Table of Contents

INTRODUCTION.....................................................................................................................................1
MAJOR FINDING....................................................................................................................................1
I. Leadership...........................................................................................................................................1
1. Definition of leadership:..................................................................................................................1
2. The roles of a leader:.......................................................................................................................2
Inspire Trust:.....................................................................................................................................2
Create Vision:....................................................................................................................................3
Execute strategy:...............................................................................................................................3
Coach Potential:.................................................................................................................................4
3. Styles of leadership:.........................................................................................................................4
1) Autocratic style............................................................................................................................4
2) Democratic style..........................................................................................................................5
3) Laissez-Faire Style.......................................................................................................................5
II. Management........................................................................................................................................5
1. Definition of management:..............................................................................................................5
2. The functions of a manager:............................................................................................................6
1) Planning.......................................................................................................................................6
2) Organizing...................................................................................................................................6
3) Commanding...............................................................................................................................7
4) Coordinating................................................................................................................................7
5) Controlling...................................................................................................................................7
3. Management roles:..........................................................................................................................7
III. The different roles and characteristics of leader and manager.......................................................10
IV. Mr. Ta Minh Quyen and E Nhat Industry Joint Stock Company...................................................11
1. How Mr. Ta Minh Quyen applies the functions of manager:.........................................................11
2. How Mr. Ta Minh Quyen applies the roles of leader:....................................................................12
V. Different theories and the effectiveness of leadership approaches.....................................................13
1. Situational leadership:...................................................................................................................13
2. Contingency leadership:................................................................................................................15
References.................................................................................................................................................16
INTRODUCTION
E Nhat is one of the biggest suppliers in the steel manufacturing industry with nearly 500
staff. In 2018, the company achieved 176 billion VND in revenue and 3 billion VND in
profit. In the following years, E Nhat continuously recorded huge profits. One of the
reasons for this is because of the quality of the products the company delivers to their
customers. Besides its achievements, E neat also plans to expand its business activities to
ensure the development of the company, which requires a lot of attention from the board
of directors in the company.

In this assignment, the difference between a manager and a leader will be made clear by
analyzing the role of the leader as well as the function of the manager in a fixed situation
about Mr. Ta Minh Quyen and E Nhat company.

MAJOR FINDING
I. Leadership
1. Definition of leadership:

Leadership is a very difficult concept to define. During the half-century, there are nearly
1,400 definitions of leader as well as the role of leader. These figures, whether factual or
exaggerated, indicate that there is almost no exact definition of leadership, because the
correct definition of leadership depends on the interests of researchers and the type of
problem or situation being studied [ CITATION Sil16 \l 1033 ].

Although defining leadership is not easy, it is important to find a clear definition of

leadership. According to [CITATION ALE20 \l 1033 ] leadership in business is the ability of the
leadership in the company to set and lead the company to achieve great goals, and to
make the quick and decisive decisions needed to outperform competitors as well as
inspiring employees so they can do their jobs in the best possible way.
 2. The roles of a leader:

Today, leadership is understood as the practice of influencing others, changes in recent

years have also changed the definition of leadership, especially the leader. However,
managing, supervising, directing, or influencing others are still the basics of leadership
[ CITATION Car \l 1033 ]

According to [ CITATION Fra18 \l 1033 ] there are four essential roles that can be seen in
successful leaders even in the toughest of circumstances. These roles are considered
essential because they build the foundation for conscious leaders to lead about themselves
and their team.

The four essential roles of a leader are:

Inspire Trust:
Inspire trust is play an important role of a successful leader because employees only
recognize someone as their leader when they have faith in that person, not only
intellectually but also morally. Similarly, employees will not follow anyone unless they
are convinced that the leader knows exactly what to do to grow the company.

According to [ CITATION Ray10 \l 1033 ], When asked to define a leadership style,

entrepreneurs often respond that they “lead by example”, which means they will work
hard, take on any task no matter how difficult it is to be an example for their employees
to follow. However, the employees are not easily deceived by the flawless but far-fetched
examples, they are able to realize the real efficiency of their work versus unnecessary
busyness.

A true leader not only inspire trust, but they also repay and put their trust in and those
who follow them. To lead effectively, leaders need to remove the anxiety about losing
control and allowing their employees to participate. Once employees see the trust of their
leaders, they will be willing to take on more responsibility and contribute more to the
organization.
Create Vision:
Having a forward-looking vision, the ability to visualize interesting aspects, and the
ability to direct others to visions of a shared future are traits that help distinguish between
leaders and ordinary people.

