The Dynamics of Leadership

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THE DYNAMICS OF LEADERSHIP
UNIT: 602 (Assignment)

Assignment A

Name: MD. MHABUBUL ALAM College ID: 01121889 London Regal College. Diploma in Business and Administrative Management (QCF) - Level 6 (IAM) MARCH 2013

Executive Summary

The following study will focus on the required leadership skills to handle the various roles and responsibilities of an efficient manager. The need and importance of effective leadership skill in increased productivity of the organization and leading the organization toward the collective goal of the organization is described in the study. An explanation is also provided for the development of the leadership skills with the help of experience and education. A process of evaluating and measuring the performance of the managers and their leadership skills has been described in the study.

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Table of Contents

Executive Summary............................................................................................... 2 Table of Contents................................................................................................... 3 1.0 Introduction..................................................................................................... 4 2.0 Leadership Roles and Responsibilities.............................................................4 3.0 Developing Leadership Skills for Regional Managers Conglomerated with Experience and Education..................................................................................... 7 3.1 Communication Skills................................................................................... 7 3.2 Analytical Skills............................................................................................. 8 4.0 At the National Level the Leadership Contribution of the Regional Managers While Working With the Employee Policies and Values..........................................9 5.0 Factors Determining Success of Leadership and Measuring the Performance of Managers......................................................................................................... 11 6.0 Conclusion..................................................................................................... 13 References........................................................................................................... 14

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1.0 Introduction As per Shelton and Darling (2008), through effective leadership skills an individual’s base can be developed which is important for the future growth of that person’s career and personal life. It is very essential to direct the employees of the organization towards the collective goal of that organization. In order to enhance the performance capabilities of the employees of an organization, training is provided and leadership dynamics focuses on that section of selfdevelopment. Dionne et al. (2007) identified that to fulfil the roles and responsibilities in an organization, the senior employees or the potential leaders of the organization must possess efficient leadership qualities. The development of leadership skills of the managers of the national charitable organization called Show ‘u’ Care is thoroughly studied in this research work. This organization aims at helping and fulfilling the needs of the young people. The responsibility of the manager is to attract talent and motivate them to join their organization. This will help them to raise a significant amount of fund and some other associated activities. In this study, the focus will be on developing various leadership skills of a manager in the NGO to fulfil their roles and responsibilities effectively.

2.0 Leadership Roles and Responsibilities Heifetz et al. (2009) stated that there is a strong relationship between the roles and responsibilities of a manager with the utility of leadership. A typical manager will only schedule a plan and direct its subordinates, whereas an efficient leader will always try to develop the skills of its followers by providing training and motivation. Ideally, the managers of any organization should possess effective leadership skills to upgrade existing skills of the team to contribute to bigger organizational goals (Lunenburg, 2011). The manager must demonstrate an ability to use various leadership skill sets and styles in accordance with the situation to motivate the employees. Managers of the concerned organization in the topic (Show ‘u’ Care) should also have a clear understanding of their roles and responsibilities. They should also 4

be aware of the different styles of leadership skills to fulfil their task at hand. As opined by Beck and Cowan (2008), power comes with a responsibility, which is why the managers should also understand the consequence of utilising powers. They should ideally use them effectively to direct their subordinates to achieve the organizational goals. Proper identification of the sources which motivates the subordinates to achieve the collective goals of the organization should be done by the managers. Fairholm and Fairholm (2007) evaluated that the managers should also maintain a harmony among the employees and deal with the diversification in employee origin, their personalities. In order to utilize optimal employee potential and reach the goal of the organization, it is the responsibility of the manager to address the employees about the task against the time frame to complete it. Kotterman (2009) acknowledged that by using effective motivational strategies, a manager should be able to bring out full potential of the employees as individuals or as a team. To facilitate any changes in the organization or to adopt them, the managers should be capable enough to demonstrate effective leadership skills to remove fear amongst the subordinates. According to the situation and the demands arising of that situation, the leaders should adjust their leadership styles and skills (Edd, 2011). Additionally, the managers should consider instilling the ethical values of the organization and lead the team towards cohesive and professional culture. Therefore leadership and managerial skills of the managers would describe the efforts of the manager from the performance of its employees. The managers’ duties in the charitable organization should be woven in such a way that will ensure that the employees are directed toward the collective goals of the organization without the profit motive. Rush (2011) suggested that the policies of the organization should also be structured in an effective way to cater the basic requirement of the organization. Putting examples of successful employees would create a positive ambience among the employees and motivate them as well. Moreover the leaders should also set an example in front of everyone by working effectively along with the workforce (Conger and Riggio, 2012). Philip Clarke (CEO of Tesco), Michael Dell (Founder and CEO of Dell), Vittorio Colao (CEO of Vodafone), etc. are few examples of successful leaders in the global industry. 5

