Leadership and management theories revised

Running head: LEADERSHIP AND MANAGEMENT THEORIES 1
Leadership and Management Theories
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LEADERSHIP AND MANAGEMENT THEORIES 2
Leadership and Management Theories
Leadership and management theories have changed over the years as a result of the changes
experienced in the business world. Leadership has assumed a more significant role in the running
of an organization in the modern world (Cole, 2018, p. 11). The theories of management have also
experienced a tremendous evolution resulting in the movement in human relations. Although the
new management theories seem to be getting more popular, the scientific method of management
still has its importance. Both concepts have equal importance in the running of an organization.
This essay discusses the various applications and development methods that they both have in the
business philosophy.
Leaders symbolize ideologies which most people follow in their daily activities.
Organizations grow tremendously and acquire success through the integration of charismatic
leadership in their working environments. Leaders interact with followers in a way that develops
a highly positive working environment, which, eventually results in the success of an organization
(Humphrey, 2013, p. 47). There are leadership and management theories which have been
analyzed and propagate the advancement in the levels of performance of an organization leading
to an enhanced organizational and economic strength. Such theories include the Great Man theory,
the Trait theory, Behavioral theory, and Situational and Contingency theory.
The Great Man Theory
The Great Man theory bases its claim on a belief that leadership is only confined to
aristocratic people aimed at escorting the rest. Initially, people who belonged to the upper class
received a different kind of treatment and were admired by others due to the unique qualities they
had and the high living standards they enjoyed. Very few people were believed to be gifted with
LEADERSHIP AND MANAGEMENT THEORIES 3
unique traits and abilities, which molded them into great leaders while the rest of the people
became their followers (Cole, 2018, p. 13).
The blind conviction in leadership was the most important belief of the Great Man theory
among the aristocratic people. They firmly believed that there was no inheritance, development,
or learning required for one to get any of the leadership traits. It brought about minimal leadership
scope among the people. Application of this theory to a contemporary organizational structure may
lead to a diversified employee background, skills, and even languages (Humphrey, 2013, p. 49).
The theoretical model of this theory can only offer leadership opportunities to aristocratic people.
It does not, therefore, cater to the expectations of any existing workforce of an organization and
its prospects.
The Trait Theory
The trait theory was mainly developed to determine the core characteristics of leaders who
had a significant contribution to organizational success (Cole, 2018, p. 17). It is defined as
integrated patterns of individual traits that demonstrate the variety of individual differences and
promote logical human effectiveness across a range of group and organizational positions. The
trait leadership concept developed from past leadership research whose primary focus was to find
heritable dimensions which distinguished individuals from non-leaders. Human effectiveness
refers to the measure of effect the human has on personal and group performance, followers’
satisfaction, and overall strength (Management Association; Information Resources, 2016, p. 29).
It is argued that leadership is specific to only a selected number of people who have immutable
traits that cannot be produced sometimes.
LEADERSHIP AND MANAGEMENT THEORIES 4
The trait concept of leadership concentrates on describing various personal characteristics
related to successful leaders in different places. The inquiry line emerged as one of the earliest
cases of an investigation into the world of influential leaders and is drawn to the ‘good person’
concept of leaders first proposed by Thomas Carlyle during the1800s. According to Carlyle,
exceptional individuals form history. The ability to lead is something that people are born with
and not something that would be produced (Humphrey, 2013, p. 50). Carlyle’s thoughts inspired
earlier research on leaders, which almost wholly focused on inheritable traits.
Behavioral Theories of Leadership
Behavioral leadership concept is the leading concept that puts into consideration the actions
and responses individuals have together with their followers in various situations (Management
Association; Information Resources, 2016, p. 31). Its main objective is in the behavior of
individuals. It claims that individual leaders are created, and not born, and effective leaders have
a behavior that can be learned and defined. These theories are put into categories because they
concentrate on the examination of particular practices humans have. The human trait best predicts
the ability and influence that a leader has and gives him or her significant determination towards
achieving success (Cole, 2018, p. 23).
Behavioral theories of leadership are based upon the idea that competent individuals are
created, not born. Being rooted in behaviorism, the ability concept focuses on the actions of
individuals, not on the intellectual qualities or inner states (Humphrey, 2013, p. 52). According to
the idea, people learn to turn to individuals through education and reflection. Participative
leadership theories indicate that this perfect position style is one that brings the information of
others into account. These individuals promote involvement and donations from group members
LEADERSHIP AND MANAGEMENT THEORIES 5
and encourage them to be more applicable and engaged in the process of decision-making (Bass
& Bass, 2019, p. 33).
Situational and Contingency Theories
The situational concept of leadership focuses on the planned results and the growth of an
organization. The fundamental assumption of this model is that several situations require different
kinds of leaders. It is composed of both directive and supporting components, and the leader must
assess how engaged and competent his or her followers are for the given task (Cole, 2018, p. 24).
The leader can decide the proper behaviors presented and the abilities of the organization.
The situational leadership theory relates to the contingency theory that focuses on people’s
willingness to accomplish a particular task. This concept claims that effective leaders achieve
success by choosing effective leadership styles, which are contingent on the degree of the people’s
willingness (Humphrey, 2013, p. 55). Preparation is defined in terms of how capable and ready
employees are to accomplish jobs. This concept shows four fundamental leadership styles: Telling
(top work-poor relationship) where the leader defines characters and tells people what, how, when,
and how to do various tasks selling (higher work-high affinity) where the leader offers both
directive and positive behavior, and participating (reduced work-up relation) where the leader and
the follower contribute in decision making and the first part of the leader is facilitating alongside
communicating (Bischoff, 2010, p. 15).
