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Critically evaluate the application of leadership theories to a

leader in an organizational context and management theories
to a contemporary organization.
Leadership and Management Theories (University of South Wales)

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Critically evaluate the application of leadership theories to a leader in an

organisational context and management theories to a contemporary
organisation.

Ashreena Nooradeen
74106687
Leadership and Management theories Module: BS4S16-V1
Janell Komodromou
20.07.2019

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Abstract

The paper will critically study the leadership theories that can be used to assess the work of a

main manager/leader within the company Deloitte an accountancy firm renowned for being ranked

in the top four best companies in Mauritius. Employees who work closely with the head of the

audit department Twaleb were interviewed to give their view point of his leadership style. This

data was henceforth analyzed, and evaluated against the main leadership theories. The analysis

will show several theories which can be related to his way of working and dealing with employees

Deloitte is a contemporary organisation with well structured hierarchy. Deloitte has its own rules

and regulations to abide by.

INTRODUCTION

Short profile of the company and Leader

Deloitte Mauritius is the DTTL member firm in Mauritius. It traces its origin back to the 1950s‘ and

was among the first accountancy firms in Mauritius. Currently the company compromises of

approximately 200 professionals, Functioning across four main service lines; Audit & Enterprise

Risk Services, Financial Advisory, Tax, and Consulting.

Twaleb butonkee occupies a high position in the company he is the lead partner in audit. He is

down to earth, easy to communicate with, intelligent, highly professional, inspiring, energetic and

charismatic. These traits are noticed by all the employees and he is well appreciated for it.

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Aim Purpose of the study

The aim of this paper is to evaluate the leadership style of Twaleb Butonkee by the support of

leadership theories. A critically evaluation will be done with the different theoretical approaches to

leadership and management theories in an organizational context. Three leadership theories

namely; Trait theory, Transactional theory, situational and contingency theory will be addressed

and thoroughly analyzed by making use of authentic examples. In continuation of this, the

consanguinity between leadership and management theories will be examined throughout this

paper. The paper will also analyse how Twaleb’s leadership traits or management style affected

the organization. Furthermore the paper will also look at the management theories that have

helped the leader to attain its objectives, being successful and contributing the company.

Leadership and management are often associated together. It is important to acknowledge that

leadership is an essential aspect of effective management. As a vital element of management,

exceptional leadership behaviour encourages in creating a workplace in which employees flourish

and outdo their competencies leader is someone that has potential influence over a group of

people whereby guiding them to achieve specified goals. However the latter may be not so good in

managing all the tasks involved in turning around a project. Hence, leadership can be said is more

about inspiring, innovating and motivating. On the other hand, it is said a manager can fulfill its role

only he has traits of a leader in him. Managers may not have the same impact on employees but

they are great in running projects and getting things done within deadline set. Managers are smart

in the sense that they know how organize, plan and coordinate. Below are listed some definitions

of leadership and management by popular authors:

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Leadership

“There are more than 350 definitions of leadership” (p. 44) as said by Bennis (1982),. The

signification of leadership are established on group process leadership, situational approach, skills

approach, trait approach, behaviour approach and so many more. To simplify the definition of

leadership, it consist of influencing an individual or a group of people to work toward attaining a

common goal as mentioned by Hersey (1979).

In the 20th century, leadership is seen as a modern way of guiding the organizations and

management of these organizations as reported by Bernard M. Bass (2006). A Leader is

recognized by of his leadership trait qualities that influences employees and motivates them to do

their best. Leader is also an individual who watch over the managers, in point of fact leaders have

some attributes of managers in his leadership.

Likewise, Northouse (2014) has described leadership as a way to inspire and influence groups of

people, approach their skills, traits and target to build relationship and businesses (Adrienne, et al.,

2015). Authors have been stressing over whether “Leaders are Born or Made”. Gentry (2012)

affirms that born leaders will just go about identifying the right people rather than taking time to

develop the right ones, on the contrary made leaders are the type of authors that will ponder upon

the right opportunities for people to grow into leaders ( Deal, et al., 2012).

