LECTURER/MARKER GUIDANCE

6HR510 – Developing Leadership and Management

Assignment Instructions 19/20

Assignment Instructions:
You are required to write and submit a 3,500 word report demonstrating your
understanding of contemporary leadership and management. The report is divided
into three sections, which reflect the learning outcomes of the module, each section
is highlighted below:

Structure:
 Executive Summary (does not count to word count)
 Sections 1, 2 and 3
 General conclusions drawn
 Reference Section (does not count to word count)
 Appendix (if required)

Section 1:

Critically evaluate the contemporary definitions of leadership and management,

consider current perspectives of the roles and responsibilities of both leaders and
managers generally.

 Approximately 1000 - 1200 words

 Students must tease out the similarities and differences between leadership
and management using appropriate academic and professional debate
 Students must provide an evaluation of the current perspectives to inform
conclusions on the role and responsibilities of leaders and managers in
modern organisations.

Sensitivity: Internal
 Section 2:
Fortune recently published their ‘2019 Greatest Leaders List’, the top ten of which
you can find below. Using examples of three leaders from this list assess and
critically compare what makes these leaders distinctly successful. Make use of
different theoretical approaches to leadership and management to underpin this
discussion.
 Approximately 1000-1200 words
 Students must compare the types of leadership which is exhibited by each
leader selected. They will also consider what makes them successful
(position, power, knowledge, etc) and why people follow then (fear, hope, etc)
 Students must underpin the validity of their claim with appropriate
evidence, including:
theory and professional reference sources
 The student will provide a convincing justification in defence of their claim,
higher grades will be awarded on this basis, rather than the claim itself.

Section 3:
Based on your evaluation (task 1) and critical comparison of three key contemporary
leaders (task 2) analyse the critical skills and behaviours of a successful leader.
Then consider specific methods of leadership and management development that
would develop at least two of these areas, proposing how to implement and
evaluate these interventions effectively.

 Approximately 700 – 1000 words

 Students must propose and justify at least 3-4 skills and behaviours overall,
which should emerge from the conclusions drawn from the previous two tasks
 Students must propose and justify a specific development intervention
which would be appropriate for two (in total) of the previously posed skills and
behaviours.
 They will consider (using appropriate research) how the intervention would
be implemented and how to measure impact

Sensitivity: Internal
 (source: https://fortune.com/worlds-greatest-leaders/2019/search, accessed
17/10/19)
Assignment Submission and Grading Criteria
All assignments should be submitted via the Turnitin submission point (labelled
either F/T or P/T and found within the ‘Assessment’ tab) by the deadline highlighted
above. All assignments will be marked against a marking rubric, a copy of which is
attached to appendix 1 of the module handbook.
On successful submission of the assignment, you will be demonstrating your
individual achievement of the Module Learning Outcomes:
1. Critically evaluate the definition, roles and responsibilities of Leadership and
Management in modern contexts
2. Assess alternative theoretical approaches to leadership and management and
their relevance within contemporary organisations.
3. Discuss different methods of leadership and management development and how
to implement and evaluate interventions effectively

Questions and Support

Please direct any questions relating to the assignment, academic regulations relating
to submission and marking of work in the first instance to the Blackboard Assignment
Discussion Board (within Assessment Tab), thereafter to the Module Leader (Dr
Sarah Digby), or your seminar tutor.

Sensitivity: Internal
 SECTION 1 Approximately 1000 - 1200 words

 Students must tease out the similarities and differences between leadership
and management using appropriate academic and professional debate
 Students must provide an evaluation of the current perspectives to inform
conclusions on the role and responsibilities of leaders and managers in
modern organisations.

ANSWER:

The distinction between both leadership and management has created a constant
polemic among scholars. It is often presumed that any person in a management post
can lead and vice versa. The reality is, not every manager can practice leadership
and not every leader can manage. Leadership is implemented by individuals who do
not occupy management roles. Few academics claim that in spite of leadership and
management commonality, the actions are not similar (Bass, 2010).

Abraham Zaleznik was the premier researcher to speak out on this matter in the late
70s through his milestone commentary in the Harvard Business Review. He claimed
that, managers and leaders together, valuably contribute to a company and that
each role’s impact is distinct. While leaders promote development and improved
methodologies, managers campaign for steadiness and the state of affairs.
Moreover, while leaders are occupied with interpreting followers’ viewpoints and
acquiring their engagement, managers accomplish errands, practice command, and
agonize about tasks’ accomplishment.

In the late 80s, the leadership professor at Harvard Business School, John Kotter,
asserts that both management and leadership are two diverse, still interdependent
schemes of process in businesses. Precisely, he claims that leadership is about
confronting alteration, where management is about enduring convolutions (Kotter,
1987) For him, the leadership practice comprises (a) evolving a concept for the
company; (b) lining workers with that concept by communicating; and (c)
encouraging employees to achieve it throughout emancipation and addressing the
needs. The leadership course generates positive uncertainty (Gelatt, 1991) and
revolution in the business.

