Examine leadership and management theories and principles, and

Table of Contents Task 1: Examine leadership and management theories and principles, and their impact on the effectiveness of an organization - e Traits theory 4 ¢ Contempor

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Nuture & Realize Your Potential

NATIONAL ECONOMICS UNIVERSITY INTERNATIONAL SCHOOL OF MANAGEMENT AND ECONOMICS

BTEC HIGHER NATIONAL DIPLOMA IN BUSINESS (RQF)

ASSIGNMENT BRIEF

Tie owe Number and | 1618/5036 - Unit 4: Leadership and Management

gemester and Academic | semester 1 / Academic year 2022 ~ 2023

Unit Assessor(s} ea Van Thuy Anh / Duong Van Bay /Nquyen Ngoc Hien/ Nguyen

u Tram

Component Number and LM A1.1: Leadership and Management in the Workplace

Title (Assessment 1 of 2, Individual assignment)

Issue Date Friday, Sept 29th 2022

Submission Date Friday, Nov 4th 2022, 10:00 AM

Student name Lưu Trân Diệp Anh

| certify that the evidence submitted for this assignment is my own | Learner declaration have clearly referenced any sources used in the work | understand that

false declaration is a form of malpractice

Student name / Signature Luu Tran Diep Anh Date: 4/11

Table of Contents

Task 1: Examine leadership and management theories and principles, and their impact on the effectiveness of an organization -

e Traits theory 4

¢ Contemporary approach: system approach management 8 Task 2: Review the influence of different leadership and management styles on

2 Impact of leadership & management style on decision-making 13

b Good udgment in dectsioni-riaÏktrlg 5 ss+sssreeerree 13

Reference list 20

Introduction The essential managerial role known as "leadership" contributes to an organization's increased productivity and accelerated progress toward its objectives An organization can make a contribution that is more relevant to its aims if it acknowledges the value

of leadership inside the company, regardless of one's position within the organization (Indeed Editorial Team, 2021) This report enlightened me on a significant amount of information about management and leadership at Phuong Dong medical device firm,

as well as the underlying philosophies The author is going to talk about and investigate several ideas of management and leadership regarding how businesses operate

Major findings

Task 1: Examine leadership and management theories and principles, and their impact on the effectiveness of an organization

1 Leadership theories

One way to describe leadership is as an asymmetric persuasion relationship, in which one agent leads or directs the conduct of others toward a certain objective throughout the course of a particular length of time, according to Zartman (1994) This may be done over the course of a set amount of time

The behavioral leadership theory, personality trait theory, and contingency theory are three of the most prominent models of leadership that are used in today's enterprises and organizations

Traits theory:

A leadership trait model is a tool for predicting how effective a leader will be based

on the qualities shared by a large number of leaders, both successful and unsuccessful (Northouse, P., 2018)

Some of the earliest theories hypothesized that those who were born to lead were born with particular physical and psychological qualities that set them apart from others who were not destined to lead The assumption of whether leadership qualities are learned or inherited has not been taken into account by trait theories (Khan, et.al, 2016)

Behavior theory:

Leadership conduct may be defined in terms of how a leader contributes to the successful completion of a task and how they encourage and support the efforts of others who are carrying out the assignment The behavioral leadership hypothesis contends that the effectiveness of a leader is determined more by their actions than by the innate qualities they were born with

Contingency theory

Although both trait and behavior theories contribute to our comprehension of leadership, one essential component—namely, the context in which leadership operates—remains unaccounted for

The emphasis of the contingency leadership theory is on the environment in which a leader operates Although a leader's personality does play a role in their success, it is not nearly as significant as their past and the circumstances in which they find themselves (WGU, 2020)