According to research being surveyed around the world with a scale of up to tens of
thousands of people about the question "what in a leader you love and admire". The
number one requirement about the participants' leadership answered it was honesty.
However, the second requirement is about a leader who is looking forward to the future,
only 27% of respondents choose it as what they want from a colleague, while 72% want
in a leader.

This points to a clear difference between the leader and his subordinates. In addition,
there is an escalation with management levels, for frontline leaders, it's their job to simply
predict what will happen after current projects are over, and leaders at higher levels
should have a vision of the future for about a decade. [ CITATION Jam09 \l 1033 ]

Execute strategy:
In strategy execution, leaders have a responsibility to advance development strategies as
well as support the direction of the organization. For example, leaders have to do things
like review progress, train people and solve problems to make sure they can get the best
results. Leaders do not set an example because they do not execute strategy, it is the job
of their employees. [ CITATION Ski17 \l 1033 ]

Execution is the result of synthesizing thousands of decisions made every day based on
the information employees have and their interests. Therefore, strategy execution
progresses when leaders support their employees with their time and action. Because so
many opinions are given, a leader needs to carefully choose which actions will best
motivate the process to invest time in. [ CITATION Gar08 \l 1033 ]

Coach Potential:
Leaders have the role of finding the potential of each person on the team to be able to
maximize their capabilities and improve their performance as well as their career.
“When it come to coaching, we want more than hired professionals to help leadership
build skills and expertise for their employees. That work may be very important, but it is
temporary and done by outsiders. The training style that a company needs is to create a
real learning organization, by people in the organization. It is a job that leaders should
engage with their employees, to help define the company culture and advance the
organization's mission. A manager as an effective coach asks questions instead of giving
answers, supports employees instead of judging them and facilitates their growth instead
of dictating what must do.”[ CITATION Her19 \l 1033 ]

3. Styles of leadership:

Leadership is a practice, they are always changing and improving ways to help the
company develop. The longer they lead, the more styles they have to change to suit any
situation. Each leadership style has its own characteristics, a wise leader will depend on
each situation and develop his own leadership. [ CITATION Bru19 \l 1033 ]

There are three leadership styles:

1) Autocratic style

When it comes to an autocratic leader, one phrase that clearly defines this style of
leadership is: “Do as I say”. An autocratic leader believes they are the best person, the
smartest, and more knowledgeable than anyone else. The decisions they make have little
input from other people, even when those contributions are helpful. [ CITATION Ani16 \l
1033 ]

This leadership style is typical of one of the leadership styles of the past, but it is no
longer relevant to today's leadership.

However, autocratic style may still be appropriate in some situations. For example:
autocratic style can be helpful when decisions need to be made immediately and the
leader is the person with the most knowledge of the troubles they are facing. [ CITATION
Bru191 \l 1033 ]
 2) Democratic style

Leaders in a democratic style are the ones who will ask: “what do you think?”. They
share with their employees about all the things that affect the job as well as their
decisions. They also discussed and consulted with staff before final decision. [ CITATION
Ani16 \l 1033 ]

Leaders with a democratic style can easily build trust and motivate their employees.
Democratic leadership style helps employees do what they want the way they want it,
allowing employees to develop their own skills.

3) Laissez-Faire Style

The laissez-faire style is the opposite of autocratic style. Of all the leadership styles this is
the style with the least amount of supervision involved.

Laissez-faire style leaders give their employees more freedom in the way they do their
jobs, they are willing to provide all the resources and advice if it is needed, but otherwise
they will not participate. This autonomy can help employees to have a high degree of job
satisfaction but can be a negative impact if they do not have enough skill and not manage
their schedule well. [CITATION min \l 1033 ]

This style can be effective if the leader is leading employees who are experienced and
skilled as well as time self-reliant. To achieve the highest efficiency, leaders need to
monitor and give regular feedback. [ CITATION Bru19 \l 1033 ]

II. Management
1. Definition of management:

“Management is the gathering and coordination of people to achieve desired goals using
available resources. Since the organization is also seen as a system, management can also
be viewed as a human action to facilitate the generation of useful results from the system.
This perspective is created so that a manager can manage himself well, an important
condition before being able to manage others.” [CITATION lum \l 1033 ]
 2. The functions of a manager:

