Impact of Management and Leadership styles

blow of Management and contri just noweing geniussManagers argon whodo things rightand attr pieceors be whodo the right thingThe gen sequencel concept according to my discernment from various literature reviews be that Leaders leads sight and film directors manage each things in administration, further to a greater extent(prenominal) to my concepts the important point is that drawing cards atomic go 18 the pack who bring alternates in organic laws and jitneys may be considered as tidy sum who oblige the day to day organisational activities.The of import point in this task 1, to exc office the link mingled with Leadership and counsel of an organisation, here I am elaborating leaders and counseling of Martin McColl, this organisation having approximately 1,000 break throughlets and 50,000 employees across United Kingdom, the main emphasis of the beau monde is on Books, Cards, Magazines, Confectionary, Toys and Drinks etc.Link between strategic commissio n and leadingOrders which atomic number 18 die outed down from leader and the managers business organisation office is to pass influences down the chain of commandA leader is draw as someone who has the capacity to create a deal, and to translate it into action and swear it (Bennis, 1989), this statement can also be justified as in that location atomic number 18 differences between commission and leaders, although function eithery they can be unite in the same single(a) (John Kotter, 1990).Leadership without Easy Answers by Ronald A. Heifetz, gibe to In business, we see an evolution of the concept of lead. For decades, the term lead referred to the multitude who hold top management sends and the functions they serve. In our common usage, it still does. Recently, however, business people meet drawn a distinction between leaders and management, and exercising leaders has also come to mean providing a visual sensation and influencing others to realize it through non-coercive means.Roosevelt opines somewhat link between leaders and managers that quite a little ask the difference between a leader and a boss, the leader work ats in the open, and the boss in secret. The leader leads and the boss drive.This state review explains the relationship between leaders and managers that they do on their power within the organization, they work together to fall upon the goals of organization.Leaders think roughly goals and are active instead of reactive in shaping ideas. Managers act to limit choices.Leaders develop fresh sexual climaxes to long-standing problems and open cut offs to unseasoned options. A manager is a problem solver- what problems book to be solved and what are the retire up slipway to achieve results?Link between leaders and management has strong impact in organization.ManagersManagers administer.Follow the established course.Ensure that people do things.Ensure that people do things pause.LeadershipLeaders innovate. dem o the course that managers follow.Ensure that people want to do things.Ensure that people do the right things.Ensure that people do better things. semen international business-society management by Tulder, Zwart. employment in McCollAs I explained the literature review above, I am evaluating these literatures with the inspection and repair of Martin McColl example.Martin McColl under the Steve Leadership management is really successful. at that place is a strong link between leader and management. Leader and managers keeps link through video conferences, mails and telephone. Meetings for internal discussions are kept to a set of guidelines intended to maximize intersectionivity, and minimize cost, to achieve a result. Focus is on external parameters, accompanimently the customer and the chassis of the company. Priority in Martin is given everlastingly to application that enhances the customer pick up, improves energy or profits revenue and lucrativeness. There is an enorm ous level of mutual applaud built between the leadership group and the teams. spate are withdrawly do, and be intimateed for their doing based upon their motivational modality. It is important to re segment here, that not everyone is proceedd by a monetary reward, or a standard trophy. A Truly Great Leader understands this, and uses to their improvement.On 28 Nov 2010 major one C fall hits Scotland. There were problems with galore(postnominal) routes. Managers must come on clock thats managers responsibility. On the day of lead by the nose martin McColl managers came on beat in all branches while travel was very difficult collect to the heavy snow plainly all managers reached on time and cast off done their work because it was not slow for anyone to come out house. So that was a slap-up achievement under the best leadership.Managers are also leaders. Link between leaders and management has strong impact in conclusiveness make in organization and this impact eff ect in every carry and every area in McColl such as finance, marketing, policies.Impact of management and leadership dah on Strategic DecisionDecisions are at the heart of leader success, and at times there are diminutive moments when they can be difficultOrganizations all over the world are deeply concerned with arrest, searching and developing leadership. Regardless of the type of organization, leadership is discerned to play a vital component part in establishing high execute teams. Leaders are facing greater challenges than ever before due to the increase environmental complexity and the changing nature of the organization. The up-to-the-minute era not only demands having a competitive edge and substantiateed profit might but also the maintenance of ethical standards, complying with civic allegiances and establishing a unspoiled and equitable work environment. Leadership is one of the critical elements in enhancing organisational performance. Being responsible for the development and execution of strategic organisational determinations, leaders have to acquire, develop and deploy organizational resources optimally in order to bring out the best productions and services in the best lodge in of s overhearholders. In short, effective leadership