used interchangeably. However, the 21st century positions leadership and management as the two distinct organizational categories. Today, management and leadership represent the two different organizational concepts that produce significant influence on the state and effectiveness of any organization’s culture. Apple is a company which, among few others, was able to create a new vision of a talented leader in business. Through the prism of Apple’s experience, a leader is a person who uniquely combines the roles and responsibilities of a talented leader and a hard working manager.

A good leader is the one who creates and maintains a healthy organizational culture through vision, communication, charisma, inspiration, and the desire to win. A leader is a person who can protect the culture during bad times by making the company more flexible and adaptable to the changes in business and economic environments. Management versus Leadership: Is There Any Difference? That management and leadership are two different categories is difficult to deny. Today, “management competency involves establishing and executing a set of processes that keep a complicated system operating efficiently” (Hass et al.

2008, p. 7). Key elements of management include planning, organizing, controlling, and monitoring (Hass et al. 2008). Managers are being actively involved in the processes like budgeting, staffing, and problem solving (Hass et al. , 2008). Management is believed to keep the basic organizational bureaucracies functioning (Hass et al. , 2008). Leadership comprises a different set of functions and processes. The latter create and promote change and help organizations to adjust to changing business conditions and environmental shifts (Hass et al.

Order custom essay Management And Leadership Essay with free plagiarism report

2008, p. 7). Leadership is about creating a vision, aligning individual interests with those of the organization, and motivating/ inspiring people to change themselves and the organization, for which they work (Hass et al. , 2008). These differences, however, do not mean that leadership and management are absolutely different and never merge. It would be fair to say that the success of any organization is in how well it can combine its managerial and leadership practices, to form a cohesive set of cultural principles, approaches, and beliefs.

When talented leaders create a new organization or initiate a change, sound managerial processes must be in place, to maintain the pace of the ongoing change and to control organizational growth (Hass et al. , 2008). When the company develops an effective system of management which controls and monitors organization’s development, effective leadership is needed to build a strong organizational culture and to cope with the growing resistance to change (Hass et al. , 2008).

Henry Mintzberg emphasized the need for a good manager to be a good leader. A balanced combination of managerial skills and leadership talents is the basic precondition for any company’s continuous business success. According to Mintzberg, the roles and responsibilities of a manager are divided into the three basic categories: informational (monitor, disseminator and spokesperson), interpersonal (figurehead, leader, and liaison), and decisional (entrepreneur, disturbance handler, resource allocator and negotiator) (Koontz & Weihrich, 2006).

To build and maintain a healthy organizational culture, a leader must: (a) promote and control information exchange processes; (b) monitor and assess each department’s operations and success; (c) highlight external views into the organization and align them with the subordinates’ vision of the organization from within; (d) empower and supervise teams; (e) allocate and monitor the effectiveness of various human and material resources; (e) negotiate conflicts and create a cohesive atmosphere of collaboration in the organization (Koontz & Weihrich, 2006).

A talented leader “is considered to be someone with vision and ability to articulate that vision to the team, so vividly and powerfully that it becomes their vision” (Koontz & Weihrich, 2006). Vision, strategy, and people are the three different dimensions of strategic leadership in organizations. Vision defines the purpose; strategy articulates the plans to achieve the purpose; while the people dimension defines who carries out the strategy (Koontz & Weihrich, 2006).

According to Appelbaum and Paese (2010), to build and maintain a healthy culture, a good leader will have to be a: (1) Navigator (working quickly through the complex set of issues); (2) strategist (developing a long-term course of actions and aligning these with the organization’s vision); (3) entrepreneur (identifying and using opportunities for new markets and products/ services); (4) mobilizer (building proactively various resources to quickly achieve complex objectives); (5) talent advocate (hiring and retaining the best talents); (6) captivator (building commitment and passion toward the common organizational goal); (7) global thinker (integrating information from various sources, to optimize organizational performance; (8) change driver (creating an environment that accepts change and making change happen); and (9) enterprise guard (promoting and improving stakeholder value through effective decision-making).