“The five basic functions of management are identified by Henri Fayol including:
planning, organizing, commanding, coordinating, and controlling. These functions work
together to realize the goals of the organization, these functions of the manager can be
considered a process where the functions are built on the previous function. To be
successful, the manager needs to follow the proper sequence management functions.”
[CITATION ind20 \l 1033 ]

There are five primally functions of management:

1) Planning

According to [ CITATION Pet73 \l 1033 ], he defined planning as: “Planning is a systematic

process of continuously making current business decisions and with the best possible
knowledge about their future, systematically organizing the efforts required necessary to
make these decisions and measure the results of these decisions against expectations
through systematic and organized feedback.”

Manager have to plan for future situation, develop and ensure that future goals can be
achieved. Managers need to evaluate future contingency options to avoid potential
problems in the future as well as shaping the company's vision and future strategy.
[ CITATION Kal17 \l 1033 ]

2) Organizing

According to Henry Fayol, “Organizing a business is to give it everything that is useful or

what it does, for example: raw materials, tools, capital and personnel.” [ CITATION Son18 \l
1033 ]

The responsibility of the managers is to organize the workforce effectively and align the
organization's activities. Managers must also recruit and train the right people for the job
as well as ensure the workforce in the company is always adequate and satisfactory.
[ CITATION Kal17 \l 1033 ]
 3) Commanding

One of the manager's daily jobs is to supervise subordinates in every job as well as being
a source of inspiration for his subordinates to complete all jobs to achieve the company's
goals. Managers are also responsible for communicating with employees about the
company's goals and policies. The commanding of the subordinates should be
harmonious with company policy, and the manager should treat the subordinates in
accordance with company standards.

4) Coordinating

According to [ CITATION Pra16 \l 1033 ] , “Coordination is the unity, integration, and

synchronization of the team members' efforts to create unity of action in pursuit of
common goals. It is an underlying force that binds all other functions of management.”

The harmonization of procedures and activities carried out by the company company is
the responsibility of the managers, this means that all activities of each unit in the
company must complement and enrich the jobs in other units.

5) Controlling

According to [CITATION lum \l 1033 ], “Control is the measurement and adjustment of the
performance activities of subordinates to ensure that the Goals and plans the business
wishes to achieve are fulfilled.”

Managers need to control activities within the company to ensure they are aligned with
the company's overall policies and goals. Managers are also responsible for observing
and reporting deviations from the company's plans, and at the same time taking initiatives
to correct those deviations.

3. Management roles:

Managerial activities Functions

Interpersonal roles
Figurehead The figurehead acts as a figure of social responsibility, rituals and
also legal.
With all of these social responsibilities, the manager is seen as an
image of expectations and fame and expected to be an inspiration
for everyone. [ CITATION Col15 \l 1033 ]

Leader Leaders are people who build connections with employees, they
motivate and train their employees. Leaders have a responsibility
to educate their subordinates including motivating, monitoring
and inspiring employees so they can thrive in the best direction.
[ CITATION Pea12 \l 1033 ]

Liaison A manager needs to contact with internal and external

relationships in order to achieve data.
A manager as a representative of the business to describe
verbally communicating events and responsibilities. One needs to
network and interact in point exchanges in order to acquire
expertise. [ CITATION Lau16 \l 1033 ]
Informational roles
Monitor The monitor seeks all information internally and externally on
matters that could become troublesome for the company.
Their responsibilities include the department's performance,
issues and opportunities, and an evaluation of the internal
activities that may arise. All data received about this capacity
should be stored and maintained. [ CITATION Oli15 \l 1033 ]

Disseminator According to [ CITATION Min73 \l 1033 ] , the disseminator conveys

internal truths, which are received from both internal resources
and stakeholders. Their mission is to Highlight the value or true
 views of stakeholders about the company and toward
subordinates. This requires each authorization and filtering
capabilities.
Spokesman The spokesman communicates to stakeholders the truths,
opinions and values of the company. They use their PR
capabilities to introduce stakeholders about their company.
[ CITATION Min73 \l 1033 ]
Decisional roles
Entrepreneur Entrepreneur serves as the designer, initiator, innovator and
inspector of change. The roles encourage managers to work to
delegate and create development initiatives. [ CITATION Min73 \l
1033 ]
Disturbance-handler The disturbance-handler is the person who takes action when the
company encounters extremely serious problems. A general
position pays a fee when a company simultaneously gets
converted or upset and assists and asks for calm. [ CITATION
Min73 \l 1033 ]
Resources allocator The mission of a resource allocator is the distribution of all types
of assets, including manpower, investment, equipment, timing
and description of the obligations to oversee the allocation and
financial, human and material. [ CITATION Min73 \l 1033 ]
Negotiator The negotiator is the company's representative in the negotiations
that affect the supervisor's duty fields are a chosen task, this is
basically for the representative, figurehead and useful resource
allocator roles. [ CITATION Lau161 \l 1033 ]

