Leadership and Management to Be Utilized in Determining Success of Operations within Organizations - Literature review Example

LEADERSHIP AND MANAGEMENT Submision Introduction Management and leadership is fundamental processes which are utilized in the assessment of organizational effectiveness and success. They are closely related elements and Peter Drucker stated that "management is doing things right; leadership is doing the right things." The aspect of doing things right in management is dependent on the established policies and measures that must be followed to the letter. Management ensures the stipulated policies become executed, through constantly checking the adherence of the processes to plans. On the other hand, leadership is an element of organizing individuals towards a common goal through the application different approaches. Leaders achieve the results through contingent approaches, based on the situational analysis of the prevailing conditions of the process. The close relationship in the processes has resulted in the terminologies being utilised interchangeably within many areas. Drucker’s statement could be simple but analysis of the two processes becomes essential in seeking to understand the truth contained within the context of the statement. Management Management has been defined as the function of effectively utilizing available skills in order to achieve specified outcomes. The fundamental objective for implementing a management process is ensuring effective utilization of available resources in achieving desired outcomes(Samson & Daft, 2012). The management process involves close monitoring of the processes involved within an organization, to ensure adherence to a standard code of conduct. This monitoring process becomes essential in determining the managerial levels for which management functions become executed, within an organization. Management is focused at ensuring organizational objectives become achieved through effective utilization of available resources. Management is a fundamental function for matching the execution of policies towards achieving defined objectives. Management has also been identified as function of undertaking various activities all related towards achieving a fundamental goal. When implementing the management process, an organization must have objectives developed before undertaking the different activities(Kreitner & Cassidy, 2012). Resources them become directed towards he achievement of the defined objectives, through continuous monitoring. Resourcing therefore, becomes a fundamental factor through which management efficiency can be measure. Management involves individuals being accorded authority to make decisions regarding execution of organizational plans, based on observation of activities and analysis of the available resources. Management involves making decisions seeking to ensure effective utilization of resources towards achieving organizational goals. Within the organizational setting management involves numerous interlocking functions which must be executed in achieving certain desired ends. Management within many organizational is fundamental in the achievement of organizational goals and effective functioning of an organization. Organizational failures commonly become associated with management failure, which lacks to provide effective utilization of available resources, ultimately resulting in failure to achieve desirable outcomes. The management commonly involves manipulation of different resources in seeking to ensure successful organizational operations(Barrick, Bradley, Kristof-Brown, & Colbert, 2007). Communication becomes an essential factor in ensuring the effectiveness of the manipulation process in seeking to achieve specific outcomes. The fundamental requirements in ensuring efficiency in the management process therefore become individuals, communication channels and organizational objectives. The complexity of the management within organizations has resulted in the development of six different managerial branches in modern business management. The branches commonly focus on specific functions performed by managers within the organizational settings(Johnston & Pongatichat, 2008). These branches of management have been fundamental in ensuring the management responsibilities become focused on specific departments within an organization. These management branches which have developed in business administration are Human resource management Marketing management Financial management Operations management/ production management Strategic management Information technology management Managerial responsibilities Management within different organizations is based on five fundamental functions from which managerial duties and responsibilities become derived. The fundamental functions of a management team include planning, controlling, coordination, staffing, and organizing. These fundamental functions is essential in ensuring smooth running of organizations. The management in all the levels and in different organizations perform these fundamental functions(Marquis & Huston, 2009). These functions is fundamental determinants of the duties undertaken by managers within an organization. The time allocation for the different functions however, varies with the level of management and the industry of operation. Planning This can be defined as making decisions regarding future activities which should be undertaken, within the organization. This involves defining organizational objectives and subsequently developing effective courses of action, which would enable the organization, achieve the objectives(Ramakrishnan, 2013). The manager becomes the essential individual who makes decisions regarding the objectives which an organization must adopt in seeking to achieve the organizational objectives. Organizing This could be identified as the second function