Leaders, Organizational Culture, and the Example of Apple The process of creating a healthy organizational culture is not an easy one. Leaders are the sources of the major cultural vision and are the foundation of healthy cultural environments in organizations. The process of building a healthy organizational culture begins the day the leader decides to create a new organization; here, the leader is to fulfill the two distinct roles: (1) to establish and assess the legitimacy of the economic and socio-political environment; and (2) to integrate separate structural and human organizational factors into a single system of business operation (Sinha, 2009).

External legitimacy implies the need for the leader to create organizations and products which meet society needs, follow the basic financial and legal requirements, and fill the existing market gaps (Sinha, 2009). Internal integration is the leader’s responsibility to create or leverage diverse resources, including workforce, and to integrate these resources with the structural procedures and operations within the organization (Sinha, 2009). According to Sinha (2009), the process of creating and maintaining a healthy organizational culture usually follows a common sequence of steps, from the selection of employees, through humility-inducing experiences, training, adequate rewards and careful adherence to the company’s values, to reinforcement of organizational culture through success stories and consistent role models.

In this sense, Apple’s CEO Steve Jobs exemplifies all of these elements: he is a role model for his followers, a talented manager who can successfully integrate human resources with the basic operations and organizational structures, and the carrier of the company’s vision, which inspires and reinforces the sense of change in Apple. My practical experience suggests that every organization is unique, and so are their leaders. Every leader must cope with a complex set of leadership and managerial responsibilities, which each organization’s unique needs. “As founder and CEO, and a very visionary and hard driving one at that, Jobs has imprinted aspects of himself on the culture.

From his creation of the Macintosh, to the current iPad, Jobs’s personality and mindset shine through” (Ancona, 2010). Generally, to be a CEO means to be able to allocate resources effectively, to monitor job performance and the company operations, and to prepare the organization to change. Jobs is among the few who changed the image of traditional CEO changed his organization to the extent which turned Apple into the leader of the technological market. The recent iPad and iPhone 4G products have created a revolution in the public ideas about technology and its opportunities. Jobs seeks to prove that there are no limits to innovation; nor are there any limits to organizational and leadership success.

Jobs’s leadership phenomenon suggests that talented managers (read: leaders) will have to (a) provide clear priorities combined with extensive communication and sufficient freedom to improvise; (b) enhance learning through experimentation and learn from the future uncertainties; and (c) link the existing projects to the future at predictable intervals (Anonymous, 2002). Steve Jobs does not simply monitor the quality of business operations. His leadership functions are not limited to setting a vision and hiring the best talents. Jobs’s leadership makes him an example hundreds of his employees would be willing to follow. In this sense, Jobs confirms exemplification to be an essential element of successful leadership. Jobs is self-sacrificing and demonstrates relentless commitment to the continued success of Apple in the computer market through developing and bringing a user-friendly computer to people (Harvey, 2001).

Jobs is able to organize people around a common goal and positions himself as a person, who can quickly assess the far-reaching implications of every situation and its potential effects on the organization’s performance (Harvey, 2001). The success of Apple is in providing customers with the applications they need – the applications that are aesthetical, user-friendly, and extremely sophisticated. These are the applications that give customers a sense of being ahead of others and, simultaneously, push Apple to the foreground of the global competitive markets. Globalization, Management and Leadership: A New Set of Ideals Chalhoub (2010) is correct in that globalizing markets impose new forms of competitive pressures on business organizations and players.

These competitive pressures require that companies learn to both cooperate and compete (Chalhoub, 2010). Today, business performance in organizations heavily depends on the managers’ ability to make effective investment decisions and to use technology and innovation as essential component of their business culture (Chalhoub, 2010). For years, the term “innovation” was used to signify the process of developing and launching a new product or idea; today, innovation includes processes which organizations can use to build performance-driven cultures (Challhoub, 2010). Globalization results in the development of the new cross-cultural ideas in management and leadership.

