Leader vs Manager - Southern Cross Enterprise Company - Case Study Example

Leader Vs Manager By Introduction Leadership and management are two different, but important aspects in society. Every organization seeks to achieve various goals, depending on their respective environment. After achieving efficiency in the organization, most individuals will work towards maintaining the system, while assuming that the environment does not change. Management ensures that the organization maintains its achieved level of efficiency (Kotterman, 2006). However, organizational environment including customers preferences, social attitudes, culture, and technology of the organization, change over time (Cameron & Quinn, 2011). Management problems arise when the organization loses tune with its environment. In times of management problems, the adoption of leadership can be instrumental in rectifying the situation. Leadership is seen as “looking out;” meaning that leaders are more concerned with the organizational environment, and the organization itself (Kotter, 2001: Zalenznik, 1977). A leader therefore, ensures that their organization is in tune with its environment at a particular time. In dealing with the dynamic organizational environment, leaders must change different structures and relationships in their organization (Coutts, 2000). Basing on the given case study, this paper presents a leadership plan for a manager (Ted) faced with a management crisis in his organization. This recommends improvements in leadership that will enable the organization to achieve its vision. Ted as a social architect A leader must be a social architect. With regard to the specific organization, therefore, a leader should be capable of defining the culture of their organization. Organizational culture entails the behaviour that all individuals in an organization conform to. Individuals in an organization also share similar organizational values, habits, norms and working systems, among others. A leader as a social architect also has the role of ensuring that their organization serves both the customer base and employees who work in the organization. This therefore, means that as a social architect, a leader serves dual roles, including the marketplace and employees (Hughes & Beatty, 2011). In this case, Ted should transform to become a social architect, since the present state of his organization shows that he has not played this role. Ted has focused more on the financial aspect of the company, and disregarded the social space of the company. As a social architect focus should be on the company’s vision, collaboration, and adequate emotional process for dialogue, among others. The vision of the Ted’s company is only aimed at maximizing returns, and ensuring that the company remains profitable. This is because Ted is only concerned with the financial health of the company, including relationships with competitors. He does not consider the relationship among the company’s employees. He is also less interested in developing a relationship with his employees and clients. This therefore, does not bring out Ted as a social architect. In order to change, it is important for Ted to associate with his employees, addressing their needs and ensure a positive culture in the organization. Ted as an individual Chang & Ang (2008) and Moraski (2001) note that, for one to exercise effective leadership, they must possess specific personality traits. Ted lacks personality traits that ensure leadership. For this reason, the management crisis at his company heightened. Therefore, in order to enhance his role as a leader, it is of great importance that Ted learns and practices some of the most important personality traits that characterize an important leader. First, Ted should learn to become more sociable. A good leader interacts with people more (Derue et al 2011). Therefore, Ted should interact more with his employees, instead of spending all the time in his office. It is only through this that Ted will get to know how his employees are faring on, and learn of their different concerns that require to be addressed. In addition, Ted should spend considerable time holding physical meetings with his competitors and potential business partners. A good leader does not hide behind a computer; instead, they are sociable individuals with people skills. Ted also needs to become more aggressive, as effective leaders exhibit a high level of aggressiveness. An aggressive leader focuses on the capability of accomplishment. They are also concerned more with victories, and consider short-term failures as part of the long-term victories (Hughes & Beatty, 2011). In this case, Ted should exhibit aggressiveness by not worrying about some of the problems facing his company presently. Instead, he should regard the problems as part of future accomplishments. Instead of worrying about the aspects of competition and profitability of the company, Ted should develop effective strategies of countering these situations. Furthermore, Ted should act on the issues affecting his employees and find a sufficient solution to his employees’ concerns. Kirkpatrick & Locke (1991) argue that by being aggressive, a leader is able to achieve more accomplishments. Ted as a change agent for the corporate environment A leader acts as an agent for change in an organization. Since the environment in an organization has a dynamic nature, a good leader must ensure that the organization remains in tune with its changing environment at any particular time (Lunenburg, 2010). In Ted’s company, the organizational environment has undergone change. Since the company has not conformed to the changes by adopting new structures and operations, this has resulted in a crisis in the company. The main problem in this company is that of inequality based on gender and gender. Females are denied senior positions, while some races are also denied specific positions in the company. Another problem in this company is poor relations among employees, as well as misconduct. In order to play the role of an agent of change for short-term changes, Ted should first of all meet all his employees and talk to them about all the problems he has heard they have. Ted should also let employees know that the company does not promote inequality of any kind. However, he should promise that necessary changes will be adopted to correct any situation that makes some employees feel discriminated against. Another action for short-term changes is to warn or fire all the employees that have been investigated and found guilty of perpetrating malice and misconduct in the company, as well as disrespect to other employees. This action might help to prevent any similar occurrence in the company. With regard to long-term changes, there is need for Ted to reshuffle all the positions assigned to the employees in the company. As seen, this structure has never changed since the time of Ted’s father. Afterwards, it will be necessary to reposition employees, with special consideration of gender equality and consideration of all races. However, the criteria for repositioning should ensure that individuals earn their new positions based on their qualifications. This will make all employees feel equal and not side-lined in any way (Nikolaou et al. 2007). This new structure will have a long-term positive