Contrarily, the management practice entangles (a) scheduling and costing, (b)
consolidating and recruitment, and (c) monitoring and addressing the issues. The
management course decreases ambiguity and steadies the business. Robert House
(1997) agrees by claiming that management involves applying the concept and route
traced by leaders, synchronizing and running the company, and managing daily
complications.

Sensitivity: Internal
 When highlighting the dissimilarity amongst leaders and managers, Warren Bennis
the pioneer of Leadership studies, claims that in order to outlive in the 21st era,
leaders are needed, not managers. The difference is a significant one. Leaders
overcome the framework—the unstable, blustery, unclear milieus that occasionally
seem to combine against the normal milieu of work whilst managers give up to it.
(Bennis, 2007) He also recapitulated his earlier quote by saying Managers are
people who do things right and leaders are people who do the right thing.

CONCLUSION FROM THE TABLE

EVALUATE THE CONTEMPORARY DEFINITIONS OF LEADERSHIP AND

MANAGEMENT

Evolution of leadership and management theories little summary

ERA 3:
 Servant leadership

The servant leadership theory was developed by Robert K. Greenleaf amongst

different contemporary managerial academics (Spears, 1996). Conforming to
Greenleaf, leadership must mainly satisfy employee’s requirements (Greenleaf,
1977; Lloyd and Spears, 1996). Several additional authors advocate servant
leadership as an effective, contemporary concept for managerial leadership such as
Covey who stated that servant leadership theory is a belief, an ordinary regulation,
and getting the common value orientation and individual practices adjusted to this
honorable belief is among the greatest tasks to complete (Covey, 1998).

Findings on Servant leadership divulge numerous unique characteristics of these

leaders. These comprise foresight; sincerity; trust; assistance; gratefulness and
emancipation (Russell and Stone,2000) Ethics are the primary fundamentals of
Servant leadership as they impact the leaders' businesses. The particular morals of
leaders, just as sincerity contribute in founding relational and managerial trust, which
consolidate servant-oriented institutes. Leaders that demonstrate gratefulness
display geniune love for their supporters which consolidates sympathy in their
interpersonal environment. Also, Emancipation of followers emerge of a trust-worthy
atmosphere. It reveals the leadership morals of fairness and respect.

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  Transformational and Transactional

The official theory of transformational leadership was suggested and settled by Bass
and Avolio (Bass, 1985a; Bass and Avolio, 1990). Bass specifies that this exceeding
self-centeredness should be for the “company, society, or organization” (p. 53).
Basically, transformational leadership is a course of creating engagement to
business goals and then inspiring disciples to attain those goals (Yukl, 1998). The
outcome is improved follower efficiency (Burns, 1998; Yukl, 1998).
The transactional leader, as stated by (Daft, 2002), identifies disciples’ requests
and demarcates the interchange means for addressing those requests. The benefit
from the exchange transaction is mutual between the leader and the follower.
Transactional leadership is based upon Rational-legal authority, emphases on
mission achievement, and depends on recompenses and penalties (Tracey and
Hinkin, 1998).

Transformational leadership varies significantly from the previous theory. It is

related to improvement and growth. Additionally, transformational leadership
improves the outcomes of transactional leadership on disciples (Bass, 1985, 1990)

 Difference between SERVANT and TRANSFORMATIONAL

ERA 4: Authentic Leadership

The theory of authentic leadership emphasizes on authenticity as an essential trait of

a leader that helps a leader to be authentic through “self-awareness, self-
acceptance, self-knowledge, faith, actions and relationships, promotion of authentic
relationships with their followers and associates, supported by transparency, trust,
integrity and high moral standards” (Besen et al., 2015)

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 APPENDIX

Category Leadership Management

Thinking Process Focuses on people Focuses on things

Looks outward Looks inward

Goal setting Articulates a vision Executes plans

Creates the future Improves the present
Sees the forest Sees the trees

Employee relation Empowers Controls

Colleagues Subordinates
Trusts & develops Directs & coordinates

Operation Does the right things Does things right

Creates change Manages change
Serves subordinates Serves superordinates

Governance Uses influence Uses authority

Uses conflict Avoids conflict
Acts decisively Acts responsibly

REFERENCE
https://cs.anu.edu.au/courses/comp3120/local_docs/readings/
Lunenburg_LeadershipVersusManagement.pdf
Covey, S.R. (1998), ``Servant-leadership from the inside out'', in Spears, L.C. (Ed.), Insights
on Leadership: Service, Stewardship, Spirit, and Servant-leadership, John Wiley & Sons,
New York, NY, pp. xi-xviii

Sensitivity: Internal
Sensitivity: Internal