Eventually with time, we witnessed that there has been a switch in leadership styles and now it has

major influence, enhancement and betterment through different leadership theories.

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Management

Management refers to the procedure of setting objectives and goals of the organization regularly,

shaping the work system and the organisation framework and try to create an environment in which

individuals who work together meet the aims and goals of the organization effectively as mentioned

by Narayana Rao (2008)

More broadly, Konntz and Weihrich (1990) defined management as the process of designing and

maintaining a workplace in which individuals who work together, successfully and effectively

accomplish selected goals. This definition needed to be expand, firs, as managers, individuals

carry out the managerial functions of planning, organizing, staffing, leading, and controlling.

Secondly, management applies to any type of organization. Third, management is applicable to

managers at all organizational levels. Fourth, the goal of all managers is creatin surplus. Finally,

managing is concerned with output and productivity which need be efficient. Thus, management

refers to the development of bureaucracy that derives its importance from the need for strategic

planning, co-ordination, directing and controlling of large and complicated decision-making

process. Therefore, management compromises of managerial competence, and excellence in the

following key areas: problem solving, administration, human resource management, and

organizational leadership.

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Theoretical and Critical approaches to leadership

Transformational Leadership

Transformational leadership is one of the most renowned styles of leadership according to

Kendrick (2011).Transformational leadership concept was first made known in 1978 by Burns to be

adjusted and widely spread into organization by Bass and Avalio in 2002 (Jung & Sosik, 2002).

According to a political leader James McGregor Burns (1978) the contrast between transactional

and transformational leadership is that transactional leader motivates the employees by using

the rewards technique to rise up their efficiency and integrity. On the other hand, the

transformational leaders communicated and are involved with their followers which motivates them

to give their best performance and loyalty so that they deliver and excellent outcome. The

transformational leader changes everything like the values, attitudes and views of followers

because such leaders have the capacity to drive the organisation even in changing situations.

Burns (1978) suggested that transformational leadership "occurs when one or more persons

engage with others in such a way that leaders and followers raise one another to higher levels of

motivation and morality" (Burns, 1978 as cited in Bolden, 2004 p.11 ). Transformational leadership

is all about being honest with your followers, trusting your employees and creating an atmosphere

of openness is the hallmark of such leaders. These type of leaders they will give importance to

personal relationships and ethical interactions with people over money oriented benefits. Like

Warrilow (2012) said is all about people who positively altered their followers behaviour,

performance and morale which in the end contribute to a genuine collaboration. The

transformational leadership includes four factors namely; idealised influence, inspirational

motivation, intellectual stimulation and individual consideration.

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The audit department in the company Deloitte is one of the major service line. The leader of the

function believes that knowing your employees are crucial as they are the main component. With

his exemplary character and leadership style he really made a big history by wining projects and

increasing the Deloitte value . The transformational leadership style was a fundamental factor that

has contributed in his success. His vision is to make employees love their job which is a difficult

task. Moreover, instead of controlling people, he would inspire them to communicate their ideas

hence emerging them into new leaders. During appraisals of employees he would show interest in

you meeting your goals or what opportunities you are looking for to grow in your career. He would

give you advises if you are unsure about certain decisions. This trait of him relates to Individual

consideration, this characteristic describes leaders as mentors and guide who invest their time in

their follower’s personal development and he would not only acknowledge his employees

individual’s needs and desires but he eventually makes things happen so that employees develop

a trust and bond with him which is so important. As stated by Rafferty and griffin (2004) the real

transformational leaders are the ones who focus on positive changes and boost the employee’s

moral by adopting honesty’s moral values, equitableness, and loyalty in addition to the maximum

value human rights.Through charisma, individualized consideration, intellectual stimulation and

inspirational motivation, transformational leaders have great potential to promote performance

beyond expectations and to effect enormous changes within individuals and organizations.

