Question

Question One
Much debate exists within the literature about leadership and management. Kotter (1990:103)
argues that management and leadership are “two distinctive and complementary systems of
action” and that the former involves coping with complexity, while the latter involves coping
with change.
1.1 Discuss in detail, with the use of examples, the fundamental differences between the
concept of leadership versus management.
1.2 Evaluate in detail, with the use of practical examples, the advantages and disadvantages
of a transformational leader.
1.3 Discuss in detail, with the use of practical examples, FOUR (4) management styles and
the potential impact each style may have on a business.

Answer 1

1.1 Discuss in detail, with the use of examples, the fundamental differences between the
concept of leadership versus management.

A blog called Next generation pointed out 2 years ago that people follow leaders but only work for managers. The two differ in multiple ways -

1. A manager is perceived to be work oriented while a leader is seen as a source of inspiration. Managers set work schedules and decide task allocations, whereas leaders provide a vision to work towards.

2. Leaders set personal visions and goals, while managers set goals that align with the company's strategy. Leaders often set visions that emanate from a sense of self/personal inclination - 'growth towards eradicating hunger in our country', while managers set tangible and precise goals that match the company's line - 'manufacture 2000 food packets a day and distribute to the X region (poorest district) in the country'

3. Managers tend to look at work as a process to get to a goal, however leaders look to build excitement in the work process, as it pertains to a lofty goal. Managers will see a goal as something to be achieved once the tasks set are completed, inspected and then quality checked, all with due process and governance. Leaders will inspire people to do the same work with increased fervour and vigour and as a step on a path to accomplishing the all-consuming goal.

4. Managers work with their teams to deliver successful outcomes, while leaders tend to distance themselves from the workforce that they oversee. Managers can and will get down into the trenches to work with developers, vendors, customers or users as needed. Leaders usually will oversee progress and completion from a distance, choosing to stand apart from the actual grunge work.  

(Zalenik, 2004)

1.2 Evaluate in detail, with the use of practical examples, the advantages and disadvantages
of a transformational leader. (20 marks)

Advantages

A transformational leader can help lead his company/workforce to achieve greater goals with his vision matched with a plan.

He/She can be a model for his followers to emulate and can visibly influence, through action and speech, better traits and characteristics for the company to follow.

The existence of a transformation leader can be potent enough to raise awareness and importance of goals and awaken higher needs.

This leader can provide motivation, inspiration and influence to the entire company to drive all efforts towards a concentrated goal.

Disadvantages

The same characteristics can however act as a disadvantage if the leader proffers an unethical path that appears ethical.

The power of this kind of leader can be misused to misdirect employees through word and deed in a manner that is self-serving and not possibly good for the company as a whole.

As these leaders do not actually get down to the ground level to work as managers they can miss the details that matter and as such direct the company towards an unsuccessful outcome.

(Jovanovic, Ciric, 2016)

1.3 Discuss in detail, with the use of practical examples, FOUR (4) management styles and
the potential impact each style may have on a business. (20 marks)

- Autocratic : Managers of this style prefer to make all the decisions and then have their teams implement them. This works well when the team is either very junior/young or does not have enough information or experience to make relevant decisions. However, these decisions could be unpopular as teams might perceive a lack of involvement in their making.

- Democratic : These managers like to get all involved parties' inputs and then a decisions, which works well to ensure everyone buys into the final decision. These decisions are likely to be more popular as everyone has had time to listen to the arguments and then provide their own points of view. Sub-teams feel involved and part of the team and therefore more committed to the goal/cause. This works well when the teams are mature and have important and relevant inputs to put forward that will actively impact a decision.

- Laissez-faire : This is the complete opposite of the first type - autocratic, with managers leaving the decisions up to the teams. While decision making can take a long time and be a difficult process, this works where the teams have more knowledge required to take a decision.

- Coaching : When teams are not yet fully at the point where they can decide for themselves, managers can coach them to help them get to where they need to be. These managers encourage their teams to build their decision-making skills so that the teams can be more self-reliant.

References :

Nextgeneration. (circa 2018). The Difference Between Leadership and Management.

Jovanovic, Dragana., Ciric, Marina.(2016) Benefits of Transformational Leadership in the Context of Education. Lumen 15th Anniversary edition.  

Zalenik, Abraham. (2004) Managers and Leaders: Are They Different? Harvard Business Review. January.