Role of a Leader in Creation and Communication of Vision - Assignment Example

Name Tutor Course Date Leadership Practice Task ONE: Leadership and Management Differences In an organisational context, the two contexts; leadership and management; are integrals since the effectiveness and efficiency in achieving objectives depend on their active and appropriate integration and application. According to Bohoris & Vorria (2) and Zaleznik (n.p.), the two concepts have been misinterpreted in many occasions. Therefore, it is imperative to comprehend the differences that exist between the two. These differences impact cultures in any team or organisation, thus the success or achievement of the primary intents of a company would depend on how best the team recognises them and appropriately integrate their directives. One of the differences between leadership and management in an organisation is that leaders create visions whilst managers tend to create goals in different departments of an organisation. even though the primary motive is to motivate, inspire and actively engage team members in handling certain responsibility (Algahtani, 75), leaders visualise the future of a department or organisation and inspire and engage their followers towards making the vision a reality (Bohoris & Vorria, 4). On the other hand, managers are responsible for assessing the need in organisational tasks, setting, measuring, and achieving goals through actively engaging the effort of every team member in the department or organisation (Algahtani, 76). Therefore, whilst leaders see the feature of an organisation and try to inspire and motivate their followers towards achieving them, managers determine how the objectives can be achieved through setting and allocating tasks and responsibilities. In most cases, leadership is associated with knowing the need for certain changes in an organisation and making them towards attaining the visions whilst management is linked to maintaining the status quo (Algahtani, 77; Zaleznik, n.p.). In this perspective, it can be argued that leaders are aware when and where changes are necessary for effectiveness and efficiency whilst managers determine and maintains to what works best towards achieving the organisational intent. Another difference is that leadership involves taking risks towards the vision of the department or an organisation whilst management is responsible for controlling the risks towards effective and efficient achievement of organisational objectives. According to (Bohoris & Vorria, 4), due to the quest to reach the vision of top performance, leaders tend take risks whilst implementing and leading changes. On the other hand, managers tend to work their way towards minimising and controlling the risks that might affect the achievement of the organisational goals and objectives (Bohoris & Vorria, 5). Therefore, whilst leaders take risks to try new ways of operations, managers stick to the best factors to avoid or control risks. Also, it can be argued that leadership rely on personal growth whilst management is depended on proven skills. Algahtani (77) argue that leaders can grow personally through learning in every day’s happenings, which managers further by relying on the perfection of the existing skills and adopting proven behaviours. Additionally, it can also be argued that leadership depends on the relationship that exists between leaders and their followers whilst management rely on systems and processes within the team. Whilst leaders build and maximise relationships to motivate, inspire and engage their people in different departmental or team responsibilities, managers build systems and process upon which the effectiveness and efficiency that are desired towards achieving the goals are based (Algahtani, 78). In this perspective, it can be argued that leaders coach their followers and create fans in the organisation whilst managers tend to direct their employees towards maximising their inputs and outputs as well. Practically, a leader is expected to define the organisational goals based on the visions of the company, formulate plans and organise, motivate, inspire, and engage people towards achieving the goals based on the plans (Bohoris & Vorria, 5). On the other hand, managers set objectives for performance and returns, organise tasks through allocation and arrangement of roles, motivate and communicate cooperation in team, establish performance guidelines through standards and targets, and develop people through training and nurturing to maximise their inputs towards the desired performance. Integrating Leadership and Management Both leadership and management roles in an organisation tend to demand certain qualities and abilities in people. As the primary role of a leader is to visualise the desired feature of an organisation and implement changes necessary towards reaching the vision, a successful leader needs to be able to look out, across, and beyond the current status of the organisation. Leaders need to showcase their values and core beliefs in building a desired future of an organisation (Lopez, 99). However, as a manager, the primary objective is to ensure that the daily tasks and responsibilities are handled in line with the primary objectives of the organisation. In this context, managers need to determine the needs of the team towards achieving goals and objectives, which are attained through skills and qualities such as good planning, organisation, communication and coordination, and balancing of resources available (Algahtani, 79). Therefore, good management