is the main cause of competitive advantage for any kind of organization (Zhu et al., 2005 Avolio, 1999 Lado et al., 1992 Rowe, 2001)De changed social organisationIn Martin McColl ascendant leadership style portrays that manager retains as much indicator and decision make authority as possible. These leadership styles utilize different sources of power and impact differently on the levels and extent to which staff consider them as making a contribution to organizational decision making. Both the step and extent of staff participation in decision-making tends to wane. Each store ofMcCollhas a store manager who can make current decisions concerning their store. The store manager is responsible to a regi onal manager senior managers have time to concentrate on the most important decisions.Collaboration with group membersMartin McColl leader makes decisions in collaboration with group members, often using majority rules or similar social decision schemes, whereas a consultative leader makes decisions, after talking with group members about their opinions.EmpowermentMcColl managers tend to be more(prenominal) rivet on productivity targets and achievement of objectives. Their power is based on their ability to achieve targets, often as a result of warm decisions. Decision making is a form of empowerment. In McColl stores Empowerment is increase motivation and therefore means that staff output increases.Knowledge skillsPeople lower down the chain have a greater discretion of the environment they work in and the people (customers and colleagues) that they interact with. This knowledge skills and experience may enable them to make more effective decisions than senior managers. scurry ing ChangesParticipative styles in McColl enabling departments and their employees to respond readyer to changes and new challenges. Whereas it may take senior managers longer to appreciate that business needs have changed.1.2 utilisation in Martin McCollMartin McColl is UK based corporate company. Martin McColl has a democratic leadership where subordinates contract in decision-making. Company has a board of directors and Steve is a head of directors. It is seen that Martin has sniffy systems in which their people work as directed.Merger and acquisition continue in martin McColl. In 1998 Forbuoys acquired Martin Retail Group which was before RS McColl. In 1999 company launch new convenience concept McColls. In 2004 the company acquired Dillon stores. In 2005 company changed its name to Martin McColl Retail Group and now martin is the UKs leading dwell retailing group.These changes allow leaders and managers to makes correct decisions which give the strength to business. Thes e changes brought many changes such as stinting condition been changed, development changed, competition increased this changes brought new markets ilk stationery stores, specialist card shops. Furthermore supermarkets like Tesco and Sainsburys were selling everything that Martin did. So there was a grownup competition.Knowledge manduction and strong communication always been there so the outline of Martin was focus on its incumbrance activities and increase, astir(p) buying power sell higher(prenominal) margin items and makes their with sales of newer lines. Company have a wide motley of roles at two head offices in Scotland and Brentwood. Here company centralise core business divisions including Central Retail Operations, Trading, Marketing, Finance, Supply Chain, Business scheme etc.In all these above cases, management and leaders satisfyed that changes were occurred and react actively. And in all these cases, they responded only when the competition persuasivenessd t hem to do so. demonstrationIn making decision, consider the fit between leadership style and the characteristics of organization. Even more important, remember that things change. Look for flexibility. The very best leaders are those who have learned how to shift from one leadership style to another as circumstances demand. If one candidate shows attest of being able to move smoothly among several of these styles, that may upper side the balance.1.3 Leadership style adaptation to different stakeLeadership style is the typical approach of a particular person used to lead people.Management theorists try to discover one best leadership style for all situations. Researchers say that there are internal and external environments that have significant impact on leader effectiveness. For example in extra external opportunities leaders are constrained by competition, legislation, technology, changing markets and hold resources when making strategic decisions. Fiedler (1967), who conduct ed extensive research on the situational aspects of leadership effectiveness, set factors that determine what style of leader per organise best. He examined correlations between test pull ahead of leaders and their performance related to situational factors. The relations-motivated leader performs best where the leader position is not strong. Task-motivated leaders perform best when the leader-member relations are good and the leader power position is strong. The latter category represents unworthy member relations and a weak leader who is attempting to deal with a poor situation. Because that situation is unfavourable, Fiedlers model would require a task-oriented leader to keep the situation from travel apart. An obvious alternative would be to replace the leader.To deal with the issue of matching style to the situation, Vroom and Yetton (1973) developed an approach that deals with leader-subordinate interaction. He know that an effective style depended on situational variable s including the leaders expertise, the task structure, and the employees willingness to accept a solution. They found that the key elements in sharing of leader power are the maximization of proficient effectiveness and subordinate motivation or acceptance. If expert effectiveness is not crucial and motivation and acceptance are not important, the decisions are made by the leader alone. On the other hand, if the skilful difficulties are important but motivation is low, the leader attempts to obtain more information. When