Table of ContentsIntroduction..............................................................................................................................................2

Definition of Leadership and Management.............................................................................................2

1.1 Traits of a successful leader...............................................................................................................3

1.2 Theories of leadership and Management...........................................................................................5

The Great man theory..........................................................................................................................5

Trait theory..........................................................................................................................................6

Behavioural theory...............................................................................................................................6

Role theory...........................................................................................................................................6

Leadership grid....................................................................................................................................7

Situational leadership theory...............................................................................................................7

Path goal theory...................................................................................................................................7

Transformational leadership................................................................................................................7

Collective leadership............................................................................................................................8

1.3 Challenges of leadership and management practice..........................................................................8

Definition of Motivation..........................................................................................................................9

2.1 Theories of Motivation......................................................................................................................9

Maslow's Hierarchy of Needs..............................................................................................................9

Frederick Herzberg's Two Factors Theory........................................................................................11

Douglas McGregor’s theory X and theory Y.....................................................................................11

The expectancy theory.......................................................................................................................12

The goal setting theory......................................................................................................................12

The equity theory...............................................................................................................................12

2.2 Roles of Leadership and Management in Motivation......................................................................12

2.3 Contribution of Performance Management systems........................................................................15

Definition of Group...............................................................................................................................16

Definition of Team.................................................................................................................................16

Difference between Groups and Teams.................................................................................................16

3.1 How to develop a team....................................................................................................................16

3.2 Different models of team leadership................................................................................................17

Tuckman’s team development model................................................................................................18

3.3 Importance of Teams within Organisation......................................................................................19

Conclusion.............................................................................................................................................19

References..............................................................................................................................................20

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Leadership Management

IntroductionLeadership is important for an organization to run its management system

successfully. It is necessary for an organization to run properly and manage the

employee in such a way the organization can get maximum output from them. A

good leader of an organization can operate the activities of the business

including set the purpose and organizational objectives, define its mission and

visions, stimulate the organizational personnel to achieve its goal etc. Without a

good leader an organization is compared with “a ship that is pushed along

aimlessly by the tide and wind, a directionless organization might find that it

will eventually move away from where it started.” (FIEDLER, Fred E., 1967)

Definition of Leadership and ManagementLeadership and Management can’t be used interchangeably. These two are

different in many ways. The differences of these two things are given below:

Management is called a process by which getting things done by the

effort of other people.

Management prefers more formality and manager assigns to a position in

an organization.

Leadership means to stimulate others to do what he wants to do.

A leader reckon on his personal traits and style to instigate followers.

Leadership has been described as “a process of social influence in which one

person can enlist the aid and support of others in the accomplishment of a

common task" (M., Chemers, 1997)

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“Leadership is the ability of a superior to influence the behaviour of

subordinates and persuade them to follow a particular course of

action.”(BARNARD, Cheste I., 1938)

1.1 Traits of a successful leader

To be a successful leader, a leader must have some traits by which a leader can

be different from an ordinary person. Some traits a leader is insane but to be a

successful leader he has to achieve the remaining qualities. The traits that a

leader must have to become successful have given below:

The Desire to Lead

Commitment to the Mission and Vision

Ability to delegate

Integrity

Sincerity

Consistency

The Desire to Lead

Without the desire to lead an organization, a leader can’t devote him to what he

does. A leader will find it difficult to obtain his goal and can’t enjoy his enjoy

his work. He must have the quality to motivate the employee otherwise he will

get the work done by others..

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Commitment to the Mission and Vision

The first thing that a leader must determine at first is the organization’s mission

and vision. For doing this, he must determine what will be the objective of his

organization, who it will work for and what changes he wants to see in his

organization.

Ability to Delegate

A good leader must have to know to tackle the different situation successfully. He has to keep faith on his teams. If any misunderstanding prevails in teams, it will be difficult to work successfully.

Integrity

Integrity is the most important trait that every leader must have to be successful

in his work. Integrity refers to the activities that he is promised to his word, be

truthful in his action and speech and demonstrate that what types of behaviour

he expects from his employee.