Diversity of human resources, ideas, and solutions has become the distinctive feature of present day leadership. Globalization increases labor mobility and causes a strategic shift away from industrial age to a global knowledge environment, in which the creation and transition of knowledge create new competitive opportunities and are the sources of the new competitive advantage (Chalhoub, 2010). In this atmosphere, leaders must turn their organizations into a complex composition of global knowledge from various sources – the task which Apple successfully fulfilled. Globalization requires that companies adopt a new global entrepreneurial mindset and encourage entrepreneurship, to foster innovation and to reward employees for their achievements.

Performance appraisal is the distinctive feature of global leadership, without which building a healthy organizational culture is virtually impossible (Chalhoub, 2010). Globalization makes leaders more attentive in their choice of the best leadership style, because the latter “help create a social identity that goes beyond financial rewards and attracts employees with a cause – those who draw personal satisfaction and pleasure from intellectual growth” (Chalhoub, 2010, p. 243). Participation, collaboration, innovation, and knowledge management are the features, which every leader must know and use, to make his organization competitive in globalized markets. Steve Jobs and Apple exemplify a complex set of innovative and leadership ideas or, to be more exact, ideals.

Innovation is the basic feature of Apple’s continuous success in the market. The culture at Apple is not about technological innovation, but the development of the innovative employee mindset. By spreading innovations and making it available to consumers, Jobs was able to build a new commitment: people do not simply create new computers or cell phones, but seek to change the way customers think, work, learn, and cooperate (Ancona, 2010). At Apple, innovation is the core element of the organizational culture, while culture is the determining feature of the company’s strategy. Based on this information, leaders and companies can use the following strategies to build their culture: 1.

Pennington (2009) suggests that companies decide that their culture is the source of competitive advantage. To build a healthy organizational culture, leaders should conduct regular audits, to identify areas that no longer work efficiently (Pennington, 2009). Creative tension must provide employees with a compelling goal and present them with the ultimate prize they get for their achievements (Pennington, 2009). I believe that annual employee surveys could help to identify the needs of employees and to link them to the strategic company goals: from my experience, annual surveys are the most effective way for leaders to identify employee needs and to link them to the major company goals.

To maintain a healthy organizational culture, the leader must hire the best talents and to help applicants align with the culture, to improve achievement results and their working relationships (Pennington, 2010). For organizational culture to be healthy, the leader will need to cultivate culture carriers at every level, drive out mistrust, and protect the culture when times are bad – this is what Steve Jobs did for Apple in 1997, making the company innovative and adaptable to changes (Anonymous, 2002). 2. Rogers and Meehan (2007) suggest that to build a healthy organizational culture, leaders must set expectations, align the leadership around common goals, required behaviors and vision, focus their organization on delivering business agenda, manage culture by managing its drivers, and communicate and celebrate the desired cultural change.

Ultimately, the success of the major cultural endeavors is measured on a day-to-day basis through the continuous improvement of business operations and even through the responsiveness of the customer service team to customers’ complaints (Rogers & Meehan, 2007). Whether leaders can utilize the existing knowledge and build a healthy culture depends on how well they understand their organization, its drivers and controversies, and how effectively they can integrate available human resources with the existing operations and structures. Conclusion The concepts of leadership and management are often used interchangeably. However, the 21st century positions them as the two distinctly different organizational categories. Management exemplifies a set of processes necessary to keep the organizational system operating efficiently.

Leadership creates and promotes change, inspires employees, develops commitment to the common objectives and goals, and makes organizations more adaptable to the changes in economic and business environments. Globalization has changed the image of leadership, making it more complex, flexible, and diverse. The mobility of labor force and the growing diversity of ideas turn performance appraisal and innovation into the basic features of global leadership success. Steve Jobs is a unique example of talented leadership, which comprises innovation, commitment, self-sacrifice, and is a role model for dozens of employees to follow. Steve Jobs proves that leaders are the fundamental creators of a healthy organizational culture and are the basic sources of commitment to change.