technical effectiveness is unimportant but motivation and acceptance are high, delegation becomes a useful approach. Finally, if the problem is high on the technical level and there is a need for acceptance, because the decision is overlap with the group.The situational determinants of leadership show that there is frequently, but not necessarily optimally, a consistency in the behaviour of a leader when he or she performs in different situations.As the organiz ation grows, team mental synthesis and the alternate of ideas become more important. Involvement tactics are used more frequently. Now the organizational units are formed and the biggest question is how the work should be divided. This requires negotiation. Once the company is into production, tasks are more routine, but time is critical. This calls for more committee. Throughout, indirection, enlistment, redirection, and repudiation may be used. The tactics and when to use them are summarized in Table 2.According to Daniel Goleman six styles of leading have different ad hominem effects on the emotions of the target coadjutors and each style appropriately as the circumstances. Which areVisionary leader, Coaching leader, Democratic leader, Affiliative leader, Pace- scope leader, Commanding leader.As Goleman provides a good framework of leadership styles so I can say that its absolutely true that no leader always leads in a particular style but adapts to situations.Few styles are there including Goleman styles, these styles are generally the most effective. Attached table 1.There are v basis of power Coercive power, Reward power, Expert power, legitimate power, and denotive power. These phoebe bird bases of power introduced by French and Raven in 1959. Among the five bases of power there are three bases in which the Steve leadership is founded. These are legitimate power, expert power and referent power. Through his position he is able to lead the companys people. His experience in the company makes him very conditioned of the company and its customers. He motivates people and constantly empowers them. He is also charismatic.Example of Martin McCollEmployee RelationshipAs a participating leadership in the yesteryear few years Martin performance and profitability have been transformed by employee engagement which show a clear alter engagement and improving performance of employee. Martin engaged employees indicate they have a good soul of how to meet customer needs.Individual employees in companies with strong engagement strategies described to us how their workings lives have been transformed for the better.Customer focused strategyMartin leaders have vision thats why they set objectives of company and have customer retention strategy for this they having promotional sale and delivering newspaper. Martin McColl customers are beaten(prenominal) with what newspapers and magazines in their local store and know the prices they normally paid. As a result, Martin delivering ordered newspapers at their home. Early experiments in began and, by the end of 2008, Martin was making 200 deliveries a week in an area a very small beginning.Ethical behaviourMcColl leadership thinking ethically and behaving ethically in UK thats why they are taking responsible decisions. They reduced to use of plastic bags. Martin corporate social responsibility is concerned with the ways in which an organization exceeds the minimum obligations to stakeholde rs specified through regulation and corporate governance. Martin negotiating better promotional prices from suppliers that small individual chains are unable to match. The product and service development processes of the martin have been substantially re-engineered, to facilitate better management of product lifecycles and more efficient delivery of wide ranges of products to customers. Product activity has focused on enhancing core ranges and introducing quality products. Martins innovative ways of improving the customer shopping experience, as well as its efforts to branch out into finance and insurance have also capitalized on strong discolouration reputationFinancial EnvironmentUnder great leadership a strong financial performance has been shown by the company over the years, which underlines its strategic capabilities. According to Data monitor (2010), Martin is a 30billion turnover company record an increase of 14.9% when compared to 2008. The foremost strategy that has bee n adopted by the company is the product and services customization in accordance with the market demands. The efficiency in performance of the company over the last decade can be summarised with the booster of growth in following key indicators (Fame, 2010)DiversityIn the last(prenominal), Martin approach to emerging markets has tended to be almost exclusively from their own perspective, seeing them exactly as markets, with little real empathy for the new customers needs and desires.One of the big problems is that the vast majority of senior managers in corporations come from the home county but Martin Company and their leaders always ready to cope with such novelty at top executive level.Environmental factorsIn environmentally as Martin entered into more and more partnerships or joint ventures many of which are formed with companies from different assimilations. So leaders who are able to create and sustain such relationships give their company a valuable collaborative advant age.In my view, this relationship approach to business represents a major challenge to Martin. By senior executives Martin establishing good personal relationships in which trust and mutual understanding can develop.Corporate cultureFounding VisionCompany ways of doing thingsValues systemLEADERSHIP STYLESDifferent SituationsEmployees relationshipCustomer focusedProductionFinancial EnvironmentDiversityEnvironmental factorsA good understanding of situation trains leaders to change their style, like a number one wood changes gear in a car.Martins success had come, despite many siren voices, from persevering with its original model, and Bradley, the companys head operating ofcer, puts that down to the personal financing of Windsor, Martins low-key chief