Sincerity

A leader has to be sincere to his work. There are some characteristics which

indicate the sincerity-

Do not provide the false statement

Put up with the responsibility for his commitment

Accept responsibility for his mistakes

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Consistency

Consistency includes-

Treating employees as much as possible

Do their work as their speech

Working harder than employees

1.2 Theories of leadership and ManagementVarious types of theories have been established on focusing leadership. Take a

glance these theories of leadership-

The Great man theory

Trait theory

Behavioural theory

Role theory

Leadership grid

Situational leadership theory

Path goal theory

Transformational leadership

Collective leadership

The Great man theoryThe great man theory is the first theory of leadership. It has been established

after the studying men who have already been leaders. The main belief of that

theory is “Leaders are born not made.”(SYQUE, 2006)

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Trait theoryThe next leadership theory is the trait theory. The main principals of this theory

are-

Leaders are born with inherited traits

Some traits those are suitable for leadership

A leader have the combination of traits

In 1983, McCall and Lombardo introduced four traits that the leader follows:

1. Staying cool under pressure

2. Admitting their mistakes

3. Following others good tactics

4. Trying to think in broad range

Behavioural theoryBehavioural theory refers that leadership are made not born. This theory

believes that anyone can learn leadership. This theory also analyzes the traits

and capabilities what the leaders do.

Role theoryRole theory has been established on some assumptions(PFEFFER, J.&

Salancik,G.R., 1975) including-

Determine roles based on social learning and reading.

Expectations about roles that they play

Encourage other to perform act within role

Leadership gridBlake and Mouton demonstrated a grid to chart where the concerns to their

people has been described. This grid prepared on the basis of various studies.

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Though they described important dimensions, there was one pitfall that is they

don’t address all aspects of leadership.(BLAKE, R.R., Mouton, J.S., 1961)

Situational leadership theoryHersey and Blanchard believed that only encourage to participate in leadership

may not solve all problems. They draw a situation leadership theory which can

work best.(HERSEY, P., Blanchard, K.H., Johnson, J.E., 2008)

Path goal theoryPath goal theory provides leaders-

Delineate the paths towards goal

Remove drawbacks

Increase rewards for the work(HOUSE, R.J., & Mitchell, T.R., 1974)

Transformational leadershipTransformational Leadership has developed on some assumptions including-

People will follow the leader who inspires them.

A leader can obtain great things by fulfilling mission and vision but he

has to maintain his personal integrity.

For achieving success in his work he has to imbue interest and

enthusiasm in his work.

Collective leadershipCollective leadership also provides new dimensions on leadership including-

Leadership is influenced by other social activities.

It is the process to bring something new

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It is a complex combination of mutual influence.

It is the only factor that can bring significant change

1.3 Challenges of leadership and management practiceThe challenges of leadership can be varied by organization. Many of them is

created by the unawareness and shortcoming of leader.

Motivating Employees

To motivate employees is not an easy task. If the employees are not interested

to achieve this goal or underestimate the quality of efforts of leader, it will be

difficult to motivate them.

Cultivating Leadership Experience

To run an organization effectively is difficult. Though many theories and styles

have been established, to operate the activities or to reach a higher position in

an organisation leadership experiences must be needed.

Creating Team Unity

In an organization, team work is necessary to achieve its goal. Leader of the

organisation must work to congregate all of the team members and complete

their goal. But often due to worse relationship among them, to achieve the

desire goal will be difficult.

Facilitating Open Communication

The desired goal can’t be achieved if superior doesn’t maintain a good

relationship with their subordinates. Effective and fruitful communication is

necessary to get the best output from the teamwork.

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Encouraging Action and Innovation

One of the most difficult challenges that the leaders face to inspire the

employees to make some new innovation and take some new effective initiative

that can easy to achieve success. Leaders must give them some motivation as

well as space to think creatively.

Definition of Motivation

Basically, motivation is the characteristic that drives a person to achieve his

goal. It gives you strength and pushes you to work hard to reach the desired

destination. Motivation is defined as “the process used to allocate energy to

maximize the satisfaction of needs.”(ASHWOOD, R. Pritchard & E., 2008,

p.6)

2.1 Theories of Motivation

Maslow's Hierarchy of Needs

Abraham Maslow’s theory of motivation is one of the most effective theories of

motivation that can be applied on people. Maslow categorized five need of

human. These are-

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Figure 1-Maslow's Hierarchy of Needs

Physiology: A worker seeks basic needs such as breaks in work life, pay salary

to motivate them.

Needs of security and safety: proper work environments, job security, freedom

should be given to the workers.

Social Needs: Try to beget a feeling of acceptance by reinforcing teams.

Self-esteem: Employers should be appreciated about their work, recognized

their achievements, given them a status.

Self –actualization: Employer should be given challenging work with helps

them to prove their innovativeness, creativity and thinking power.

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se

lf

actualization

self

esteem

social

needs(sense

of

belongings)

Need of

security &

safety

Physiology(hunger,thirst,

sleep)

Frederick Herzberg's Two Factors Theory

Herzberg’s theory of motivation was developed on the satisfaction and

dissatisfaction of professionals. He defined two factors –

Motivators-such as attainments, recognition, responsibility, advancement

and growth can motivate the employee. According to Herzberg, an

organization should provide sufficient opportunity to prove their skills is

necessary.