effect. Vision statement and a mission statement for the organization Vision and mission statements are vital for an organization. Each organization should have a vision and mission statement, as these provide direction for the organization with regard to development or desired accomplishments. A vision statement should provide direction to employees of an organization, as well as inspire them. For the Southern Cross Enterprise, an appropriate vision statement would be: To maximize profits, while providing a conducive environment for employees to work to their full potential, and satisfying the needs of customers. On the other hand, a mission statement should show clearly what the company intends to do. For Southern Cross Enterprise company, the mission statement could be: To provide a healthy work environment for employees to realize their potential, while remaining to service to our customers and maintaining a high level of integrity with our business partners. Create an organizational culture that supports the vision Every organization has its own distinct organizational culture. This includes shared values, habits, systems, symbols, and norms in an organization, as well as the specific behaviour of employees in the organization that is shared (Schein, 2010). The organizational culture of an organization contributes significantly to the attainment of the vision and mission of the organization. A positive organizational culture will have a positive influence on the vision of an organization, while a poor organization culture jeopardizes the chances of an organization attaining its vision and mission (Northouse, 2010: Stokes, 2006). The vision of Southern Cross Enterprise Company is mainly concerned with the company’s profits, employees, and customers. Therefore, in order to achieve the vision, it is paramount that Ted develops an organizational culture in the company that will support the company’s vision (Rickettts, 2002). According to Schabracq (2009), leadership entails the responsibility of changing the organizational culture in order to suit the organizational environment. First, Ted should emphasis the aspect of diversity in the organizational culture. This will help all employees to feel important, despite their racial background. In an organization where there is discrimination, it is impossible for employees to work to their full potential. Ted should also emphasis on the company being customer centric. This should be an aspect that each employee should be required to possess. Customer-centeredness attracts more customers to an organization, hence boosting the profitability of the organization, as well as maintaining a good relationship between the company and its customers (Witte & Muijen, 2000). Integrating the role the managers to strengthen the vision In order to strengthen the vision of a company, managers have an important role to play. In the case of Southern Cross Enterprise Company, Ted as a manager has a responsibility to play in strengthening the company’s vision. Ted should positively encourage the company employees to participate in the implementation of the company vision. Since part of the vision aims at creating a conducive environment for employees, the employees too have a role to play. Therefore, as a manager, Ted should steer the employees to perform their role. This is mainly by ensuring that all employees adhere to the company values and organizational culture, which emphasizes diversity and good conduct, among others (Lussier, 2008). In addition, the vision of Southern Cross Enterprise Company also concerns the customers. Therefore, as a manager, Ted has a responsibility of ensuring that the employees deliver good customer service to clients. Ted can ensure this by emphasizing to his employees the value of good customer service. He can as well train his employees on customer service, in order to enhance their delivery. Since the vision of this company also involves profitability of the company, Ted should emphasize good customer service in the company in order to boost the company’s profitability. Conclusion Leadership and management are important aspects in an organization. Where management fails, leadership becomes more desirable. From this case, it has been ascertained that a manager should also have the capacity to lead. This is because management alone is not sufficient to ensure the success of an organization. Leading and managing are different aspects with varying characteristics. However, leadership is highly desirable, as this ensures that an organization remains in tune with its environment. Today, the organizational environment has become highly dynamic, hence necessitating leadership in organizations. References Cameron, K. & Quinn, R. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. New York: John Wiley & Sons. Chang, K. & Ang, S. (2008): Personality and Leader Effectiveness: A Moderated Mediation Model of Leadership Self-Efficacy, Job Demands, and Job Autonomy. Journal of Applied Psychology. Vol. 93, No. 4, 733–743 Coutts, P. (2000). Leadership Vs. Management. St. Andrew’s Presbyterian Church, Calgary. Retrieved from http://www.coutts.name/Other%20Documents/%25PDF-Lead%20vs%20Manage.pdf Derue, S., Nahrgang, J., Wellman, N. & Humphrey, S. (2011). Trait and Behavioral Theories of Leadership: An Integration and Meta-Analytic Test of Their Relative Validity,” Personnel Psychology, 64, 7–52. Hughes, R. & Beatty, K. (2011). Becoming a Strategic Leader: Your Role in Your Organizations Enduring Success. New York: John Wiley & Sons. Kirkpatrick, S. & Locke, A. (1991). Leadership: do traits matter? Academy of Management Executive, 5(2): 48-60 Kotter, J. P., (2001). What leaders really do? Harvard Business Review, Vol. 79 Issue 11, p.85-96 Kotterman, J., (2006). Leadership vs Management: What’s the difference? Journal for Quality & Participation, Vol. 29 Issue 2, p.13-17 Lunenburg, F. (2010). Managing Change: The Role of the Change Agent. International Journal of Management, Business, And Administration. 13(1):1-6. Lussier, R. (2008). Management Fundamentals: Concepts, Applications, Skill Development. New York: Cengage Learning. Moraski, J. (2001). Leadership: The Personality Factor. Retrieved from http://www.dtic.mil/dtic/tr/fulltext/u2/a401567.pdf Nikolaou, I et al (2007). Selecting Change Agents: Exploring Traits and Skills in a Simulated Environment. Journal of Change Management. Vol. 7, Nos 3–4, 291–313 Northouse, P. (2010). Leadership: Theory and Practice. London: Sage. Rickettts, K. (2002). Behaving Intelligently: Leadership Traits & Characteristics. University Of Kentucky. Retrieved from http://www2.ca.uky.edu/agc/pubs/elk1/elk1102/elk1102.pdf Schabracq, M. (2009). Changing Organizational Culture: The Change Agents Guidebook. London: John Wiley & Sons. Schein, E. (2010). Organizational Culture and Leadership. London: John Wiley & Sons. Stokes, L. (2006). From Vision to Implementation –Instituting Your Diversity Process. The Linkage Leader. Retrieved from http://www.linkageinc.com/thinking/linkageleader/Documents/Linda_Stokes_From_Vision_to_Implementation_0106.pdf Witte, K. & Muijen, J. (2000). Organizational Culture. European Journal of Work and Organizational Psychology. 8(4):498-520. Zalenznik, A. (1977). Managers and leaders: Are they different? Harvard Business Review, May-June, pp. 67-78. Read More