following the establishment of a plan, and a course of action. This involves making the various resources, both human and non-human become assigned to the specific functions which they must be utilized for. During this stage various activities become allocated and grouped to increase efficiency of the management process. Coordinating Coordination function commonly ensures the activities of staffing, organizing and planning become undertaken uniformly. This ensures smooth continuity of the operational processes within the organization. When undertaking this function, managers must display leadership characteristics, which enable their subordinates to participate actively in performing the various responsibilities(Müller & Turner, 2010). Staffing This can be defined as the planning for human resource and manpower, which are essential resources in the execution of organizational plans. The fundamental purpose for this function is the provision of human capital to enhance execution of organizational objectives(Ferreira, Erasmus, & Groenewald, 2009). This function involves ensuring the individuals have the capability to undertake the various responsibilities, which have been assigned to them. Enhancement of skill is commonly undertaken through planned training and staff development activities. Controlling This can be defined as the process of checking executions against the developed implementation plan. The fundamental purpose for controlling is ensuring the implementation process is within the organizational plans(Mullins, 2007). The wastage of resources also becomes effectively addressed during this controlling stage. The process must is continuously evaluated to ensure successful operations within an organization. Characteristics of effective management The effectiveness of the management within an organization is commonly established through various observable characteristics and traits displayed by the manager. Efficacy of management within an organizational setting results in organizational objectives becoming achieved within the estimated time duration. These characteristics of effectiveness are contained within the behavior, attitude and orientations of the individual managers(De Hoogh & Hartog, 2008). Just like employees define the organizational culture, effectiveness of management is commonly defined by the individuals working as managers within the organization. The following characteristics is strong indication of effective management within an organization. Staff motivation The level of motivation is commonly measured through staff engagement and commitment to organizational objectives. Staff commitment and turnover is some of the fundamental indicators of the effectiveness of the management. The management should provide incentives which seek to make employees become committed to the organizational goals. The managers must perceive the employees as a fundamental resource and strive to ensure their commitment. Effectiveness of the management plays a fundamental role in ensuring employees is excited and enthusiastic to organizational objectives(Jeston & Nelis, 2014). Through such motivation the organizational culture can become clearly defined, as all employees work towards a common objective. Consistent outcomes Organizational results present a fundamental measure of the management level efficacy within different organizations. The fundamental purposes for implementing the management process is ensuring organizational resources become harnessed towards achieving organizational objectives. The performance of organizations has been increasingly utilized in measuring effectiveness of the management. This is the fundamental reason behind management being identified as the cause of failures within organization. Principally, failure and success become determined by the effectiveness of existing management within the organizations(Trkman, 2010). Human resource development This occurs through the enhancement of employee skills through trainings and other development activities. An effective management would be increasingly focused at nurturing talent within an organization. Organizations with effective management approaches commonly recruit employees and take them through an extensive training to enhance their skills. Such organizational also rely on promotions rather than recruitments when making replacement for mid-level managers who resign. One of the fundamental functions of management is staffing, and progressive development, of these individuals, is an indication of effective management. Leadership Leadership has been defined as an aspect of social influence, through which an individual utilizes interpersonal skills in providing essential support for others to achieve common goals. Leadership involves numerous characteristics and traits which individuals possess and effectively utilize in enabling others achieve common goals. Situational interactions become fundamental determinants of leadership traits among individuals who are considered effective leaders, in the society (Korkmaz, 2007). Leadership involves undertaking activities based on the capability to ensure the followers is supportive of the course of action adopted by the leader. The process involves provision of guidelines toward achievement of certain established goals or objectives. Leaders commonly guide people towards achieving common goals. The leadership process can be identified as an emotion-laden process since individuals utilize emotions in achieving social influence among the followers. The emotions displayed by the leaders commonly become essential in influencing the followers and providing motivation (Bass, 1985). Leadership requires effective utilization of emotions in capturing the attention of followers and ensuring they is focused toward achieving their goals. Emotions enable leaders to possess a significant magnitude of influence