Hygiene factor-such as unsatisfactory payments and working condition,

relationship, supervision can affect negatively. These are such factor

whose presence does not motivate so much but whose absence can cause

hamper.

Douglas McGregor’s theory X and theory Y

McGregor’s motivational theory denotes the attitude of people and human

behaviour. He divided his theory into two parts such as:

Theory X- refers employees who are indifferent to their works and try to

ignore work and responsibilities. In workforce, they are threaten, get

punished, controlled to give effort in their work

Theory Y- refers to employees who are interested to work in the

organization voluntarily, take various responsibilities and get motivated

to find rewards.

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The expectancy theory

This theory is initiated by vroom and later developed by Porter and Lower in

1968. The tenet of this theory is that to establish a connection between

employees’ motivation and assurance of their expectations. The equation of

expectancy theory is “M= E*I*V”, where E= Expectancy, I= instrumentality,

V= valence.

The goal setting theory

This theory is developed by Lotham and Locke which refers that the level of

motivation and performance is higher when the individual has specific

objectives established and when these objectives, even witha high level of

difficulty, are accepted and are offered a performance feedback.(ROBINSON,

D.G., Robinson J.C., 2005)

The equity theory

This theory delineates that if the people are fairly treated, they will be highly

motivated and they will be less motivated if they are not treated equally.

2.2 Roles of Leadership and Management in Motivation

According to the Mintzberg, there are three types of roles that leaders perform

in the organization. These three roles have given below:

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Figure 2- Roles of Leadership and Management

Interpersonal roles

Figurehead Role

According to Mintzberg, Mullins and Elbing-figurehead role is the duty of

manager or senior manager to go outside, social occasions, seminars as a

representative of his organization.

Facilitator Role

“Leadership has to do with aligning the purposes as well as the skills of other

people working with what motivates them to do something. The facilitator who

can be honest about himself with others may inspire the sort of trust that

encourages fellowship.” (FERRIS, R., 1988)Liaison Role

Managers have to communicate with many individuals or companies inside and

outside of the organisation. It is role of managers that they need to communicate

with them effectively as a symbolic nature.

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Informational roles

Monitor

Leaders must delve into more information about the new opportunity of his

organisation, environmental changes around the related to his organization.

Disseminator

Leaders have to confer with his subordinates and team members about external

information through his facilitator roles.

Spokesman

As a manager, he must transfer some information with his subordinates; he also

must transfer some information outside people who wants to know about his

organisation.

Decisional roles

Entrepreneur

As a manager of the organisation, he has to tackle the changes that go over the

organisation. This means he has to elucidate the issues, improve new ideas and

implement it.

Disturbance Handler

Often, leaders have to face some unexpected situations such as conflicts among

subordinates. He has take measures to mitigate this because it’s part of

responsibility.

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Resource Allocator

“A manager in resources allocation has to forecast, programme, set standards

and targets, think of possible materials, facilities, staff and procedures.”

(ARMSTRONG, M., 1983)Negotiator

A manager has to participate in direct and important negotiations. “As a

manager he has to view this role as an administrator, a democratic model, and as

an avoider of ambiguities.” (COHEN, M.D. & March, J.G., 1974)

2.3 Contribution of Performance Management systemsPerformance management systems are the strategic process by which the

organisation involves its employees in developing organisational effectiveness

in order that the organisation can accomplish its goals and objectives. The

performance management system has some contribution to the organisation

including:

Motivation to perform is increased

Self-esteem is increased

Managers gain insight about subordinates

The job definition and criteria are clarified

Self-insight and development are enhanced

Personnel actions are more fair and appropriate

Organizational goals are made clear

Employees become more competent

Definition of GroupA group normally consists of more than two individuals and collaborate with a

common goal and have authority over one another.

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Definition of TeamA team is made up by a group of people. By comprising a team, a group can be

developed and if it has combined effort to reach a common goal.

Difference between Groups and Teams It is not necessary for a group to constitute a team because a team needs

combined efforts.

A group has some characteristics such as interaction, common goal and

cohesiveness. But a team is more specialized in common goal and

collective effort.

A group can be informal to discuss a business problem but a team is

structured formally and assigned.

A team is comprised of different members with special roles but a group

needs members of similar ability.