executive. One solidly based on experience, trust, and judgment.ConclusionDynamic changing situations require different leader behaviours. These behaviours can take the form of patterns of behaviours termed leadership style, or leade rship tactics. Selecting leaders with different leadership styles is inefficient. It is far more effective to select flexible leaders who have the capability of using different tactics under different conditions. patch the leaders may occasionally learn to change their styles to suit the circumstances, leadership styles are likely to remain fairly stable overall. Therefore, a certain style affects the leaders/managers managerial decisions over extended periods, with a particular style being more effective under a circumstantial set of circumstance.2.1 Impact of Theories on organizational strategyWhen we think about management and leadership, the image comes in our headspring that these are powerful slashing individual who commands people.Yesterday principles and theories are contemporary and sophisticated. Some overlap and gaps occurs. accredited theories fill these gaps and after to study that people are dealing to current situation.There are many theories of management and le adership, these are defined asBehavioural possibleness, Contingency theory, Functional theory, Great man theory, Situational theory, Trait theory, Transactional theory, Transformational theory.major(ip) models and approaches areAdaptive leadership and appreciative leadershipMany leaders and managers have his or her own style. Some common styles areAutocratic, Bureaucratic, Democratic, and Laissez-faire.There is a difference between theories and leadership models that leadership theory is an comment of some aspect of leadership, these are used to better understand and insure successful leadership and leadership model is an example for use in a given situation.Each one has strengths and weaknesses, and each one has its appropriate uses.Here I am selected two current management and leadership theories which are Transactional leadership and Transformational Leadership. Transactional and transformational leadership has been of great matter to to many researchers in the current era. A dopting either transformational and transactional leadership behaviour helps in the success of the organization (Laohavichien et al., 2009). This might be the reason that different authors of the recent past considered transactional and transformational leadership as predicating variables and investigated their relatedness with other criterion variables. Both transformational leadership and transactional leadership help in predicting subordinates satisfaction with their leaders (Bennett, 2009)Transformational LeadershipTransformational leadership theory has captured the interest of many researchers in the field of organizational leadership over the past three decades. This theory was developed by Burns (1978) and later compound by Bass (1985, 1998) and others (Avolio Bass, 1988 Bass Avolio, 1994 Bennis Nanus, 1985 Tichy Devanna, 1986). The major premise of the transformational leadership theory is the leaders ability to motivate the coadjutor to accomplish more than what the f ollower planned to accomplish (Krishnan, 2005). Transformational leadership has four components idealized influence, sacred motivation, quick-witted stimulation, and individualized consideration (Bass, 1985). Burns postulated that transformational leaders inspire followers to accomplish more by concentrating on the followers values and helping the follower align these values with the values of the organization. Research has also shown that transformational leadership impacts employee commitment to organizational change (Yu, Leithwood, Jantzi, 2002) and organizational conditions (Lam, Wei, Pan, Chan, 2002). Due to its impact on organizational outcomes, transformational leadership is needed in all organizations (Tucker Russell, 2004). Transformational leadership identifying and developing core values and unifying purpose, developing leadership and effective followership, utilizing interaction-focused organizational design, and building interconnectedness (Hickman, 1997, p. 2). Tr ansformational leaders work to bring about human and economic transformation. Within the organization they generate visions, missions, goals, and a culture that contributes to the ability of individuals, groups, and the organization to practice its values and serve its purpose (Hickman, 1997, p. 9). These leaders are honest leaders who generate commitment from followers which results in a feel of shared purpose (Waddock Post, 1991). The leaders ability to inspire, motivate, and foster commitment to a shared purpose is crucial (Bass, Waldman et al., 1987). According to Bass and Avolio, transformational leaders endanger behaviours associated with five transformational styles wich are attached in table 4.Organizational cultureAccording to Schein (1985, 1995), the leaders beliefs, values, and assumptions shape the culture of the organization and these beliefs, values, and assumptions are indeed taught to other members of the organization. Schein also stated that leaders have the po wer to graft organizational culture through various methods such as mentoring, role modeling, and teaching. Bass and Avolio (1993).Organizational VisionTransformational leadership has four components idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985) which involves motivating people, establishing a institution for leadership authority and integrity, and inspiring a shared vision of the future (Tracey Hinkin, 1998). consider influence and inspirational motivation are connected with the leaders ability to formulate and articulate a shared vision (Dionne, Yammarino, Atwater, Spangler, 2004).Transformational leadership creates a desire for people to work as a team, in an sweet and non-threatening culture, yet always with an expectation of excellence. It creates a How To approach to problem resolve and development of new concepts, it allows for early warnings of imminent threats and weaknesses in the organization and powerfully encourages celebration of strengths and aggressive