MCR003

Management Attributes and Skills

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Table of Contents

Week One.............................................................................................................................................3

Week Two.............................................................................................................................................3

Week Three..........................................................................................................................................4

References............................................................................................................................................5

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Week One

Management is compared with the leadership in different areas such as that are relating to the
organizational performance including direction is provided to the employees, and
relationships will be built as well as developing the personal leadership, and outcomes will be
created. Management provides direction to the employees and it leads to improving their
performance whereas the leaders have to focus on improving the performance and lead the
organizational growth, as well as motivate leaders to improve the performance. Leaders
conduct an informal discussion with employees which leads to building relationships among
employees, and management focuses on formal discussion like meetings which leads to
building only formal relationships among employees. Personal leadership qualities will be
developed among employees, and it leads to ensuring their personal growth as well.
Outcomes will be created of employees and it leads to improving the overall performance
growth of the organization, and outcomes will be generated better. Followers of the
organization such as employees and other stakeholders will be aligned where there is proper
management, and leadership can be used for aligning the leaders in one direction (Tudor Car,
et al., 2018).

Management is mainly focusing on improving the performance of the organization whereas

the leaders are to focus on building formal relationships with employees, and they are
creating a better working environment for the organization, and it leads to encouragement
among employees, and they will be motivated among employees, leadership qualities will be
developed among employees, and the followers get the right direction (Tudor Car, et al.,
2018).

Week Two

Fielder's Contingency Model of Leadership defines that the effectiveness of the group
depends on the appropriate match where the leader's style can be improved, and there will be
demands of the situation. Effective leadership is another factor of Fielder's Contingency
Model of Leadership and it maintains the effective leadership for matching the leader's style
for the right setting (Meirovich, et al., 2015).

Three factors that cover under the Fielder’s Contingency Model of Leadership are such as the
Leader-Member Relations, another one is Task Structure, and the last one is Leader’s

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Position Power. It can be used in three different areas such as in Leader-Member Relations,
also in structuring the tasks, and there is position of the leader. In the leader-member
relations, mutual trust, and respect will be built among employees and managers, as well as in
leaders and members, the confidence will be built among employees, as well as in leaders and
the subordinates. In the Task structure, it refers to that the tasks will be clear and structured,
but if the task structure is low, then the group tasks are ambiguous, and there is no clear
solution for achieving the goals of the organization. Next is Leader Position power in which it
has described how much the leader has power over to this group, and it also leads to the
extent the leader can give the awards to their employees or group members as well as punish
their group members (Meirovich, et al., 2015).

Week Three

Personality dimensions of Extroversion and agreeableness are such as –

Extraversion includes different traits such as they are very talkative, and assertive, which
leads to an increase in their performance, and they are very energetic as well. Dimensions of
extraversion include that people are more emotional expressiveness, and there is a high
amount of expressiveness, and it leads to improving the overall performance of the growth.
Extraversion leads to person's inclination and they are seeking the simulation in the outside
world, and they are getting the attention of other people, and others earn to the friendship,
power status, and there is admiration and power and there is earning friendship (Docherty, et
al., 2016).

Under agreeableness, the different traits areas are very friendly, cooperative, and they are
very compassionate, and the people who have low agreeableness traits, then it leads that they
are very distant, and the traits of agreeableness include they are being kind, and they are
sympathetic, as well as are affectionate. Personality dimensions of agreeableness include that
they are affectionate, and altruisms, and there are other prosocial behaviors, and it leads to
low traits performance, and there will be more competition, and there is even manipulation
(Docherty, et al., 2016).

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References

Docherty, A.R., Moscati, A., Peterson, R., Edwards, A.C., Adkins, D.E., Bacanu, S.A.,
Bigdeli, T.B., Webb, B.T., Flint, J. and Kendler, K.S., 2016. SNP-based heritability estimates
of the personality dimensions and polygenic prediction of both neuroticism and major
depression: findings from CONVERGE. Translational psychiatry, 6(10), pp.e926-e926.
https://www.nature.com/articles/tp2016177

Tudor Car, L., Kyaw, B.M. and Atun, R., 2018. The role of eLearning in health management
and leadership capacity building in health system: a systematic review. Human resources for
health, 16(1), pp.1-9. https://link.springer.com/article/10.1186/s12960-018-0305-9

Meirovich, G. and Gu, J., 2015. Empirical and theoretical validity of Hersey–Blanchard’s
contingency model. Journal of Applied Management and Entrepreneurship, 20(3), pp.56-73.
https://www.researchgate.net/profile/Gavriel-Meirovich-2/publication/
284178161_Empirical_and_theoretical_validity_of_Hersey-
Blanchard's_contingency_model_a_critical_analysis/links/564e1eb108ae1ef9296c5885/
Empirical-and-theoretical-validity-of-Hersey-Blanchards-contingency-model-a-critical-
analysis.pdf