III. The different roles and characteristics of leader and manager.

 Leader Manager
A leader is someone who influences his or The manager is the person who will
her employees to achieve a specific goal. oversee and monitor the entire business

A leader has many ideas about plans for
the company in the future.
The leader sets the direction and creates
conditions for it to develop.
Leaders are people who lead others so they Managers are those who manage and make
will have followers.
Leaders use small conflicts to motivate
subordinates.
Leaders create and develop change.
Leaders position people to ensure they are
at their best.
The leader’s forcus is people.
The aim that the leader goes for is the
development of their team.
The manager is the one who turns ideas
into practical and calculated.
The manager will make detailed plans and
make decisions
sure everything is running smoothly, so
they have employees.
Manager simply avoids any possible
conflicts
Managers receive and react to change.
Managers organize everyone to make sure
things are done in a smooth way
Meanwhile, procedures and processes are
the concern of the manager.
The aim of manager is to archive the result
at the end.

The most basic difference between a leader and a manager is that a leader is not
necessarily a manager, a leader can be anyone in the organization. Unlike managers,
leaders are trusted and followed by people because of their personalities, behaviors, and
beliefs. In any project, leaders show a high degree of passion, leaders are not only
interested in the success of the project but are also very concerned about the success of
their followers. Therefore, leaders are very willing to help and support their followers so
that followers can develop themselves and improve their own skills.
Meanwhile, not all managers are leaders, some managers have extremely poor leadership
skills. Managers are accountable for the actions of their subordinates, so they have the
right to promote, hire, fire, discipline or reward employees based on their performance
and behavior. They can do anything to achieve the overall goal of the organization

IV. Mr. Ta Minh Quyen and E Nhat Industry Joint Stock Company
1. How Mr. Ta Minh Quyen applies the functions of manager:
a. Organizing

As a manager, Mr. Ta Minh Quyen has put a lot of effort in organizing the business
including attracting and recruiting good people for E Nhat, Mr. Quyen has different
human resource plans depending on the rank being recruited. The unskilled workforce
includes mechanics, design engineers and factory workers will be recruited based on
some of their qualifications and experience while for the selection of manager, he has a
tendency to attract power-oriented and politically minded people as well as people who
are willing to take risks.

For Mr. Quyen, a good manager must be someone who records the decisions within their
scope as well as can provide the details to support those decisions. The goal of all the
requirements for personnel is that Mr. Quyen wants the workforce of the factory to
operate effectively, the managers need to carefully plan in each of their decisions, and the
employees can do the jobs that they do best.

b. Controlling

In the shop floor, Mr. Quyen has set a lot of rules and regulations that employees must
follow to ensure productivity, product quality and occupational safety in the workplace.
Each department in the company is divided separately and each department has its own
manager to make sure nothing goes wrong.

All managers at E Nhat are required to document all their decisions as well as detailed
metrics to support those decisions so that the company can keep track of their decisions,
so the company can be easily controlled if the decision is in trouble.
 2. How Mr. Ta Minh Quyen applies the roles of leader:
a. Inspire trust

A good leader should be someone who inspires his employees, becomes an example for
them to follow. In E Nhat, Mr. Quyen is described by his colleagues as a hard-working,
rational, and very assertive leader. He is also a very careful man in controlling his
business, Mr. Quyen supervises all projects from start to finish by himself to ensure that
the goals are met.

Mr. Quyen shows himself as an inspiring leader, hard work and careful in his work,
making him a good example for his subordinates to follow.

b. Execute strategy

Mr. Quyen spends a lot of effort building up a good workforce and making sure they can
do their best; for example, jobs are designed specifically to make sure that workers can
only do their best, and that the managers of each department are required to be closely
monitored to ensure there are no deviations.

In this firm, Mr. Quyen also uses financial rewards to promote competition among
employees to boost their productivity, although the seniority of alcohol is the main factor
in raising wages and bonuses.