A proper acknowledgement should be done by the organization’s leaders to encourage and motivate the employees to perform better in future. Morgeson et al. (2010) believed that by demonstrating a friendly approach, the leaders can ensure that the followers follow on the footsteps of their leaders and improve their performance set by their leaders. As per the need of business situation, the leaders must adopt relevant leadership styles and also gain sufficient knowledge about them to successfully serve changes within the organization (Watson, 2009). A participative leadership style should be adopted by the managers of the charitable institution Show ‘u’ Care. With the help of this leadership style, the managers would be able to motivate the employees and can enable the subordinates to work alongside with them and can set a better example. The best remedial solution for all the managers is to consider their subordinates as friends, colleagues and followers. Losey et al. (2007) illustrated that effective methods should be used by the managers to improve the performance of the employees. Successful managerial techniques and efficient communication infrastructure should be deployed to support business functions and improve the employee performance. In case of a charitable organization, it is the responsibility of the managers to motivate their employees to perform tasks is primary. Employees should act in accordance to organisational values and ethics of the firm rather than just to gain personal achievements and rewards (Chen et al. 2007). Usually, rewards are given for the successful conversion of the potential talent to the actual talent. When an organization considers its employees as the most important asset it should encourage them to participate in decision making process. This results in employees getting motivated and exhibiting outstanding performance. Moreover, the transactional and transformational leadership styles can also be adopted by the leaders of the charitable firm as per business situation and complexity. It will then bring out the best from the employees as well as the managers of the firm. Humphrey et al. (2009) stated that through these leadership styles, the managers would be able to ensure that a proper discipline is maintained within the organization.

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3.0 Developing Leadership Skills for Regional Managers Conglomerated with Experience and Education The path from unawareness to information is only created through experience and education. Schaubroeck et al. (2007) elucidated that based on the ability of the managers to obtain and gather knowledge from their experience and environment, the leadership skills are developed. The managers of the organization should be well aware of their duties and responsibilities along with the work environment of the organization. Additionally, they should also identify the skills, knowledge, needs and requirements of their subordinates to help them to achieve the collective organizational goals. Augier and Teece (2009) pointed that it is the capability of the managers to align the personal goals of the employees with that of the organizational objectives reveal the leadership skills of the leaders. 3.1 Communication Skills In order to understand the strengths, weaknesses, needs and requirements of the employees, the managers should assimilate themselves with their subordinates. Halpern and Lubar (2007) noted that efficient communication is the best solution to get acquainted with the employees. By understanding the personalities of the employees and assist them to sustain and perform in the work environment of the organization, the managers would be able to develop effective communication skills. Exercising participative leadership styles, the leaders would be able to enhance the communication skills of their followers (Allen, 2009). However, the participative or democratic leadership skills are highly controversial as it provides a feeling of authority among the employees over their leaders which in turn create unrest. Effective communication skills can only be developed from the past experience of the leaders with their workforce and by following the past leaders and their traits. Pearson (2012) proposed that demonstrating empathy and monitoring problems of the employees from the employees’ perspective help the managers to develop effective communication skills. Showing biased or judgemental behaviours is unadvisable at the time of listening to the problems of the employees. In order to avoid misconceptions amongst the employees, the managers should provide clear and complete instructions to them. Day et al. (2012) highlighted that to gain necessary attention from the teams; the 7

managers should always take the help of encouragement. It is the managers who can create an environment through which the team members feel comfortable and important for the organization. Through encouragements and praising the team members, the managers will be able to build a strong relationship with the employees. As per Stumpf (2008), it is the duty of the leaders to understand the problems of the employees and listen to them in an open discussion. The managers have to keep in mind that while listening to the problems of the employees, nobody should get emotionally hurt. The leaders should demonstrate ethical values from their behaviour and address the true motive. Chen et al. (2007) demonstrated that transparency is highly appreciable and it should be showed from both the sides. The managers should treat the employees unbiased and equally. The ability of resolving employee conflicts should be demonstrated by the managers along with the supervision skills to solve the conflicts effectively. In this respect, the example of Steve Jobs (Former CEO of Apple) fits suitable for this situation. When Steve rejoined Apple, the company was facing severe problems and by using participative leadership skills, Steve was able to encourage the employees to encourage and participate in the decision making process of the organization. This helped Steve to identify and resolve the problems faced by the employees of the organization. 3.2 Analytical Skills As suggested by Halpern and Lubar (2007), based on the analytical skills, the managers are able to identify the problem and solve them effectively. The exclusive knowledge about the problems and the capability of innovation in solving the problems develop the analytical skills of the leaders. Depending upon the managers’ experience and knowledge the skills of the manager to analytically solve a problem can be developed. Few of the basic traits used to develop the analytical skills of the leaders are listed below:  Collecting Right Information – A proper assessment of what the managers already know and what they need to know about the situation is very important (Kotterman, 2009). In order to get an optimal solution for the problems a thorough analysis of that information is very essential. Moreover, a proper identification of the probable outcomes of the results 8