• Ancona, D. (2010). Insanely great leadership. Washington Post. Retrieved July 16, 2010 from http://views. washingtonpost. com/leadership/panelists/2010/01/insanely-great-leadership. html
• Anonymous. (2002). Transformational leadership @ Apple. Strategic Direction, 18, 6, 5-7.
• Appelbaum, L. & Paese, M. (2010). What senior leaders do: The nine roles of strategic leadership. DDI Competitive Advantage. Retrieved July 16, 2010 from http://www. ddiworld. com/pdf/ddi_WhatSeniorLeadersDoTheNineRoles_wp. pdf Chalhoub, M. S. (2010).
• Innovation management and thought leadership – A central requirement in a global competitive environment. The Journal of American Academy of Business, 16, 1, pp. 240-245.
• Harvey, A. (2001). A dramaturgical analysis of charismatic leader discourse. Journal of Organizational Change Management, 14, 3, 253-265.
• Hass, K. B. , Horst, R. V. , Ziemsky, K. & Lindbergh, L. (2008). From analyst to leader.
• Management Concepts. Koontz, H. & Weihrich, H. (2006). Essentials of management.
• Tata McGraw-Hill. Pennington, R. G. (2009). Yes, but how? Nine tips for building a culture focused on results, relationships and accountability. Industrial Commercial Training, 41, 3, 146-150.
• Rogers, P. & Meehan, P. (2007). Building a winning culture. Business Strategy Series, 8, 4, 254-261. Sinha, J. B. (2009). Culture and organizational behavior. SAGE Publications Ltd.

Cite this Page

Management And Leadership Essay. (2018, Jun 07). Retrieved from https://phdessay.com/management-and-leadership-essay/

Run a free check or have your essay done for you

More related essays

Tactical Leadership vs Organizational Leadership Walter Trotter United States Army Sergeant Major Academy Class 63 SGM Stephens/MS Walker August 19, 2012 Tactical Leadership VS Organizational Leadership There are certain things.

Top down leadership has in many ways been the cultural gnome in terms of leadership styles for probably the longest time in history Likert termed it Exploitive authoritative. “In this.

This essay addresses the Leadership Behaviors of Path-Goal Theory. It critically examines their importance while showing how they relate to each other. Citing relevant examples, the essay also discusses how.

Not every person is given the opportunity to be a leader in the best sense of the word. Many are convinced that being ahead of everyone is very prestigious, but.

In businesses and organizations, the ideas behind the terms management and leadership are often tagged as having the same meaning.  The two terms are interchanged frequently with respect to their.

The world has changed significantly since globalization. Along with it, the concept of business management and leadership has changed too. In today’s world, a manager must be an open-minded person.

For this report I will describe how Effective Communication is key within management. Effective communication between a manager and team is important as a manager’s job is 90% communication. Effective.

Abstract This research paper examine in detail, the roles and responsibilities of organizational managers and leaders, in creating a healthy organizational culture. The paper will explain key terms in management and.

We use cookies to give you the best experience possible. By continuing we’ll assume you’re on board with our cookie policy

Save time and let our verified experts help you.

Home — Essay Samples — Business — Management — Leadership and Management

Essays on Leadership and Management

Leadership and management are crucial aspects of organizational success. Effective leadership can inspire and motivate employees, drive innovation and change, and create a positive work environment. However, leadership and management are complex topics that require in-depth analysis and understanding. Therefore, it is essential to choose the right essay topic that aligns with your interests and goals.

The Importance of the Topic

Choosing a relevant and compelling essay topic on leadership and management is essential for several reasons. Firstly, it allows you to explore and understand the latest trends, challenges, and best practices in the field of leadership and management. Secondly, it enables you to develop critical thinking and analytical skills by conducting thorough research and analysis. Lastly, it provides an opportunity to contribute to the existing body of knowledge and generate new insights and perspectives on leadership and management.

