Differences Between Leadership and Management Research Paper

Pages: 13 (3831 words)  ·  Bibliography Sources: 15  ·  File: .docx  ·  Level: Master's  ·  Topic: Business - Management Theory  ·  Written: May 7, 2019

SAMPLE EXCERPT:

[. . .] Notably, the leadership style is suitable in the utilization of corrective power and a range of incentives to motivate personnel to perform at their best. Therefore, the transactional leadership style is beneficial in making certain that all facets of the team or organization flow smoothly. Tim Cook, the successor to Jobs, can be deemed to have been a transactional leader considering the fact that he has attempted to sustain the organization at the top level that it is in by simply making use of the capital it has and not creating innovative products like it used to (Lashinksy, 2012).

On the other hand, transformational leadership is ideal for strategic growth and development circumstances. This is in the sense that transformational leadership can be employed to attain ambitious goals and objectives and facilitate organizational success owing to the vision and the skills of the leader. Steve Jobs, the former CEO of Apple Inc. can be deemed to have been a transformational leader considering the fact that he managed to stimulate and impact the personnel at the organization to achieve the greatest extent of productivity. He motivated the workers at Apple to materialize and come up with original and exceptional products by discerning in a different way compared to other companies.

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5. What do teams expect from leaders?

Research Paper on Differences Between Leadership and Management Assignment

There are various expectations that team have for their leaders. One of the key expectations is clarity and precision of the goals and objectives for the team, which is pivotal for success. It enables the team to lay emphasis on what is significant, which heightens their level of efficacy and helps them in making progress. Imperatively, the team does not necessarily expect the leader to be completely cognizant of the direction; however they do expect the leader to have the ability to clearly outline the journey's end. A second key expectation of the team is opportunities. Notably, leaders are liable for the growth and development of their followers, and the most ideal way of doing so it to provide them with challenging prospects that permit them to grow and develop (Tredgold, 2019). Third, there is the expectation of leadership involvement and participation. Teams do not want to solely implement orders but rather want to have the ability to have some input and contribution in generating the plans. For instance, through communication and listening to the recommendations given by team, the leader increases their level of engagement and dedication. Fourth, a team expects their leader to keep their assurances. Trust is a pivotal constituent of leadership and trust is built and maintained by keeping assurances made. The leaders that fail to honor such commitments rapidly lose any sort of trust, loyalty, dedication and support that their team was prepared to offer (Tredgold, 2019).

Teams also expect consistency from their leaders. Notably, the kind of consistency expected by the teams is twofold. First of all, the team expects all persons to be given the same treatment devoid of no partiality. Second of all, the team expects leaders o have consistent behavior and mannerism, that is, what was done properly before will still be deemed good in the forthcoming day. Lack of consistency creates stress and misunderstanding amongst teams and this adversely impacts their performance. Another key expectation of teams from their leaders is respect. Imperatively, respect is a two-way aspect and leaders have to grant employees the same respect they are given. It is important to not only listen to them but also petition for their contribution (Tredgold, 2019). What is more, there is also the expectation of honesty and transparency. Leaders should not blatantly lie to their teams as this is bound to create mistrust. The teams also expect their leaders to provide timely and constructive feedback. If the team provides results that were not anticipated, the leader should inform them, but do so in a manner that permits them to learn and also improve in order to do better. Lastly, the teams also expect their leaders to stand up for them and by them when matters are not necessarily going when and the team is struggling (Tredgold, 2019).

6. Describe and explain leader-member exchange theory

The Leader-Member Exchange theory lays emphasis on a dyad, that is, the correlation between a leader and every subordinate deemed independently, instead of on the correlation between the superior and the group. There is likelihood that every relationship will be different in terms of quality. As a result, the same leader might have poor interpersonal associations with a number of subordinates and open and trusting associations with others. The fundamental conception linked to the leader-member exchange theory is that leaders make up two groups including the in-group followers and out-group followers. The leader-member exchange theory hypothesizes leadership as a process that is founded on the interrelations between the leaders and the followers. These interrelations between the two parties give rise to associations within the group that can be deemed intrinsic or extrinsic. A leader places individuals in in-groups or out-groups based on his interactions with them and his perspective of their loyalty, competence and dependability (Lunenburg, 2010).

On the one hand, in-group members are handed greater responsibilities, greater rewards, and greater attention. The leader permits these members some leeway or liberty in their roles. They operate within the inner circle of communication of the leader (Lunenburg, 2010). The in-group team comprises of members that the leaders deems to be not only highly skilled but also loyal and dependable. Basically, these are the individuals that the leader trusts the most (Northouse, 2018). They are the individuals that attain the greatest level of attention from the leader by handing them the most challenging and fascinating work and activities. Furthermore, at the end of the day, the leader more often than not has a one-on-one sit-down with these team members to discuss their progress and their attainment towards the goals set.

On the other hand, out-group members are situated outside the inner circle of the leader, obtain less attention, and less rewards, and are managed by official guidelines and procedures. For this reason, in-group members within the inner circle of the leader have greater productivity, job satisfaction, motivation and participate in greater citizenship behaviors as compared to the out-group members. As a member of the team, being included in the out-groups causes one to come to the perception that the leaders and managers of the organization do not trust your work levels, commitment and consider you to be unreliable. Subsequently, this experience can have an adverse impact the performance levels and level of engagement of such individuals. Imperatively, failure to be included in the challenging projects also gives the implications that out-group members lack the opportunity to grow and improve on the skills that they lack. They lack the prospect to augment their competencies. Furthermore, the lack of inclusion in the in-group team gives the implication that they fail to engage with the other key members of the team and fail to feel as if they play a pivotal role to the organization (Northouse, 2018).

Based on this understanding of the leader-member exchange theory, there are different ways in which a manager can lead in a manner that guarantees avoiding the creation of in-groups or out-groups. One of the key approaches takes into account seeking commonalities between the two different groups of team members. As a leader, in order to avoid this undertaking, it is imperative to acknowledge the distinct capabilities of each of the members and their contribution towards the success of the team and organization in its entirety (Northouse, 2018). As a result, leaders ought to develop and maintain high quality relationships with as numerous subordinates as possible. Basically, it is important that the in-group formed by the leader ought to be as large as their out-group (Lunenburg, 2010).

7. Describe and explain The relationship between leadership and power

Power is delineated as the capability to order human, informational, or material resources to ensure that something is done. Basically power is deemed as the prospect to build, to shove history in a dissimilar direction (Zogjani and Llaci, 2014). Power is something material that any person can possess. Nonetheless, all individuals within an organization can possess power and it is not just by persons in possession of authority. Power can be spread out and distributed to all hierarchical levels and can be carried out either upward, downward or horizontally. It is important to note that power can have an impact on a sequence of decisions within the organizational setting (Bass, 2008). Leadership and power are two concepts that have a close correlation. Notably, power plays a key role in leadership practices. In this regard, leadership implies power and therefore it is not conceivable to attain leadership devoid of power. Whereas a person can carry out power devoid of being a leader, a person may not be a… [END OF PREVIEW] . . . READ MORE

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