requires positive attitude, prioritisation, accountability, flexibility, and effective decision-making, amongst many others. However, in certain circumstances, a manager needs to have both management and leadership qualities to perfect his or her responsibilities within a team or organisational context. For instance, in a department, a managers needs to motivate, inspire and actively engage team members towards maximising their efforts whilst undertaking tasks. However, effective inspiration and engagement of people requires motivation, which is a key leadership skill (Lopez, 100; Zaleznik, n.p.). Also, contemporary workplaces characterise diversity as one of the major factors. Therefore, there is a need for a resource manager, for instance, recognise the potential and current strengths and consequences of such differences, which requires visioning and weighing perspectives. Visioning and showcasing values are linked to good leadership, which would in turn help managers perform better in their responsibilities. Therefore, the primary importance of integrating both leadership and management in a department or a team is that it would provide the opportunity and capability to visualise the future of the company or team, formulate plans, organise tasks and responsibilities, and motivate people towards giving their best whilst performing their duties. It allows the person to employ personal growth abilities and existing skills, as well as proven behaviours, to maximise the outcome towards achieving the organisational or team objectives. Therefore, a good leader should be able to manage systems and process and a good manager should be able to lead people towards through the systems and process within the organisation. Task TWO: Role of a Leader in Creation and Communication of Vision As long as every leadership has a vision about the future, every leader also has a vision of his or her leadership. Leadership vision entails the future of high performance, recognition and importance to all stakeholders in a company (Jong & Hartog, 45). For instance, a leader may intend to lead an organisation towards a feature where their business goes global and reputation is recognised and appreciated by every one of their stakeholders. With this as an instance amongst many other visions, there is need to comprehend the role of a leader in creating and communicating an organisational vision to his or her people. As a leader, the achievement of quests or visions depend on the active and inspired engagement of followers towards the vision, which would only be effective if all the participants are positively influenced , empowered, and their innovative behaviours developed (Sherry & Coombs, 406). The role of a leader in creating and communicating a vision in a company is to transform and change the old ways, replacing them with new strategies (Herold et al., 350). However, the leader needs to maximise employees’ commitment to change towards the ways that can result in attaining the vision. In this aspect, it is important that the leader demonstrates corporate leadership style, amongst others, that can enhance open communication between people. Therefore, the leader needs to convey the information and details about the vision as well as the relevant change that is necessary towards achieving the intents. Whilst communicating openly about the vision, a leader needs to encourage open and free feedback where employees can communicate their perspectives about the proposed vision and change, which marks the other role of a leader to positively receive feedbacks and transform them into perspectives that can be used to motivate, empower and encourage commitment amongst employees (Sherry & Coombs, 406). Therefore, the role of a leader in creation and communication of a vision in an organisation is to visualise the future and involve people in it through encouraging feedback. Task THREE: Impacts of Empowerment, Trust, and Ethical Leadership in a Workplace The effectiveness task that employees undertake in a workplace as well as the positive influence of their leader to the effort or input that they provide towards their work depends on whether there exists trust between them. According to (Bello, 229), teamwork culture is one of the key requirements for a successful workplace, which requires a leader to demonstrate his or her capabilities to encourage and develop such culture. However, the leader needs to earn the trust of his or her followers towards believing that their perspectives are consider and that they are part of the systems and process towards the desired success. Success comes only upon innovation and commitment amongst employees (Bello, 231; Jong & Hartog, 47). It is the duty of an ethical leadership to recognise the diversity in the workplace, provide an environment for different levels, encourage, motivate and empower employees to enhance commitment. Therefore, empowerment, trust, and ethical leadership provide equal opportunity to all employees to maximise their performance towards a desired standard without any kind of discrimination. An ethical leadership, alongside trust and empowerment provide chance for growth amongst employees, hence high performances and results. Task FOUR: Leadership and Management Styles Impacts of personal energy, self-belief and commitment on leadership styles Just as demonstrated earlier in this paper, performance of an organisation is depended on various factors, towards which the people within the organisation majorly contribute. Whilst workers are the primary performance factors in a