Behind all these features, there are many criticisms against the transformational leadership one

major criticism is the abusing power, the consultants of organizational development have

questioned the transformational leadership’s morality (Rafferty and Griffin, 2004).Transformational

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leaders might affect their followers by showing strong emotions without considering whether

followers will be affected. Leaders can bring dominant influence over followers, who offered them

trust and in turn which can be a danger if there is any self-centered desires as stated by Russell

and Patterson (2003). Furthermore, to avoid authoritarianism and protect the minority from being

exploited by the majority, transformational leadership lacks the balance compensatory interest, the

power and the influences as stated by Bass (1990). Therefore, the main challenge for

transformational leadership is that despite being comprehend as morally positive, the objective of

transformational leaders cannot be certain which could lead to abuse of power in the hands of a

skilled operator.

The time has come for transformational leaders to ask themselves organizational questions that

comprises of what their organization is all about, how it works and how the main stakeholders of

the company is affected by its actions. Putting these deeply rooted questions in front of leaders will

trigger them to understand how and why to use organizational culture to inspire positive values

about the corporate goals into its employees. Employees need to understand the company

objectives and how they will proceed in achieving them. Leaders will have to involve subordinates

and make them feel important in the organisation.

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Trait Theory

First there was originally the Great man theory, it postulated that great leaders are born not made.

Afterwards it tried to identify the set if attributes that all of these natural have in common. There’s

indeed truth to the notion that some people inherently have more leadership gifts than others. It

spawned something called ‘The Trait Theory of Leadership’ a line of research that examines which

individual characteristics we should pursue to lead effectively.Trait theory of leadership were

developed for the sole purpose to determine the characteristics of leaders. The theory was put

forward in order to help organisations to choose the right set of people to lead the followers. It is

also used to anticipate the effectiveness of leadership that would be compared later to see if they

are being successful or failing. A number of leadership traits have been classified by several

studies including adaptability, decisiveness, cooperation, dependability, assertiveness,

determination, self confidence (Wheatley 2001, p. 92) on the other hand, it has been observed that

it is not possible to measure leadership characteristics and there are no specific set of qualities that

might support the concept of a true leader as stated by Baldoni (2005). Human beings have

several positive and negative traits that are responsible in building up their overall personality. All

leaders have the quality to influence others however, the set of fundamental traits that enables

them to dominate over their subordinates might considerably differ (Pratti et al,2003). However,

scholars have disagreed on the fact that leadership cannot be developed or emulate. Over the

years, it has been criticized the fact that whether the “leaders are born or made (Stephenson,

2004).” A lot of research have shown that successful leaders are different from other individuals as

they have certain traits and main personality to succeed. If you understand the qualities and

personal traits it demands to be a great leader, it will eventually help organisations or followers to

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manage even in critical situations with the help of their characterized individual differences (Nichols

& Cottrell, 2014).

As we explored earlier, we either have these traits or have to work through several years to

develop them. Our leader Twaleb posesses several qualities namely being confident, a great

speaker in front of a public, a mild personality that seem to get the attention of everyone and so

many more traits can be related to him. He is eventually admired by his followers who are not only

found in the organisation. Leadership qualities and behavior are limited to any level or

professionalism, these can be evidence in any role.

A model was created by Zaccaro, et al., (2004) to better comprehend the leadership traits and its

impact on leader’s effectivess and performance. The framework depicted that leadership qualities

comes from a combined influence of numerous traits. Zaccaro argued that by taking into

consideration social capability, cognitive ability and dispositional tendencies, he concluded that

each set of traits influence each other.

Figure1: Traits of leader based on Zaccaro model (2004).

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The trait theory has been criticized for it being too general as it doesn’t not support the fact that trait

change over time. . Traits of leaders do not necessarily change in different situations, as it remains

the same. Many researchers said that trait leadership approach is too simplistic (Northouse, 2015).

Focus is mainly on the effectiveness of leaders how they are perceived by their followers. The trait

theory also generalizes by putting people into groups based on their results in personality

inventories. Therefore, these tests are often too vague for a complete understanding of the person

and their traits. The trait theory make use of group results to compare individuals, which can cause

people to appear different than they are because they are being judged compared to others. The

effectiveness of leaders is unexplored as it is only predetermined through the personality of

individual. Alan Bryman (2013) has eplained that, trait leadership has low clarifying personal traits

and low prediction power over their job performance. It also does not aid organisations to select

good leaders who will perform the job well to achieve organisational goals.