upon their followers. Leaders must ensure that all the followers is focused on the same course and committed to achieving the identified goals. Role of leaders Leaders have been defined as individuals who provide groups with the desired guideline towards achievement of common goals. Their functions within these groups is those of organizing the different aspects of the process and ensuring the best approaches are utilized in achieving the desired outcomes(Cummings et al., 2010). The fundamental role of the leader is that of ensuring the group is united, despite the challenges which might be encountered through the process of moving toward the ultimate goal. This is fundamentally achieved through a series of activities which include Communication – leadership demands continuous communication with the followers and all the members involved to ensure all the individuals is informed about the process. Communication becomes vital in ensuring the individuals stay committed towards achieving the common goals defined at the beginning of the process (Dewan & Myatt, 2008). Decision making – since leaders do not have established approaches for achieving outcomes, they are continuously required to make decisions regarding execution of various plans. The leader must engage in consultation when making these decisions since they affect the execution of the plans developed by the entire group. Team building – in seeking to ensure effectiveness of groups, leaders must establish teams to undertake different activities. It is the fundamental role of the leader to identify what activities might require to be performed in groups and the individuals with the capability to lead the different teams. Image establishment – as the leader, one becomes the representative of a specific course of action. Political leaders, for example, become perceived as representative of their parties. Leaders perform the role of presenting the image of the organization which they represent to the general public Leadership styles These can be defined as the techniques which characterize leaders, and which they utilize in providing leadership to followers. There are different leadership styles which leaders adopt in achieving their goals. Many of the leadership styles, which individuals adopt, is dependent on the environment which the leadership is being undertaken. Since leadership is essential in all aspects, there a different styles which fit into different situations. Some common leadership styles include the following Authoritarian – this leadership style is commonly characterized by the leader adopting a commanding style of approach. The leader commonly communicates to subordinates in an authoritative manner. Communication between the leader and subordinates commonly occur in a one way manner, where the leader initiates much of the communication(Bal, Campbell, Steed, & Meddings, 2008). Paternalistic – this style is characterized by the leader’s capacity to adopt a fatherly role in providing guidelines to the followers. The leader provides followers with complete supports and receives trust in return for the support(Kotlyar & Karakowsky, 2007). Paternalistic leaders commonly provide advice to their subordinates on ways of improving performance. Democratic – this leadership style involves individuals being included in the decision-making process. While this is the function of the leader, consultations between the leader and followers are maintained, and become essential during decision-making. Laisez-faire – this style is immensely characterized by increased delegation of the decision-making responsibilities to the followers, without being provided with guidelines. The followers become fully empowered to make essential decisions regarding the process of undertaking the various responsibilities assigned to them, by their leaders. Transactional – this style is commonly characterized through increased motivation to followers, through punishments and rewards. The leaders commonly have to identify the needs of followers, which become satisfied through rewards. The rewards are aimed at keeping the followers motivated. Transformational – transformational leadership becomes defined by the leaders’ inability to become limited by followers’ perceptions. The objective of the leader is transforming the perceptions of the followers to suit the course of action being pursued(Zaccaro, 2007). Leadership vs. management in an organizational setting Management and leadership is closely related elements which are essential in determining organizational success. Individuals undertaking the roles of leaders and managers commonly perform similar functions, which result in the closeness of the processes. Effectiveness of the management or leadership might sometimes require potential skills form the other aspect. While the roles is similar, the decision-making process is the fundamental differentiating element between the two processes(Kotter, 2008). Management involves making decisions based on predetermined approaches, while leadership decisions are based on the possible outcomes. Within the leadership context an individuals could initiate a course of action which suits a situation despite the action not being part of the plan. Management decisions on the other hand must adhere to the established plan As described by Drucker, management is simply doing things right. Doing things right within the context of an organization involves following the developed process in ensuring the desired outcomes are reached. Management within many healthcare facilities commonly entails channeling available resources towards achievement of desired outcomes like improvement of the services (Patronis-Jones, 2007). During the process of achieving these outcomes, many establishments commonly utilize project based approach. This involved development of plans and provision of various essential resources to