pursuit of suitably qualified opportunities. Transformational Leadership is exhibit from the highest level in the organization, and rewarded all the way through the management layers. It is charismatic, perfervid and inspirational and attracts the very best candidates for available roles. Everyone in the organization understandably understands the culture, goals and expectations of the organization.Transactional LeadershipTransactional leadership is cantered on leader follower exchanges. Followers perform according to the will and direction of the leaders and leaders affirmatively reward the efforts. The baseline is reward which can be negative like punitory action, if followers run out to comply with or it can be positive like praise and recognition, if subordinates comply with the intent and direction settled by a leader and achieve the given objectives. Four core facets of transactional leadership as described by Schermerhorn et al., (2000) are contingent rewards, active management by exception, and passive management by exception.Example of flier render and Steve Jobs Leadership Styles nozzle Gates is a businessman, and chairman of Microsoft, the soft knock off company he founded with Paul Allen. Gates is one of the best known entrepreneurs of personal computer revolution.Steve jobs business magnate and inventor. He is well-known for being the co-founder and chief executive officer of orchard apple tree. Both have Transformational leadership style but both(prenominal) transformation styles have different impact on business in same industry.Bill Gates and Steve Jobs Leadership styleBill Gates leadership is participative style because he involves his subordinate in decision making. He is a flexible person and he recognized his role was to be visionary of the company. Whenever needed he bring professional manager for managing and well structure of the organization? Gates is a strong and energising person his enthusiasm, hardworkingnature, judgment skills reflect his personality. His motivating power and involving his friends to working with him became the success of Microsoft. On the other hand, Steve Jobs leadership is autocratic style, because he centralizes the authority, he never given a chance to subordinate to involving decision making. He thinks that whatever he do is right. Hisrelation with employees not good, he fails to motivate his employees in many times. Sometimes he acts as anti-Gates, and sometimes implore Microsoft to develop software for his computer.His cocky attitude and lack of management skills became a threat of APPLES success.Bill Gates and Steve Jobs both gave their heart souls to developing their vision to develop personal computer,but the way they choose was different from other. Bill gates develop computer language new Altair 8080 pc which became the foundation of Microsoft. Bill continuously develops two other computer languages. Whe n IBM develops their first pc and which need operating system to run the computer,Microsoft develops MS-DOS for IBM.Gates adopting the changes very fast that are his enthusiasm vision and hardworking give him the success. Gates always recognized him as a visionary he always recognize professional management, he decentralize authority to make organization structure better.On the other hand Steve Jobs started apple computer which is hard ware making company. His vision to develop computer with affordable cost and easy to use. When Bill offer the basic to jobs then he rejected jobs suggestion and try to develop their own basic without knowledge of programming, he fail and accept license with Microsoft basic. Jobs play duel personality sometimes he oppose Microsoft sometimes request Microsoft to develop software for their operating system. Jobs force people to choose between Microsoft-IBM operating system and his MAC-operating system. Lack of straitlaced management skills and relation with employees became a barrier of APPLEs growth.Impact of Management and leadership theories on organizational strategy.With the success of windows, Office Application and Internet explorer Microsoft became a house hold name and Bill gates became as business genius. Bill Gates adopting the changes very fast his innovative mind all time busy to developing products. Recent Microsoft develops a number of products like smartphone with loaded Microsoft window.On the other hand APPLE goes defame direction in 1990s. Because Steve Jobs is very slow to adopting changes thats the main reason falling the market share. When Jobs realize changes is the only way to survive the market then apple develops innovative iMac which is internet friendly stylist computer.After sometime Apple gains market. With the iPhone,Apple TV,and name charges job co are setting a new course for the outfitonce knows only for its computer.The new name and device represent APPLEs strategic shift away from itsorigins as a personal computing company that has at point struggled both survive and to set the computing worlds agenda.2.2 Leadership strategy that supports organizational directionTransformational leaders also help in the acceptance of organizational change (Bommer et al., 2004) Transactional leadership style provides high satisfaction and organizational identification. (Wu, 2009 Epitropaki and Martin, 2005). Transformational and transactional leadership strategy support organizational direction in term of efficiency, reliability, innovation and adaptation, turnround leadership etc.EfficiencyIn apple company Transformational leadership more effective at creating and sharing knowledge at the individual and group levels, while transactional leadership is more effective at exploiting knowledge at the organizational level.ReliabilityComputers are an important investment and in todays economy, more than ever, its important for consumers to know the reliability of the product they are purchasi ng. Applereliabilityreport, Rescuecom revealed that Apple suckerd the highest with 700 points, with Panasonic following in on its footsteps with a score of 489. In a descending manner, Lenovo, Toshiba, and HP were listed with scores cumulating 393, 299, and 184 points, respectively.Innovation