Practical Applications of Leadership and Management
The practice of management and leadership depends on two significant factors: task complexity
and environmental stability. The various applications of the theories discussed above are illustrated
in the figure below.
LEADERSHIP AND MANAGEMENT THEORIES 6
The figure above illustrates the four distinct scenarios where management and leadership play
different roles.
1st Quadrant
In this case, little management and leadership are required. There is no change needed in
this environment. There is also a low complexity of the task required. It is how leadership and
management in the 1900s were when there was simple technology and steady demand (Bass &
Bass, 2019, p. 35).
Significant
Leadership and
Management
Significant
Leadership, Less
Management
Less Leadership,
Significant
Management
Less Leadership , Less
Management
Applications of Leadership and Management Theories
4th Quadrant 3rd Quadrant 2nd Quadrant 1st Quadrant
LEADERSHIP AND MANAGEMENT THEORIES 7
2nd Quadrant
In this environment, leadership does not have much importance, but considerable
management is required. It is characterized by the slow rate of growth and stagnant economies as
a result of the failure of leadership to accomplish various things, and management is the only one
left to find new ways of achieving growth (Bischoff, 2010, p. 18).
3rd Quadrant
It is where an organization has to face significant turbulence in its environment. It has to
accomplish little complexity in its tasks as well. The characteristics of this environment are evident
in companies undergoing transformation, reforms, and changing cultures (Management
Association; Information Resources, 2016, p. 33). Leadership takes charge and is responsible for
guiding the organization even during the tough times.
4th Quadrant
In this environment, both leadership and management work together to bring stability in
the organization and also accomplish most of its tough tasks. It is evident in highly volatile
situations where the tasks to be done are too difficult (Bass & Bass, 2019, p. 37). An excellent
example of this environment is the post-soviet Russia, where organizations underwent various
challenges regarding the situation as well as the complexity of their tasks. It was as a result of two
factors: One was political instability where Russia had not yet decided whether to implement the
capitalist system or to still use the old Soviet system (Bischoff, 2010, p. 21). Second, there was no
clarity on the person who was in charge, the rules and regulations, and their applications too.
LEADERSHIP AND MANAGEMENT THEORIES 8
Application
The above leadership and management theories are evident in one of the biggest companies
in the world, Apple. Its CEO, Tim Cook, has navigated the company through its transformation
after the death of its founder, Steve Jobs (Jose, 2014, p. 12). He has developed many product lines
in various parts of the world. Tim Cook is known for his excellent leadership qualities and skills.
He takes risks which involve making some difficult decisions in the course of bettering the
company. He values collaboration because he believes that it is one of the ways of increasing the
chances of success of the company. He applies both leadership and management in his style of
administration (Jose, 2014, p. 14). He is one of the leaders that every entrepreneur would look up
to as he or she starts their business.
Conclusion
The functions of management and leadership have grown over the years as a result of the
instability as well as competition and growth exhibited in the world’s economy. The two areas
have distinct functions and purposes. They also have complementary roles and can lead to
organizational success if not used differently. In the world today, leaders are known for coping
with change rather than promoting it, and managers, on the other hand, help out with any
complexities experienced in the organization (Bischoff, 2010, p. 23).
It is, therefore, evident that leadership is very crucial in the changing world. Leaders come
up with the goals, visions, and set the bigger picture for the organization. Managers, on the other
hand, are responsible for ensuring that tasks within the organization are accomplished accordingly.
They plan, organize, and fix everything in the organization. In other words, managers are builders,
while leaders are the architects of the organization involved (Bass & Bass, 2019, p. 39). It is
LEADERSHIP AND MANAGEMENT THEORIES 9
essential to keep the right balance between the two aspects so that the organization can thrive and
be successful.
Recommendation
As discussed above, both leadership and management are equally important in the running
of any business or organization. They all have different roles which cannot be left out in the
operations of an organization. However, for them to be completely effective, one also has to have
some leadership skills and qualities to help in the running of the business. Such attributes include
effective communication, integrity, commitment, taking risks, and adhering to procedures and
policies of the company (Bischoff, 2010, p. 24). If correctly applied, they can result in the
exemplary performance of the organization leading to its success.
LEADERSHIP AND MANAGEMENT THEORIES 10
References
Bass, B. M., & Bass, R. (2019). The Bass Handbook of Leadership: Theory, Research, and
Managerial Applications. New York, NY: Simon & Schuster.
Bischoff, A. L. (2010). Leadership Theories - Gandhi as a leader: The application of leadership
skills in organizations on a great leader of our time, according to Gary A. Yukl. GRIN
Verlag.
Cole, K., (2018). Leadership and Management: Theory and Practice. Melbourne, Australia:
Cengage AU.
Humphrey, R. H., (2013). Effective Leadership: Theory, Cases, and Applications. SAGE
Publications.
Jose, K., (2014). Apple's leadership strategies. Steve Jobs and Tim Cook. GRIN Verlag.
Management Association; Information Resources. (2016). Leadership and Personnel
Management: Concepts, Methodologies, Tools, and Applications: Concepts,
Methodologies, Tools, and Applications. IGI Global.

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