Advice on Choosing a Topic

When selecting an essay topic on leadership and management, consider your interests, career aspirations, and the current trends in the field. It is essential to choose a topic that resonates with you and allows you to showcase your expertise and knowledge. Additionally, consider the availability of credible sources and research materials to support your arguments and analysis. Lastly, ensure that the chosen topic is relevant, timely, and addresses significant issues in the field of leadership and management.

Leadership and Management Essay Topics

• The impact of transformational leadership on organizational performance
• The role of emotional intelligence in effective leadership
• The relationship between leadership and employee motivation
• The importance of ethical leadership in organizations
• The challenges of leading a diverse workforce
• The impact of cultural differences on leadership styles
• The role of power and influence in leadership
• The significance of communication in effective leadership
• The role of leadership in change management
• The impact of technology on leadership and management practices
• The role of leadership in creating a positive organizational culture
• The impact of gender on leadership effectiveness
• The importance of strategic leadership in organizational success
• The role of leaders in promoting innovation and creativity
• The impact of leadership on employee engagement and retention
• The role of leadership in driving organizational change
• The significance of leadership development programs
• The impact of leadership on team dynamics and performance
• The role of leaders in conflict resolution and negotiation
• The importance of situational leadership in different organizational contexts
• The challenges of leading in a globalized business environment
• The role of leadership in promoting corporate social responsibility
• The significance of leadership in driving organizational growth and expansion
• The impact of leadership on organizational resilience and adaptability
• The role of leaders in fostering a culture of continuous improvement and learning
• The importance of emotional resilience in effective leadership
• The impact of leadership on organizational decision-making processes
• The role of leadership in managing organizational crises
• The significance of leadership in promoting work-life balance and employee well-being
• The impact of leadership on organizational performance and profitability

Leadership and management essay topics are diverse and multifaceted, offering a wide range of opportunities for exploration and analysis. By choosing the right topic, you can delve into critical issues, contribute to the existing body of knowledge, and develop valuable insights and perspectives on leadership and management. Therefore, take the time to select a compelling and relevant essay topic that aligns with your interests and goals, and allows you to make a meaningful contribution to the field.

Prioritizing Sustainable Stakeholder Value Over Shareholder Profit

Analysis of callings by dave isay, made-to-order essay as fast as you need it.

Each essay is customized to cater to your unique preferences

+ experts online

Various Types of Management Styles

Kinds of the leadership, team development: the difference between leadership and management, effective management and motivation of employees, let us write you an essay from scratch.

• 450+ experts on 30 subjects ready to help
• Custom essay delivered in as few as 3 hours

Healthcare Management and Leadership 

Research of difference between leadership and management, how good leadership and management methods can help to address problems, the challenges of managing work, health, and safety, get a personalized essay in under 3 hours.

Expert-written essays crafted with your exact needs in mind

Transformational Leadership Style: Help Followers in Grow and Develop

Review on management theories, kinds of management systems, the importance of leadership and professional development for teamwork, my leadership experience and its importance, a paper on the role of emotional intelligence in leadership effectiveness, project report: society development oasis of ‘sdgs hub’, five tasks of human resources management, my goal to get a degree in business management, case application of the profit tv series and mr. cory’s cookies, the principles of operation management, principles of systems thinking as applied to management and leadership, the role of organizational control in management of a company, the relationship between leadership, service quality and customer satisfaction, analysis of leadership: zensar technologies, analysis of distinct features of bill gore’s management style, management information systems, models of professional supervision within the care field, reflection on guest lecture on management, research works in management, relevant topics.

• Time Management
• Comparative Analysis
• Decision Making
• Change Management
• Supply Chain Management
• Project Management
• Business Ethics
• John D. Rockefeller

By clicking “Check Writers’ Offers”, you agree to our terms of service and privacy policy . We’ll occasionally send you promo and account related email

No need to pay just yet!

We use cookies to personalyze your web-site experience. By continuing we’ll assume you board with our cookie policy .