enable the project teams execute these services. The project teams commonly undertake management services to ensure the resources are utilized as desired. Leadership on the other hand has been described as doing the right things. The right things within the context of the organizations are results of the situational analysis. During the process of project implementation, for example, various challenges might be encountered by the project team. When such challenges face individuals leadership decisions become essential in providing guideline in seeking to continues and mitigate the adverse effects of various challenges. A leadership decision would become based on the consideration of different aspects relating to the desired targets (Yoder-Wise, 2013). These would include the available resources and the effects of undertaking each of the available options. The leader within this situation makes choices based on the strategy which present minimal negative effects, while maximizing the available resources. The efficacy of the management becomes assessed for the perspective of results achieved and utilization of the available resources. Most project failures become associated with the efficiency of the management teams, and it becomes a common practice to change the management once a project fails. The individuals allocated the responsibilities must ensure the desired outcomes become achieved. Effective execution of management functions commonly entails possession of leadership skills to ensure continued motivation of employees (Swayne, Duncan, & Ginter, 2012). The interpersonal skills utilized by leaders in organizing their teams are essential in motivating the individuals within the team. This element of motivation from the leaders is essential in ensuring team followers is committed to the common goal Managers are commonly expected to undertake their functions following definite responsibilities bestowed upon them by other individuals. Following these definite responsibilities accuracy is assumed to result in bets outcomes for the organization. The position of a manager can therefore be identified as being assigned formally within any organization. Leaders on the other hand, do not have to be formally assigned responsibilities as they utilize their interpersonal skills to motivate others, who have similar goals. The capability by individuals to analyze situations and establish courses of actions commonly indicate presence of leadership skills (Mumford, Campion, & Morgeson, 2007). These leadership skills become fundamental in enhancing the management functions and providing assistance in decision-making process by managers. The aspect of doing the right thing, which defines leadership, is a personal conviction which individuals possess. Leadership power commonly comes from the members of the group which a leader heads. The unity of the group and their continued supports for a single individual defines the leader. The presence of a leader continuously ensures the teams is united and motivated towards achievement of a common goal. While leaders might utilize different approaches in seeking to enhance motivation within their groups, the element of motivation is fundamental in enhancing effectiveness of the leadership. Continued support for the leader ensures established teams is functional beyond achieving the common goals. Leadership is a continuous process, which must always be present within organizations for successful operations While managers might be driven by the desire to reach established targets, leaders is motivated and motivate others towards achieving personal development goals. There is no authority which seeks to enforce leaders towards performing their leadership functions. While the basic functions undertaken by leaders and managers might be similar, to a large extent, the source of their power differs and becomes a fundamental determinant of the execution process. Managers commonly follow a strict set of regulations in achieving their objectives, while leaders utilize personal analysis in establishing the best approaches towards achieving organizational objectives. The role of the management is governed by regulations which must be adheres, while that of the leader can be changed to suit a particular course of action. Leadership skills is fundamental requirements for many managers who head teams comprising of individuals which high level of competence in different fields. Management commonly involves following a predetermined course of action and utilizing provided resources in achieving organizational objectives. The element of control is significant attribute of management, which seeks to ensure the available resources become effectively utilized in the achievement of certain organizational outcomes. The utilization of the available resources has been significant in the development of the different branches of management available in the modern management (Huber, 2013). This is focused on the application of the different resources in achieving desired outcomes within different departments in an organization. Management efficiency becomes established through the closeness of outcomes with the estimations provided during the planning stages of the process. The management process is a course of activities that can come to an end following achievement of certain objectives. The management process is relatively less risky when compared to leadership. This is so because management simply involves following stipulated regulations in seeking to achieve expected outcomes. Within the execution process, difficult decisions are commonly made following the developed code of conduct which must be followed. Leaders on the other hand, do not have a guideline to make reference and are prevalently faced with difficulties in making decisions based on personal analysis of the prevailing conditions(Snowden & Boone, 2007). Wrong