and the deployment of the optimal solution should be done effectively by the managers. A valid and trustworthy source should be selected to collect all the necessary and relevant information to provide solution to the situation (Beck and Cowan, 2008).  Reduction of Assumptions – Instead of relying on assumptions, the managers should analyse the problems based on clear, complete and reliable information. It is the responsibility of the managers to ensure that all the necessary information has been collected and all the possible solutions have been considered before taking any decision. Rush (2011) observed that while taking any decision on any problem, the reaction of the employees should also be considered.  Cross Referencing – Instead of demonstrating any judgemental

behaviour, the managers should analyse the situation and the problems pertaining to that situation. Usually, the problem never seems too big at the beginning; however it may lead to a major destruction to the organization (Edd, 2011).

4.0 At the National Level the Leadership Contribution of the Regional Managers While Working With the Employee Policies and Values The managers of Show ‘u’ Care play a very crucial role in working with the employee policies and values. It is the key leadership traits of individual managers which will help them to align the personal needs of the employees with that to the collective organizational goals. This would require to demonstrate confidence by the employee on their managers and to follow their leadership styles easily. In this charitable organization, the transformational, transactional and participative leadership styles would be the most effective style to achieve challenging organizational goals. Watson (2009) stressed that the managers should regularly guide the employees to the employee policies and the basic framework of the organization. Following are the roles of the managers which should be followed while dealing and working with the employee policies of the firm: • Understand the Needs of the Employees – Employees react to attention – this should be clear among the managers. Humphrey et al. 9

(2009) analysed that through regular appreciation and considering the employees as the most important asset of the organization the performance of the employees is enhanced. This concept should be well understood by the managers. When the managers listen to the problems of the employees, then only the employee follow their leaders. Augier and Teece (2009) added that the managers should carefully take care of the problems of the employees at different levels and encourage them to perform better in the future. On the other hand, the managers should also possess some strict rules in terms of discipline within the organization. Proper monitoring of employee performance of the employees should be done by the managers. Losey et al. (2007) suggested that the employees should feel free and confident to convey their problems to their managers. • Encourage Combined Learning – The fundamental role of the

managers is to encourage and motivate the employees to work as a team within the organization. Generally, managers adopt and employ leadership skills and styles in accordance with situational demand of problem. Shelton and Darling (2008) emphasized that the managers also encourage the employees to work as a team and build cohesiveness to make greater impact. In turn, this will develop free flow of internal communication and information as well as knowledge sharing as a part of the culture. In this regards, Google is the best example of encouraging the employees to adopt team work within the organization. Team work raises competition within the organization and which leads to improve the quality of the work. Therefore the leaders have to maintain harmony share knowledge among the teams and monitor the competition to follow a healthy manner. • Vision Building – Dionne et al. (2007) commented that the leaders should demonstrate encouragement in setting long-term goals for the employees’ career growth within the organization. With an in-depth knowledge about the organizational objectives, the managers would be able to reflect those to the employees. Assistance should be provided by the managers in assessing the importance and the position of the 10

employees in the organization. Fairholm and Fairholm (2007) attributed that the employees feel very excited about challenging roles when the managers and the leaders encourage them to participate in decision making process of the organization and few other administrative jobs. • Formation of the Managers According To the Ethical Values and Employee Policies of the Organization – It is the sole responsibility of the managers to ensure that the employees are not engaged in any unethical activities for fulfilling their personal achievements (Day et al. 2012). Moreover, the managers should also take care of maintaining discipline in the workplace to control them. There should be a field of trust around the employees and the managers. The employees should also abide by the rules and regulations set by their managers. Allen (2009) critically evaluated that there is a direct relationship between the leadership skills of the managers and the productivity of the employees. The managers who follow a fair and positive path will surely motivate their employees to follow the same path.

5.0 Factors Determining Success of Leadership and Measuring the Performance of Managers It is evident that the success of leadership does not necessarily mean the success of the managers. Stumpf (2008) noted that a typical manager will manage the objectives, resources and supervise the workplace. However, a leader will always encourage the employees to follow the vision set by the leader. Following are the factors used to identify the success of the leader:  The employees follow the vision set by their leaders. Conger and Riggio (2012) argued that the circle of trust engulfs both the employees and the managers and by following the directions of the managers the employees achieve both organizational and personal goals. The employees always try to bring out their full potential and share their views with their leaders.  According to Heifetz et al. (2009), a successful leader is capable to overcome any obstacles in the way to success. The performance of the employees reflects the ability of the leader to achieve the organizational goals. The successful managers use effective problem solving techniques 11