• Instructions Followed To The Letter
• Deadlines Met At Every Stage
• Unique And Plagiarism Free

More From Forbes

Biz experts explain the balance between ‘leadership’ and ‘management’.

• Share to Facebook
• Share to Twitter
• Share to Linkedin

Are you a leader, a manager or both? In today's marketplace, the lines of what it truly means to be successful at organizing and overseeing an effective, successful workflow system and inspiring change and innovation at an organization are often blurred.

Despite what some people may believe, the distinct skill sets that are key to moving a department or entire company ahead in a competitive marketplace don't necessarily go hand in hand. There is a reason why some organizations end up elevating the wrong team member to become a leader, manager or vice versa. It may not be the right fit at first, but there is hope.

No matter what your current role is at your place of business, any individual interested in enhancing their professional development as a well-rounded leader or manager should read further to understand the difference and how to maintain the right balance. Below, 10 experts from Forbes Business Development Council weigh in on the meaning of both.

1. Influencing Others And Ensuring Your Team's Success

This is a highly debated topic. Generally, most people point out that it's more important to be a good leader. However, I would argue being a good leader is needed to be a good manager. A leader is someone who has the ability to influence others. A manager needs this critical leadership skill set, but they also need to set KPIs and manage processes to ensure their teams succeed in their goals. - Andrew Davidson , Fastenal

2. Maintaining Workflow While Sharing Your Vision About The Big Picture

Think of management as keeping the gears turning smoothly and handling the day-to-day stuff efficiently. Leadership, on the other hand, is like setting the compass direction. It's about inspiring the team with a vision and steering the product toward big-picture success. - Naimeesha Murthy , Products By Women

NYT Strands Hints Spangram And Answers For Friday April 12th

Apple issues new spyware attack warning to iphone users, biden cancels another 7 4 billion in student debt here s who s affected, 3. setting priorities, providing inspiration and advocating for others.

Management is often tasked with organizing the work, distilling priorities and advocating for the individuals on their team. Leadership is about inspiring the team, laying out a vision and setting the direction. They are different but connected—good leaders know how to do both, at the right times and in the right situations. - Toby Carrington , Seismic

4. Executing Initiatives Strategically To Reach Unified Goals

The difference between management and leadership is that management is more oriented toward developing a strategy and executing it. Leadership, on the other hand, is about inspiring others to follow a vision and work toward the same goals. - Diego Jerez , Option

5. Fostering Innovation And Establishing Company Culture

Management should be focused on performance and ensuring day-to-day operations are being executed according to plan. Leadership should focus on strategic development and the long-term vision of the company. Management prioritizes efficiency and productivity, while leadership should be concerned with fostering innovation, establishing company culture and inspiring others to drive positive impact. - Tim Conn , Image One Facility Solutions

Forbes Business Development Council is an invitation-only community for sales and biz dev executives. Do I qualify?

6. Challenging The Status Quo To Encourage Workplace Evolution

Management orchestrates processes, ensuring stability and efficiency. Leadership, by contrast, thrives on vision and innovation, challenging the status quo to inspire change. The essence lies in their focus: Managers aim to maintain, while leaders aim to evolve. This distinction is essential for navigating the complexities of a dynamic environment, requiring a blend of both to achieve success. - Eddy Vertil , Vertil & Company

7. Identifying Where The Balance Lies Between The ‘How’ And ‘Why’

I think of management as the operating system of a startup—ensuring things run smoothly. Managers are like the best software engineers; they write the code that keeps things humming along. Managers are concerned with the “how.” Leadership, on the other hand, is more focused on the “why”—why the company is doing what it’s doing and coming together to achieve a common goal. - Drew Chapin , Commerce Media Studio

8. Remaining A Well-Rounded Business Person And Human Being

Leaders rise to the top of organizations. Have you ever wondered how they do this? As we evolve from managers to leaders, I have found eight traits that stand the test of time: influence, integrity, authenticity, humility, compassion, vision, focus and humor - Mike Janes , Direct Line Global, LLC