decisions are extremely costly to leaders as the trust of followers could be lost by a single error. Managers on the other hand have easier tasks deciding on matters regarding the process achieving desired ends. Leadership involves identifying the best course of actions in achieving a common goal, while management seeks to ensure the course of action is followed in achieving objectives. The fundamental difference in the two organizational processes is the points of reference utilized when making decisions regarding continuity of the processes(Schoorman, Mayer, & Davis, 2007). Managers have to make consultations and seek acceptance of their seniors and ensure their decisions conform to the established regulations. Leaders on the other hand must ensure that their followers is committed towards achievement of the organizational objectives. The leaders achieve this through their interpersonal skills which is fundamental in motivating the followers. The function of the leadership is ensuring that the individuals involved within the team is focused in achieving the organizational goals Conclusion Leadership and management is organizational processes which can be utilized in determining success of operations within organizations. The processes is closely related as the involved individuals commonly undertake similar functions in executing the processes. Decision making process is a fundamental determinant of success achieved form either management or leadership. While management commonly involves undertaking activities through a stipulated procedure, leadership is more contingent and does not have a plan developed before execution. Leadership is a more human focused approach as the available resources which leaders coordinate are commonly human resources, and individuals who are within the different teams. The two processes is closely related and skills utilized by leaders become essential in enhancing their management capabilities. Effectiveness of leadership or management requires individuals to possess a balance of both managerial and leadership skills. References Bal, V., Campbell, M., Steed, J., & Meddings, K. (2008). The Role of Power in Effective Leadership (p. 19). Colorado. Barrick, M. R., Bradley, B. H., Kristof-Brown, A. L., & Colbert, A. E. (2007). The moderating role of top management team interdependence: Implications for real teams and working groups. Academy of Management Journal, 50(3), 544–557. Bass, B. M. (1985). Leadership and Performance Beyond Expectations (p. 256). New York: Freepress. Cummings, G. G., MacGregor, T., Davey, M., Lee, H., Wong, C. A., Lo, E., … Stafford, E. (2010). Leadership styles and outcome patterns for the nursing workforce and work environment: a systematic review. International Journal of Nursing Studies, 47(3), 363–385. De Hoogh, A. H. B., & Hartog, D. N. Den. (2008). Ethical and despotic leadership, relationships with leader’s social responsibility, top management team effectiveness and subordinates optimism: A multi-method study. The Leadership Quarterly, 19(3), 297–311. Dewan, T., & Myatt, D. P. (2008). The qualities of leadership: Direction, communication, and obfuscation. American Political Science Review, 102(3), 351–368. Ferreira, E. J., Erasmus, A. W., & Groenewald, D. (2009). Administrative Management (2nd ed., p. 480). New York: Juta and Company Ltd. Huber, D. (2013). Leadership and nursing care management. New York: Elsivier. Jeston, J., & Nelis, J. (2014). Business process management. London: Routledge. Johnston, R., & Pongatichat, P. (2008). Managing the tension between performance measurement and strategy: coping strategies. International Journal of Operations & Production Management, 28(10), 941–967. Korkmaz, M. (2007). The Effects of Leadership Styles on Organizational Health. Educational Research Quarterly, 30(3), 23–55. Kotlyar, I., & Karakowsky, L. (2007). Falling Over Ourselves to Follow the Leader. Journal of Leadership & Organizational Studies, 14(1), 38–49. Kotter, J. P. (2008). Force for change: How leadership differs from management. New York: Simon and Schuster. Kreitner, R., & Cassidy, C. (2012). Management (12th ed., p. 624). New York: Cengage Learning. Marquis, B. L., & Huston, C. J. (2009). Leadership roles and management functions in nursing: Theory and application. Philadelphia: Lippincott Williams & Wilkins. Müller, R., & Turner, R. (2010). Leadership competency profiles of successful project managers. International Journal of Project Management, 28(5), 437–448. Mullins, L. J. (2007). Management and organisational behaviour. New Jersey: Pearson Education Ltd. Mumford, T. V., Campion, M. A., & Morgeson, F. P. (2007). The leadership skills strataplex: Leadership skill requirements across organizational levels. The Leadership Quarterly, 18(2), 154–166. Patronis-Jones, R. A. (2007). Nursing leadership and management: theories, processes and practice. Philadelphia: F. A. Davies Company. Ramakrishnan, K. (2013). Managerial Leadership in Multicultural Organisations (p. 216). New Delhi: PHI Learning Pvt. Ltd. Samson, D., & Daft, R. L. (2012). Management (p. 883). New York: Cengage Learning. Schoorman, F. D., Mayer, R. C., & Davis, J. H. (2007). An integrative model of organizational trust: Past, present, and future. Academy of Management Review, 32(2), 344–354. Snowden, D. J., & Boone, M. E. (2007). A leader’s framework for decision making. Harvard Business Review, 85(11), 68. Swayne, L. E., Duncan, W. J., & Ginter, P. M. (2012). Strategic management of health care organizations. New York: John Wiley & Sons. Trkman, P. (2010). The critical success factors of business process management. International Journal of Information Management, 30(2), 125–134. Yoder-Wise, P. S. (2013). Leading and Managing in Nursing (5th ed., p. 643). New York: Elsivier. Zaccaro, S. J. (2007). Trait-based perspectives of leadership. American Psychologist, 62(1), 6.  Read More