 Leadership style of Mr. Ta Minh Quyen is autocratic style

Mr. Quyen appears to be an “autocratic style” leader, Mr. Quyen wants everyone and
every project to be under his control so that Mr. Quyen can supervise the project from
start to finish. Moreover, although Mr. Quyen wants to hire managers who are flexible
and willing to take risks; However, the company's regulations discourage employee
creativity to limit change as well as possible risks.

However, in a new project that partners with a construction company to build high-rise
buildings in West Lake, Hanoi and in the next two hydropower plants in Tuyen Quang
and one project in Ha Tinh. When the company receives more and more collaborative
projects and opportunities for growth, Mr. Quyen realizes that his traditional leadership
style needs to change and improve his leadership.

V. Different theories and the effectiveness of leadership approaches

1. Situational leadership:

“Kenneth Blanchard and Paul Hersey have researched and developed a leadership style
called Situation Leadership. Situation leadership is when the leader or manager of an
organization has to adapt his style to the level of development of his subordinates that he
is trying to influence. With a situation leader, the leader must be the person who changes
the style, but the employee does not have to change to adapt to the style of the leader. In
the situation leadership, the leader's leadership style can constantly change to meet the
needs of others in the organization based on specific situations.” [ CITATION Lei19 \l 1033 ]

Figure 1: Model Situational Leadership & Maturity of Followers

Mr. Quyen wants to hire good workforce with mechanics, design engineers, and skillful
workers in the shop floor and managers who are flexible and willing to take risks;
However, the company's regulations discourage employee creativity to limit change as
well as possible risks. Because if a project fails, the manager of that project will be
publicly criticized and penalized. There is a commonly used phrase that used by
employees in companies that is “If it ain’t broke, don’t fix it.”

As can be seen that the employees of E Nhat are correspond to R3 (Participating and
Supporting), they are recruited because they are good workers with the skills to get their
job done and talented managers who have flexibility and politically minded. However,
because company policies discourage creativity, they become passive and are not willing
to take responsibility and do what they were told to do.

In the work at E Nhat, Mr. Quyen appears to be an “autocratic style” leader, Mr. Quyen
wants everyone and every project to be under his control so that Mr. Quyen can supervise
the project from start to finish. He also laid down a lot of rules and regulations that
required his subordinates to follow. Therefore, it is obvious to see that the leadership
style of Mr. Quyen is telling/directing style.

According to figure 1, the leadership style of Mr. Quyen does not match with readiness of
his followers. Therefore, Mr. Quyen should change his leadership style to participating
style to match with the employees

2. Contingency leadership:

According to [ CITATION Fre67 \l 1033 ], he believed that there is no best leadership style,
but the effectiveness of a leadership style depends on the specific situation. This is a
combination of two elements - "leadership style" and "situational favorableness". In a
favorable situation, there are three distinct factors that need to be considered: Leader-
Member Relationship, Duties Structure and Authority Position of Leader.

According to [ CITATION Jus75 \l 1033 ], employee-leadership relationship is defined as an

the trust that employees put on a leader. The belief of employees in Mr. Quyen is most
evident from a small manufacturing facility that specializes in installing products for
transport infrastructure. E Nhat has become one of the leading suppliers in the steel
manufacturing sector with 646 employees, to achieve this not only with the efforts of Mr.
Quyen but also the achievement of the employees who followed him from the very first
days. Although the regulations in Mr. Quyen's company are quite strict, but he himself
tries to be an example so that everyone can trust and follow.

Task structure evaluates the tasks that the leader is performing with two types including:
clear and structured or vague and unstructured. The disadvantage of leaders is that they
do not have the experience and the structure to get the job done, leading to loss of
control. However, the new projects that Mr. Quyen is implementing are all related to the
profession he is currently working on. Mr. Quyen is a leader who has run a large
company for many years, so Mr. Quyen is completely capable of controlling the work
situation.

Leader's Position Power is the type of power that helps the leader run the team, while also
giving punishment and reward. When approached by a construction company offering a
long-term partnership with E Nhat on a highway and two hydropower projects, Mr.
Quyen used his strength to gather manpower to find the most talented people to complete
this project.ds. Fiedler argues that the more power you have, the easier it is for you to
control the situation. But as the company grew more and more, Quyen realized that he
should give more power to his associates and change the traditional leadership style.

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