to tackle the obstacles in the way to achieve organizational goals. Successful managers are those who can create and develop an efficient successor to the organization.  Shelton and Darling (2008) established that a successful manager should always encourage teamwork within the organization. The duty of the manager is to ensure a healthy atmosphere is maintained and the employees are performing their task as per the ethical guidelines of the organization. The managers should also observe that the employees are supporting each other and working together in the workplace.  Beck and Cowan (2008) mentioned that by sharing the employees’ success and knowledge the effectiveness of the leadership styles adopted by the managers are reflected in the workplace. The leaders set examples to follow by their followers by setting example with their performance, dedication, ethics and moral values.  Adaptation to the circumstances is one of the most important factors for becoming successful leaders (Halpern and Lubar, 2007). The managers should be flexible enough in terms of employee management and leadership styles. A successful and flexible manager would demonstrate smooth and efficient managerial performance.  A successful leader should be liberal enough to accept the employees’ faults and try to rectify them. In this way an environment of trust is created within the organization and the employees feel more secured and perform better by recovering the mistakes.  Kotterman (2009) pointed out that a manager can become successful leader when the manager starts treating the employees without any prejudice. The managers should carefully listen to the problems of their subordinates and address their problems without any biasness and in this way the manager would be able to create a better environment for the workforce. The performance of the employees working under the manager reflects the performance of the manager. Humphrey et al. (2009) acknowledged that an effective management in the organization should possess better levels of skills, 12

enriched knowledge and full-term contribution towards the fulfilment of the organizational goals. The success of the organization depends upon the formulation of effective plan and setting future objectives by the managers of the organization. Schaubroeck et al. (2007) identified that it is the responsibility of the managers to monitor the performance of the employees and utilize all the resources of the organization to its maximum potential. The knowledge and understanding of the organizational objectives and its capabilities influence the decision making ability of the managers. The goals and objectives set by the successful managers are always practical, complete and clear. Pearson (2012) critically evaluated that the success of a manager is also determined by the time management capability of the manager.

6.0 Conclusion It has been found that with the help of experience, domain knowledge, the managers of the organization can build strong team driven by leadership skills. In developing a better future for the employees and the organization, the role of effective leaders cannot be disregarded. Despite of the difference between the roles of the leaders and managers, successful leaders can become successful managers. The possible leadership styles used by managers of Show ‘u’ Care are discussed in the study. Lastly, it can be concluded that there is a direct and strong relationship between the leadership skills of the managers and the performance of the employees and organization as a whole.

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References Allen, D. (2009) Leadership and Teamwork Essays. 6th ed. London: McGraw-Hill Education. Augier, M. and Teece, D. (2009) Reflections on (Schumpeterian) leadership: a report on a seminar on leadership and management education, California Management Review, 47(2), pp. 126 Beck, D. D. and Cowan, C. C. (2008) Spiral Dynamics: Mastering Values, Leadership and Change, 4th ed. London: Routledge Chen, G., Kirkman, B. L., Kanfer, R., Allen, D., and Rosen, B. (2007) A multilevel study of leadership, empowerment, and performance in teams, Journal of Applied Psychology, 92: 331-346 Conger, J. A. and Riggio, R. E. (2012) The Practice of Leadership: Developing the Next Generation of Leaders, 2nd ed. Oxford: Butterworth Heinemann. Day, D. V., Harrison, M. M. and Halpin, S. M. (2012) An Integrative Approach to Leader Development, 3rd ed. New York: Free Press. Dionne, S. D., Yammarino, F. J., Atwater, L. E. and Spangler, W. D. (2007) Transformational leadership and team performance. Journal of Organizational Change Management, 17: 177-193. Edd, J. K. (2011) Strategic Leadership: Leading Change in a New Age , 3rd ed. London: Harvester Wheatsheaf. Fairholm, M. R. and Fairholm, G. (2007) “Leadership amid the constraints of trust”. Leadership and Organizational Development Journal, 21(2), 102-109. Halpern, B.L. and Lubar, K. (2007) Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire, 4th ed. New York: Gotham Books. Heifetz, R., Grashow, A., and Linsky, M. (2009) The Practice of Adaptive

Leadership, 3rd ed. Boston, MA: Harvard Business Press, pp. 263-275.

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Kotterman, J., (2009) “Leadership vs Management: What’s the difference?” Journal for Quality & Participation, 29(2), p.13-17 Losey, M., et.al., (2007). The future of leadership management. 7th ed. Bedford, London: Thomson Learning. Lunenburg, F. C. (2011) Leadership versus Management: A Key Distinction—At Least in Theory, International Journal of Management, Business, and Administration, 14(1) Stumpf, S. A. (2008) “Applying new science theories in leadership development activities”. Journal of Management, 14(5), 39-49. Watson, C. (2009) Dynamics of Leadership, 5th ed. Sheffield England: Greenleaf Publishing.

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