Situational and contingency theory

Neither the trait nor the behavioural approaches gave fulfilling breakdown of leadership in

organisations, which caused the researchers to look for other theories. The supporters of

situational theories believe that leadership is largely affected by a situation and to maintain that

leadership pattern is the product of a situation at a particular time. It certainly depends how your

environment is evolving and what are the circumstances, it can be said that the leadership styles

has to be greatly flexible and adaptive in order to deal with the underlying organisational issues.

After establishing the behavioural aspects of leadership, the next step would be to apply them in

varying situations to evaluate their practicability. The situational theories does not put emphasis on

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personal qualities or traits of a leader, but take into consideration the situation in which he

operates. A good leader is one who sculpts himself according to the needs of the present situation.

Leaders are not a special breed or born like explained in the great man theory but rather

individuals are expected to develop their capabilities to lead a particular in an organisation.

Contingency theories will include Situational, path goal, decision making and Fielder’s theory which

view leadership as being dependent upon the situations.

Fieldler’s contingency theory

There are different theories that attempt to explain the situational leadership theory, the most

renowned one is the Fieldler’s contingency theory. It was created in the mid 1960 by Fred Edward

Fiedler, the model states there is no best style of leadership but is based on a leader’s

effectiveness in a situation. The contingency theory put emphasis on adapting to whichever

situations to better suit a leader’s style. Contingency advocates point out that leadership theories

must be taken into consideration according to which circumstance a leader operate. As supported

by Heslin, VandeWalle, Latham (2006), Fiedler’s Contingency Model was put forward with intention

to address workplace issues that are highly dependent on situational factors where leadership

styles will vary accordingly, you might progress well with autocratic leadership style whereas a

participative approach is suited to a dynamic work environment which have a more flexible

approach.

The theory proposed that the effectiveness of a leader or the organization is contingent on two

factors; the leadership style and the situational favourableness. Fiedler’s theory presumes leaders

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are affected to a particular set of leadership behaviours. Leaders can be categorized under two

groups either task oriented or relationship oriented. Task oriented leaders are more directive,

structure situations, set deadlines and make task assignments. In directive behaviour category the

leaders make use of one-way communication strategy which means leaders are the decide maker,

communicate, direct and closely monitor the performance of the employees to achieve the

organisational objectives (Balain, and Sparrow 2009, p. 229). However, rrelationship oriented

leaders tend to give attention to people, they are more considerate and are not very directive.

In order to assess the attitudes of the leader, Fiedler developed the concept ‘least preferred co-

worker’ (LPC) scale in which the leaders are asked about the person with whom they least enjoyed

to work with on a variety of factors. It is used to generate a cumulative score based on your

perception of your co-workers character, traits and attitude. The scale is a questionnaire

compromising of 16 aspects used to look at a leader’s underlying disposition toward others. A high

score shows a relations-orientated leader, a low score indicates a leader who is more concerned

with task performance (Mitchell, et al., 1970). The rationale behind this is that relations oriented

leaders are more inclined to view individuals with whom they least enjoyed working in more

positive terms than task oriented leaders (Bass & Bass, 2008). The second aspect of the model is

determining the favourability of the leadership situation, which takes into account three factors:

firstly Leader-Member relations this is the level of trust and confidence that your team has put in

you, a leader who is more trusted and has more influence with the group members in more

favourable situation; Secondly task structure, the task can be structured or unstructured. A task

where the subordinates and leader have little knowledge of how to achieve them are views

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unfavourable. Lastly leader’s position power, meaning the amount of power you have to direct the

group to provide reward or punishment (Chemers, 2000), the more power the leader have, the

more favourable. when combining, these factors it resulted in eight combination of group task

situation were identified by Fiedler which were used to distinguish whether a leader can influence

and control group members (Mitchell, et al., 1970). Below Fiedler’s theory is represented in chart.