It is generally agreed upon that the success of a leader is contingent on their ability to satisfy the requirements of a workgroup in three distinct areas: the retention of the team, the completion of common duties, and the fulfillment of individual requirements leadership that is oriented on action according to behavioral theory According to Mr Hoan, the sales director at the Phuong Dong firm need to regard all operations in the organization as having some kind of link with one another to effectively carry out business responsibilities In addition to this, he has a solid relationship with the employees, and he takes the time to listen to what the employees think ought to be done on their behalf The accomplishment of collective objectives, the delineation of group responsibilities, and the organization of work are all examples

of joint duties The business division of Phuong Dong places a significant focus on teamwork, as seen by the vast number of project teams and task forces that are now hard at work to handle various responsibilities, including the creation of new goods and procedures

In most companies, department heads and their teams work together Team members discuss their duties at daily or weekly meetings They are allocated sales to reach a goal, but they can see how to do it Thus, workers are happier, more motivated, and more engaged Mr Hoan's managerial style has contributed to the company's excellent production by hiring more individuals over time As of 2021, the firm has 537 employees, and 580 are expected by 2022 This management approach appeals to many people since they like their jobs

It is believed that Tuan Anh, the leader of the Dragon group, implements the contingency leadership theory in his management of the team Task orientation and

relationship orientation are the two types of leadership that can be found in Fiedler's model of leadership Fiedler argues that there are two types of leadership orientations

It is possible to characterize Mr Tuan Anh as a relational leader because he is concerned for other people, emphasizes human ties, and desires to provide an environment in which his subordinates may actively contribute to the resolution of issues In addition to this, having a personality that gets along well with others and wants to keep up positive connections with everyone, without any animosity or hostility against one another Furthermore, he keeps control over the activities of the team and organizes the activities of the workers by holding a meeting in the morning

to assign duties for the day This helps him retain control over the activities of the team In addition to this, Tuan Anh encourages his members to communicate with him openly and honestly to get the task done

In addition, Tuan Anh is working to integrate participation and support, which will make it simpler to listen to members voice their opinions on what should be done, as well as facilitate the development of a positive connection with those members This theory has a positive influence on the operations of a firm, and the most straightforward consequence of the concept is that it may make a group's collaboration more efficient In addition, there is the possibility that the workers' working environment may improve as a result of this approach It is the goal of situational leaders to establish a leadership style that 1s adaptable to the current state of readiness

or needs of the team Because they are allowed to make their own choices and work at their speed, this creates an atmosphere for the majority of workers in which they feel comfortable carrying out the duties associated with their job When workers are happy with their jobs, they tend to put in more effort and produce greater results

Mr Quang makes use of the idea of contingency theory, much as Mr Tuan Anh does; nevertheless, Mr Quang is the kind of person who always embraces challenges A task-oriented leader prioritizes delegating work to subordinates, is concerned about the organization of the workplace, is goal-oriented, and places a high value on employees' performance According to the description presented above, Mr Quang, a person who has many years of expertise, does not care about the connection between

workers; rather, he is only concerned with the performance of the employees As a result, a member of the team named Huong Mai disagrees with how Mr Quang leads the group Huong Mai believes that she has practically no say in the decisions that pertain to her mission, and she has the urge to go over to Tuan Anh's team so that she may learn more Additionally, a second member of the team voiced their dissatisfaction with the fact that Mr Quang's management style did not encourage diversity in his job He gets the impression that he is only given the same duty to do over and over again because of his routine, and he has not had the chance to collaborate with his other coworkers to obtain more knowledge in this regard Nevertheless, in this instance, the performance of the Eagle team is the most successful of the group This is because when Mr Quang gives workers the appropriate duties that they need to execute regularly, it demonstrates that they are extremely excellent in their sector need to accomplish, and they can perform it very effectively, the task that is allocated to them by the team leader, which results in an increase in income for the organization However, the relationships between coworkers in the group are almost nonexistent because they do not work together to generate coherence This is the group that has the greatest absence rate because they

do not work together to build cohesiveness

2 Management Theories

The management of an organization is the most crucial component of that company Without competent management, no organization can hope to accomplish what it set out to do Therefore, management is regarded as the most important part of every firm The most fundamental qualification is familiarity with management and management theory to face issues such as competitiveness, efficient and cost-effective use of resources, and maximum production (Bashir, 2012)