3.1 How to develop a teamThe following ways are followed to develop a team including-

To set a clear goal for teams

To determine decision making authority

To demonstrate accountability and responsibility

To operate with effective leadership

To provide training and development

To provide organisational support

3.2 Different models of team leadership

To be a successful organisation, team’s contributions are noteworthy. A team

management can help an organization provide qualitative service to customers

and bring efficiency in the management process. But team building is necessary

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for any private, non-profit or government sector. There are few models of team

have described below:

The Traditional Model

This model delineates that a group of people work under one tradition boss. The

traditional boss who is in duty has to lead the subordinates and bear the

responsibility for his duty.

The Team Sprit Model

This model refers that the group of people work for one boss and they feel

interest in work. There is called team spirit model. But the real fact is that it is

not a team.

The Cutting Edge Model

The Cutting Edge Modal is that a group of people doesn’t work under any

authority. They are managed by themselves.

The Task Force Model

The Task force group or committee work on some specific projects or tasks.

They congregate for a specific time to complete the tasks.

The Cyber Team Model

The Cyber team is also known as ‘Cyber’ or ‘Virtual’ teams because the

members of the team see one another rarely or even at all.

Tuckman’s team development model

Tuckmans’s team development model is known as forming-storming-norming-

performing model. Tuckman tried to explain that as a team has to overcome

maturity and ability level. This way starts with a directing style, improving

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through coaching and participating and finally delegating. The stages of the

model have been explained below:

Forming

A t this stage a team has to depend on leader for direction and guidance.

Leader’s performance is more important rather than individual’s roles. A leader

has to set team purpose, objectives and maintain relationship.

Storming

Team members try to establish themselves within the group and the leaders face

many challenges from team. In this stage, the purpose’s clarity is increased but

uncertainty exists. Try to focus in goals significantly helps them to avoid

distraction.

Norming

In this stage, the roles and responsibilities of every member are clear. Major

decisions are made by the agreement of all members of the group. Among the

team members commitment is very strong.

Performing

The team has knowledge about their work and performance. The team now take

decision against the leader and sometimes disagreement may occur but they

handle it positively and bring some changes in the structure of the team.

3.3 Importance of Teams within OrganisationAn organisations success depends on effectiveness of teamwork. A leader of

any team takes initiatives to achieve the organization’s goals. Here is the

importance of teamwork has given below:Scope of the work

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By performing in teamwork, the scope of work will increase due to complete

the work on a regular basis. To bear the all responsibilities is not possible for a

single employee.Physical Distance

The higher level managers and executives have to go outside of the

organisations to perform any seminars or trainings. At this situation, teamwork

can help perform the important tasks at the absence of managers.Departments and Teamwork

In an organisation, there are various departments. To perform the tasks or

projects effectively, teamwork is necessary for this department.Ethnicities and Backgrounds

There are different types of people work in the organization. The diversified

characteristics of these people are reflected in their work. So, their different

manner and experience can be showed through their works.

ConclusionLeadership Management has important contribution in achieving the

organizations goals. Leaders can take away the organisation to the culmination

of success. They have the ability to motivate the employees, take strategic

actions, operates the employee in successful way. So, every organisation needs

a leader to accomplish its goals and objectives.

References

1. ARMSTRONG, M. 1983. How to be a better manager. London: Kogan Page.

2. ASHWOOD, R. Pritchard & E. 2008. Managing Motivation. New York: Taylor & Francis Group.

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3. BARNARD, Cheste I. 1938. he Functions of the Executive. McGraw Hill.

4. BLAKE, R.R., Mouton, J.S. 1961. Grope Dynamics: key to decision making. Houseton TX.

5. COHEN, M.D. & March, J.G. 1974. Leadership and ambiguity. Boston: Harvard Business School Press.

6. FERRIS, R. 1988. How organizational love can improve leadership. Organizational Dynamics. 16(4), pp.41-51.

7. FIEDLER, Fred E. 1967. A theory of leadership effectiveness. McGraw-Hill: Harper and Row Publishers Inc.

8. HERSEY, P., Blanchard, K.H., Johnson, J.E. 2008. Management of organisational behaviour: Leading Human Resource. Prentice Hall.

9. HOUSE, R.J., & Mitchell, T.R. 1974. path goal theory of leadership. Contemporary Business. 3, pp.81-98.

10.M., Chemers. 1997. An integrative theory of leadership. Lawrence Erlbaum Associates.

11.PFEFFER, J.& Salancik,G.R. 1975. Diteerminents of supervisory behaviouer. Human relations. 28, pp.139-153.

12.ROBINSON, D.G., Robinson J.C. 2005. Strategic Business Partner – A critical role for human resources professionals. San Francisco: Berret-Koehler Publishers, Inc.

13.SYQUE. 2006. [online]. Available from World Wide Web: <http://changngingminds.org/disciplines/leadership theory/leadership_theories.html>

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