Management Theory

and Leadership
MGMT 840: Development of Management Theories
and Practice
Bridget Bratt
August 4, 2021
Is it necessary for managers to have
transformational leadership qualities and
strategic management skills to positively
impact culture?

 Transformational leaders encourage followers to think

beyond their own self-interests, provide feedback,
establish high-performance standards, assist followers in
becoming more innovative and creative, and pay
attention to their needs (Bass, 1988; Yukl, 1971). These
skills clearly define the distinction between management
and leadership.
 When John Kotter stated more than two decades ago,
"many firms are overmanaged and under led," he was
implying that far too much effort is put into tightening
management procedures to make existing businesses
more efficient, and far too little effort is put towards
driving them to brighter futures and capitalizing on
strategic planning (Abell, 2006).
 According to Abraham Zaleznik, managers attempt to
produce and preserve order, whereas leaders create
"relative disorder" to gain strategy and innovation
(Spector, 2013).

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Management Theory

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 Management Theorists Timeline

Early Scientific Social Modern

Robert Owen Frederick Taylor Mary Parker Follett Peter Drucker

(1771-1856) (1868-1933) (1909-2005)
(1856-1915)

Charles Babbage Henry Gantt Abraham Maslow Robert Katz

(1792-1871) (1861-1919) (1908-1970) (1917-

Daniel McCallum Frank Gilbreth Kurt Lewin Fred Fiedler

(1815-1878) (1868-1924) (1890-1947) (1922-2017)

Lillian Gilbreth 4
(1878-1972)
 Early Management

Key Themes

 Confucius
• Theories of organization
• Leadership as an obligation
 Socrates
• Management as a science and an art
• Business and social responsibility cannot be
separated
 Babbage
• Operations management
• The architect of modern computing

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 Scientific Management

Key Themes

 Frederick W. Taylor
• Time studies
• Operational efficiency
 Lillian Gilbreth
• Industrial psychology
• Fatigue studies
 Henry Gantt
• Project schedules and charts
• Bonus and task system

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 Social Management

Key Themes

 Mary Parker Follett

• Organizational engineering
• Ethical leadership
 Kurt Lewin
• Three step change model
• Field theory

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 Modern Management

Key Themes

 Peter Drucker
• Concept of the Corporation
• Balancing morals and judgment with business
goals
 Robert Katz
• Management skills typology: Conceptual, human
and technical
• Learning management

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Management and
Leadership

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 Management vs At the heart of transformational leadership is the ability of the leader to
Leadership see the hidden potential in followers (Armstrong & Lorenz, 2020).

A leader can have a grand vision, but without managers to carry it out, the vision won’t be realized. Managers adhere to
standards, but if they aren’t inspired by leadership, they won’t be able to share their vision with the workforce (Lush, 2019).

Management Produces Order Leadership Produces

& Consistency Movement and Change
 Planning and budgeting  Establishing direction
 Establishing agendas and timelines  Creating a vision
 Allocating resources  Clarifying the big picture

 Organization and staffing  Setting strategies

 Aligning people
 Establishing rules and procedures
 Building teams
 Controlling and problem solving
 Motivating and inspiring
 Developing incentives
 Empowering subordinates
 Satisfying unmet needs
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Northouse, 2019
 Management vs
Leadership
Figure 1 Thematic network for differentiating between leadership and management

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From “Differentiating leadership from management: An empirical investigation
of leaders and managers,” by S.-R. Toor, 2011, Leadership and Management in
Engineering, 11(4), p. 317.
Why Management and Leadership Matter
Key statistics on management

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Leadership infographic data adapted from Nongard, Dr. R
(2017)
“One must strive for more than the status
quo: humankind was not put on the Earth to
simply survive; they must seek higher
purpose and wisdom and pass it on to those
who merit it. “

Socrates

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Questions? 14
THANK
YOU!
 References
• Armstrong, D., & Lorenz, K. (2020). Transformational leader: Socrates. Academia.

• Bragues, G. (2007). Socrates on management: An analysis of Xenophon’s Oeconomicus. SSRN Electronic Journal. Business & Economics Society (B&ESI) Conference, Antibes, France.
https://doi.org/10.2139/ssrn.997057

• Darmody, P. B. (2007). Henry L. Gantt and Frederick Taylor: The pioneers of scientific management. 2007 AACE International Transactions.

• Gallagher, C., & Rarick, C. (2002). Confucius and total quality management. Journal of Management Research, 1(4).

• Gibson, J. W., & Deem, J. (2016). Leadership lessons from the past: Examining the work of Mary Parker Follett and Lillian Gilbreth. International Leadership Journal, 8(1).

• Humphreys, J. H., & Einstein, W. O. (2003). Nothing new under the sun: Transformational leadership from a historical perspective. Management Decision, 41(1), 85–95.
https://doi.org/10.1108/00251740310452934

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• Kurzynski, M. (2009). Peter Drucker: Modern-day Aristotle for the business community. Journal of Management History, 15(4), 357–374. https://doi.org/10.1108/17511340910987293

• Kitana, A. (2016). Overview of the managerial thoughts and theories from the history: Classical management theory to modern management theory. Indian Journal of Management Science, 6(1).

• Lewis, M. (2007). Charles Babbage: Reclaiming an operations management pioneer. Journal of Operations Management, 25. https://doi.org/10.1016/j.jom.2006.08.001

• Marshev, V. I. (2021). History of management thought : Genesis and development from ancient. Springer Nature.

• Nongard, Dr. R. (2017). Leadership infographic. In Leadership Infographic and Leadership Statistic

• Northouse, P. (2019). Leadership : Theory and Practice (8th ed.). Los Angeles Sage.

• Peterson, T. O., & Van Fleet, D. D. (2004). The ongoing legacy of R.L. Katz. Management Decision, 42(10), 1297–1308. https://doi.org/10.1108/00251740410568980
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• Toor, S.-R. (2011). Differentiating leadership from management: An empirical investigation of leaders and managers. Leadership and Management in Engineering, 11(4), 310–320.
https://doi.org/10.1061/(asce)lm.1943-5630.0000138