There was a time when the department was sinking was almost saved by a smart leader Twalebt.

He looked at the old problems with innovative way and laid out new strategies. He supported the

vision that laissez fair leadership suited his department, leaving employees on their own to

complete their task and every now and then he would ask for feedback. He would take the major

decisions and then escalated it down to his team members. Little does he know that sticking to this

style of leadership would affect largely his department. Staffs were quitting and it was like a never

ending cycle, recruitment were made and again employees were leaving. The problem was no

everyone liked this style of leadership. Employees were not feeling part of the company, some

assignments demanded time and input from the leader but he failed to understand this. Some

employees were performing miserably and some were doing a good job. It can be related to the

unstructured task, so the leader adapted himself to his various types of employees and understood

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that one style of leadership would not work. The application of the situational contingency theory

would allow managers and leaders to solve problems under different situations. They would

henceforth recognize the successful application of a technique in one circumstance that would not

guarantee success in another.

Another example would be, a group of employees in that same department would have a manager

who is younger than them. The latter was chosen by Twaleb. This was not appreciated by the team

hence there was a lot of distrusts. So here Leader-Member relations were poor. The young man

has the power to give reward or punishment to the group. Twaleb understood the issue and gave

him some major advices to progress in his career. This can be classified under the high LPC

meaning the leader will have to focus on building on relations. He will need to build trust and a

good rapport with his colleagues to be successful and to make them understand that he is only

taking decisions that would benefit the company in the long run.

The drawbacks of this theory, the LPC scale is subjective and characteristics are relative in

contexts. Accordingly to Fiedler, the LPC score is only valid for groups that are closely supervised

and not adapted to open ones such as teams. It is questionable where this theory is valid in all

situations, when neither the task is well defined nor there is a choice of leaders to be having,

except ones with bad personalities. Scholars criticize the model is being too strict. There is the lack

of flexibility to it. However, Fielder believes that leadership styles are unchangeable But in reality

except of having a natural style a person’s leadership skill change according to the situation.

Bastian and Wald (2012) believed a practical way to handle different situations is to change leader

as flexible leaders bring more chaos and unstable situation in the organisation. For example, the

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leader with low LPC is in charge of an organisation, they tend to have weak relationship with group

and weak position. According to Fielder, the best way is to change the leader with high LPC,

instead asking leader to use another leadership style (Mindtools, 2016). Mitchell, et al., (1970) has

said that, even in best situation the LPC scale has only 50% reliable variance. It means, LPC is not

a great tool to measure leadership capability.

It is sometimes misconceived that once you reach the top level management in the hierarchy, you

assume that you have learn everything that you need to know about being a leader. You have

made your way to the top and you don’t require any more training. Although management and

leadership can extend along, it is important to have both good leadership and effective

management to be able to accomplish specific task ( Hersey, Blanchard & Johnson, 2008). Twaleb

recently created a new department with new employees to run his diverse service line. Even if he

occupied a high esteemed position in the company, he was facing some problems with the new

recruits. They were having problems in completing their work on teams, some did not understand

the working methods, they were reluctant to stay after office hours to complete their task and

teamwork was not working since some employees had good working skills and ideas and some

were not sure about their accounting skills. Twaleb as a leader needed to change his mind set into

a manager and find solutions and ways to address this challenging position. We will examine some

management theories that can guide him in his role.

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Henri Fayol - Administrative Management

Henri Fayol is widely recognized as the earliest pioneer and advocates of the task of management

(Parker and Ritson, 2005) His management theories were first identified in the early 1900s.

Although Fayol’s theories faced many criticisms, it is still the basis of management practices and

teachings in the 21st century. As an administrative theorist, he focuses on productivity

improvements not on the worker. Fayol shared the view that management is a skill that can be

acquired and put in practice, so designed a set of principles that could be used in a rational way.