9. Garnering Support And Respect From Your Direct Reports And Colleagues

Management is ensuring that your team is aligned with company goals and you have a structured process for everyone to be successful. Leadership can be expressed in any role. You can be an individual contributor and be a leader by creating a vision, inspiring people, building an army of supporters and, most importantly, executing. - Olga Lykova , monday.com

10. Organizing Plans And Facilitating Biz Efforts Through Team Buy-In

Being a manager doesn't mean that you are also a leader by default. Management is focused on the efficient execution of day-to-day operations. It involves planning, organizing, directing and controlling an organization to achieve its objectives. Leadership is about setting a direction, inspiring and motivating people to engage with that vision, and facilitating efforts to accomplish shared goals. - Egle Pavyde , hVIVO PLC

• Editorial Standards
• Reprints & Permissions

You are using an outdated browser. Please upgrade your browser to improve your experience.

• Graduate Admissions Events Calendar
• Marxe Community Events Calendar
• Faculty, Staff & Administration Calendar
• Schedule a Visit
• Ask a Question

Austin W. Marxe School of Public and International Affairs

• Public Engagement

The Frederick S. Lane Award for Nonprofit Leadership

For almost 50 years he was a fixture at CUNY, leaving an indelible impact on the people and programs of the School. Fred never disengaged from Baruch, having participated in the open forums for the Marxe Dean search in Spring 2022, the same year as his passing.  

The first annual Frederick S. Lane Award Ceremony for Nonprofit Leadership was held on May 8, 2023.  

Read Frederick S. Lane’s article, “Nonprofit Crisis Management: A Checklist” from The Chronicle of Philanthropy  

Read Fred’s 2015 Spotlight

Donate in support of a nonprofit lecture series in Fred’s name

Cheryl L. Dorsey, President, Echoing Green; 2023 Frederick S. Lane Nonprofit Leadership Awardee

Prior to leading this social impact organization, Cheryl was a social entrepreneur herself and received an Echoing Green Fellowship in 1992 to help launch The Family Van, a community-based mobile health unit in Boston. She became the first Echoing Green Fellow to head the social venture fund in 2002.  

An accomplished leader and entrepreneur, she has served in two presidential administrations as a White House Fellow and Special Assistant to the U.S. Secretary of Labor (1997-98); Special Assistant to the Director of the Women’s Bureau of the U.S. Labor Department (1998-99); and Vice Chair for the President’s Commission on White House Fellowships (2009-2017). Cheryl serves on several boards including The Bridgespan Group, Skoll Foundation, Oak Street Health, Northeast Bank, and previously, the Harvard Board of Overseers. She has a medical degree from Harvard Medical School, a master’s in public policy from Harvard Kennedy School, and a bachelor’s degree in history and science magna cum laude with highest honors from Harvard-Radcliffe Colleges.  

Cheryl is a frequent speaker on racial justice and equity in philanthropy. She has advocated for equitable funding for leaders of color on panels organized by The Stanford Social Innovation Review, Skoll World Forum, The World Economic Forum, and more. In 2020, Cheryl co-authored a research report in partnership with The Bridgespan Group, Racial Equity and Philanthropy: Disparities in Funding for Leaders of Color Leave Impact on the Table.  

Cheryl has received numerous awards for her commitment to public service, including the Pfizer Roerig History of Medicine Award, the Robert Kennedy Distinguished Public Service Award, the Manuel C. Carballo Memorial Prize, and Middlebury College Center for Social Entrepreneurship’s Vision Award. She was also featured as one of “America’s Best Leaders” by US News & World Report and the Center for Public Leadership at Harvard Kennedy School in 2009, one of The Nonprofit Times’ “Power and Influence Top 50” in 2010 and 2011, one of “America’s Top 25 Philanthropy Speakers” by the Business of Giving in 2016, and has been a member of the American Academy of Arts and Sciences since 2017. In 2019, Cheryl was named a Schwab Foundation Social Innovation Thought Leader.