company, it is essential to recognise and acknowledge how the leadership and management play vital roles in directing and supporting the performance within the organisation towards achieving its intents. Quality leadership and management is one of the primary determinants of the capability of the company to achieve its goals. Therefore, leaders and managers need to employ strategic criteria of uniting and making use of various resources in the company for efficient and effective business achievements. Through application of different leadership and management principals, various styles also emerge, which significantly impacts the ability of the company to grow and meets its short-term and long-term ambitions (Amanchukwu et al., 6; Iqbal et al., 2). Therefore, the leadership and managerial style adopted by an organisation determine how effective resources can be used to efficiently achieve the organisational objectives. Due to the vast range of style selections in leadership and management, there are various factors that affect the choice of leadership and managerial style in a company. Some of these factors include personal energy, self-belief and commitment amongst leaders. Amanchukwu et al. (7) explain that as the organisation grow theory businesses and widen their markets, challenges also emerge that require certain measures to address and counterattack them. Through fore-mentioned factors, leaders can effectively visualise the future and communicate to their people about it. This aspect is based in the sense that leaders and managers need to interact and communicate with their followers to promote efficiency and coordination. Also, employees also need to interact amongst themselves and reduce the challenges associated with individuality in a workplace (Amanchukwu et al., 7). Therefore, the style of leadership and management that the company will adopt determines the easy and efficiency with which the people within the company will professionally and socially interact and effectively communicate to maximise the performance, which some of personal energy or factors as well as beliefs impact greatly. Participative vs. Charismatic Management and Leadership Styles Participative and Charismatic managerial and leadership styles are based on two of the most popular theories of leadership; participative theory and transformational theory respectively. In transformational theory of organisational leadership, the charismatic leaders and managers inspire the quest, desire and eagerness of success amongst their followers (Amanchukwu et al., 8). Therefore, this style of leadership is oriented towards motivating workers to maximise their performance and impact on the organisational ability to achieve their intents. On the other hand, participative leadership and management style entails centring the final decision-making in an organisation amongst the leaders and managers, but include the other employees. Practical values of the participative and charismatic styles of leadership and management Both of the two styles have been linked to various instances of applications and benefits. Amanchukwu et al. (8) explain that charismatic leadership and management style is effective in motivation of employees through ensuring commitment and excitement in the work activities within the organisation. However, the confidence of decision-making and most of the related practices are entrusted with the leaders and managers and not the employees (Nanjundeswaraswamy & Swamy, 59). This aspect excludes the ideas and views of the employees, which can also be of significance towards such decisions. On the other hand, participative managerial and leadership style is associated with numerous advantages. The style advocates for the perspective of the employees as well as their participation in the activities that concern them. Creativity, teamwork and good relations within the organisation are greatly resulted in this style (Amanchukwu et al., 10; Buble et al., 163). Therefore, employees feel to be part of the activities in the organisation, hence maximise their performance. However, just as charismatic style, this perspective of leadership and management also depicts an instance of weakness; Amanchukwu et al. (10) argue that participative style is has proved to be inefficient is circumstances that require speed; there is not time of involving all the team members. Situational variable impacts on choice of leadership style and recommendation The contemporary workplaces constitute differences that imply diversity. Therefore, optimum performance requires consideration and involvement of workers’ perspectives. Their views would facilitate the ability of the managers and leaders to learn and make use of the different characteristics, opinions, talents, cultures and experiences that the employees possess. On the basis of this idea, it is of high significance that an organisation adopts participative leadership and management style that consider the employees for the long-term plans and ambitions of growth, which is the primary concern of the company, followed by the realisation of well-motivated employees that the style can also guarantee. Works Cited Algahtani, Ali, “Are leadership and management different? A review”, Journal of management Policies and Practice, Vol. 2, No. 3, pp. 71-82, (2014): Print. Amanchukwu, Stanley & Ololube, “A review of leadership theories, principles and styles and their relevance to educational management”, Management, Vol. 5, No. 1, pp. 6-14, (2015): Print. 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