These principles comprises of :

 Division of work. Workers specialising into a specific task. In the context of Twaleb’s issue

vis a vis its staff, this translates into them doing a specific part of the assignment while

working in teams. For example one employee could look at the documentation part and the

other one at the financial statements auditing.

 Authority and responsibility. Managers and leaders pass down power to others which gives

the organisation a balance. What Twaleb did was he selected a team leader for the team

that would hold responsibility for the completion of an assignment.

 Unity of command. Each employee will report to its specific team leader so there is no

confusion who to report to if there is an issue. It will be the duty of the team leader to deal

with the manager/leader of the department.

 Unity of direction. One objective will be set by the manager/leader there by implementing it

will be the responsibility of the team.

 Discipline. Every organisation has rules and regulations for employees to abide by. This is

not put in place to scare employees but to have a control over the employees and the

company. Discipline will eventually help the company to be more effective.

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 Subordination of individuals interests to the general interest. Focus should be on the interest

of the organisation and not on one employee of a group of employees.

 Centralization. Decision making is taken at the higher management depending on the

degree of complexity. Decision making depends certainly on the situations, according to

Twaleb a certain degree of freedom is given to team leaders to take decision in regards to

complete their task.

 Scalar chain. The span of control shows the number of subordinates that a manager

manages and shows communication channels.

 Remuneration. If workers feel they are being paid reasonably, this might show in the quality

of their work delivered. One issue Twaleb has been facing is employees not willing to stay

after working hours because Deloitte do not pay over time. He has to find ways to motivates

his employees and make them passionate about their job for effective coordination of

workers.

 Order. To run a company successfully, it is said that employees and resources must be

utilised correctly.

 Equity. Employees are expected to be treated fairly and in an equitable manner.

 Stability of personnel. An organisation makes make sure it does not experience high staff

turnover.

 Initiative. It is important for staff to take initiative in regards to their work, some task will

demand personal input.

 Esprit de corps. Twaleb must make sure that the selected team leader promote team spirit

to ensure that the department works in harmony.

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Some of these criterias might be old but so many of it are still in use and helpful for organisations.

Fayol’s came up with five functions of managers namely, planning, organizing, commanding,

coordinating and controlling. These functions were slightly revised and now are referred to

planning, organizing, staffing, directing and controlling ( Kannan, 2004).

In regards to staffing, Twaleb must make sure he recruits the right person to execute each planned

task. Not selecting the right person can be to the detriment of the company. We should not forget

that staff transforms a plan into action without them the department might incur losses. Another

criteria, directing will be important, the team must be given training and guided with instructions to

be able to understand the task. Twaleb should be involved and see the employees work which will

give employees a grounded feeling that they are important. Communication needs to be way as

expected by the team members, employees needs to know what are the plans and how they are

expected to implement it.

Despite this theory being widely accepted, the theory is criticised because it is based on Henry

Fayol’s personal experience during his tenure at coal mining factory. The theory has not been

substantiated by any empirical evidence based on research.

.Federick Taylor – Scientific Management theory

The concept of Taylorism management focuses largely in improving output, finding new ways to

break the entire task into smaller and manageable tasks so that they can be analyzed easily. It

pays attention to the interest of the employees by ensuring continuous training is given. This

management style considers managers as the designer, controller and evaluator of the workers

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who in fact are the implementer of the tasks. As per many of the researchers, it is the main reason

initiating the success of industrialisation and manufacturing in the America (Smith, 2007).

Taylor examined the time study technique. He was all about increasing labour productivity and he

therefore linked money with the amount of work produced. Therefore, the differential piece rate

system was introduced, he believed that this theory could be applied to all problems, whether it

was related to managers or workers. The goal of Scientific management were to develop a science

for each element of work, Selection of a worker to do a particular job was done in a scientifically

manner and training would be given a continuous bases, collaboration between workers and

management were encouraged so that task were completed according to scientifically developed

procedures and lastly establishing fair levels of performance which means the higher the

performance the higher the pay.

Twaleb can eventually use the Taylor’s organisational framework to deal with his staff, authority

must be clearly defined for example who will take decisions in the team. Workers are highly

motivated by incentives, Twaleb must find ways to satisfy and motivate his employees for them to

therefore delivery satisfactory output. Also, when an employee is failing to perform, he must

intervene and re-direct the employee.

The issue with Scientific management is it neglected the human side of the organisation and

workers are treated like machines, we could say workers were exploited and sometimes led to

monotonous jobs to workers discontent.

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Theory and practice

In Trait theory, nowadays people no longer believe that a person is a born leader. Further research

found that not all leaders posses the same traits. Moreover, possessing leadership traits is not

enough to make a person a successful leader, you must take action and execute them.

Transformational leadership style shows leaders as charismatic, intellectually stimulate their

subordinates and provide individual consideration of subordinates. In may cases, an integration of

transformational and transactional leadership approaches is the most effective leadership strategy.

Fiedler’s contingency theory of leadership, demonstrate the interaction of the leader’s behavioural

style with certain characteristics of the situation. It there comes to the leader to critically select the

right behavioural style vis a vis their subordinates for effectiveness. A leader will not be successful

if he applies the same leadership style to every situation. Flexibility is key, style will vary according

to employees needs and relationship with the leader. Effective leaders usually use a blend of

management styles depending on the employees and nature of work to be executed. As a leader,

the aspects like charisma, skill, experience matter a lot to bring an impact to make things happen

accordingly with the support of the functionaries of the related organization.Henceforth, good

leadership emerges by establishing trust and finding an equal balance between what the company

wants to achieve and the needs of the team.

Management, by nature, need to be precise, detailed and involves specific task which usually are

timed. Leadership, on the other hand, requires a much broader sense and involves goal-setting,

aligning, sharing of vision, inspiring others. Good management includes traits of good leadership

and good leadership includes aspects of good management. A leader lacking of management skill

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and a manager lacking any leadership capability will each fail. From my perception, management is

a science and can be learned. Leadership, however, is an art. While some of the capabilities and

qualities necessary to being a great leader can be achieved over time, much of what

makes terrific leaders great is inborn or, at the very least, it was learned much earlier in life.

People’s attitudes towards their employment have been considerably altered due to a shift from

manual to knowledge based work environment in the contemporary globalised organisational

structure. The fast-paced work environment combined with highly responsive employee’s

behaviour has enhanced living standards and employee’s expectations and therefore, effectual and

integrated leadership has become indispensible to motivate the organisational workforce of today.

Depending upon varying situations, organisations position their best leaders that are required to

motivate their subordinates through the most suitable leadership techniques in order to preserve

the loyalty and commitment of the employees towards achieving maximum organisational

productivity. You can be a very good leader but at the same time you fail to manage your

employees. This absurdity is applicable to the division of management and leadership. A human

being has to be capable of doing both breathing and thinking. In the exact same way, people in

organisations has to be acquainted with both managing and leading. Leaders who cannot manage

will fail due to their lack of technical knowledge and competence. On the other side, Managers who

has difficulty to lead will lose support and confidence of their subordinates. Management and

leadership can surely be different but it is believed that managers and leaders have to be the same

person to be more effective. An organisation need people who can both inspire and control, who

have vision and particular about details, who pay attention to short term and long term objectives.

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By the diverse range of situations and organisational contexts, a company will put forward an

effective leadership style in order to a relationship with their employees so that it aids in achieving

desired goals. Further to meet those targeted goals, leaders have to make use of several

motivational tools such as rewards, growth opportunities as mentioned by Rodgers. Frearson,

Holden and Gold (2003). Hence leadership mixed with the right motivational strategies will result in

great organisational productivity. Therefore it is important for leaders to understand the importance

of human needs while developing organisational objective. Despite a continuing debate on

differences between management and leadership, there is a definitely a close relationship between

them and it makes it difficult to separate them as distinct activities. However the appropriate way to

manage and lead an organisations does not always happen with harmony and approval all the

times, Twaleb might face some difficult situations in handling both at the same time. He will need to

find ways to keep the executives motivated and productive.

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