O Classical approach:

During the time of the industrial revolution, several large-scale businesses that were capable of substantial factory output were established These companies started looking at different methods to improve the productivity of their employees and raise their profitability This resulted in a surge of ideas among management for

streamlining processes and motivating personnel to achieve higher levels of performance (Nair, 2021)

Scientific Management: Frederick W Taylor is considered the "father" of scientific management This conventional approach uses scientific techniques and empirical investigation to determine the most effective problem-solving methods

Administrative Management: Henri Fayol is generally regarded as the most influential advocate of the theory of administrative management Administrative management is

a subfield of management that focuses on ways to increase organizational efficiency

by synchronizing internal processes using

Bureaucratic Management: Max Weber, the father of modern sociology, pioneered bureaucratic administration Classical economics holds that an ideal bureaucracy has a hierarchical management structure and unambiguous rules

Behavior approach:

The application of the concepts outlined in the classical way of management did not result in the desired overall effectiveness and harmony in the workplace This realization was primarily responsible for the development of behavioral management theory The behavioral approach to management recognized the significance of behavioral processes in the workplace while also emphasizing individual and group processes (Lalwani, n.d)

4 Contemporary approach: system approach management

It is possible to think of organizations as open systems that absorb inputs from their surroundings and, via a sequence of actions, change or transform both the inputs and outputs to accomplish some goal

Mr Hoan, director of business operations subscribes to the behavioral leadership paradigm He organizes individuals to work in groups and devises strategies for managing the productivity of employees Teams have the authority to devise their means of accomplishing the objective of increasing sales and to put those means into action in preparation for implementation In addition, Hoan urges communities to

name or construct pictures of members that might assist outsiders in realizing their own identities This not only helps him understand more people, but it also makes the employees feel like a unique part of the team, which will help drive them to do a good job of their jobs

In contrast to Mr Hoan, Mr Thanh has a management strategy that is centered on systems It is plain to observe that Mr Thanh engages in activities requiring both inputs and outputs He is concerned with inputs such as workers, and he gives extra attention to employees since he knows that this will make them highly driven to their tasks and completely devoted to them This element also causes output variables such

as the services supplied to clients to be enhanced to some degree, notably when the income of the firm rises, which ultimately results in the success of the business According to management theory, relational elements such as attention and camaraderie motivate workers substantially more than monetary incentives or environmental factors This was discussed before

According to what is said in the following article, it is clear that Mr Tuan Anh has served as a model in this regard Every morning, he always meets members of the team to give over assignments, and members have the freedom to pick whatever jobs they want to take on surname First and foremost, he makes it a point to pay attention

to what the staff members have to say regarding the tasks that need to be completed Individuals on the team are free to make their own choices In addition, members enjoy positive relationships with one another because they often collaborate to discover answers to common challenges and issues In addition, Mr Tuan Anh has a positive connection with the employees since he shows them a lot of attention and care, which gives the group's members the impression that they play an essential role

in the organization They have more motivation to work as a result of this

It has been shown that Mr Quang, the head of the Eagle team, is adhering to the principles of classical management philosophy Since Mr Quang is an individual with

a great deal of expertise and has collaborated with Mr Hoan However, even though

Mr Quang has always been a person with a disciplined background, the style of the Phuong Dong firm emphasizes the human aspect He is only concerned with the

production and performance that workers bring, and not the relationships that employees have with one another On the other hand, Mr Quang makes use of this traditional philosophy to bring about various benefits, such as a distinct division of labor, and an increase in efficiency and production Because of this strategy, which allows Mr Quang to attain high levels of performance, the team is consistently in the first place He assigned specific jobs to each worker and made sure they understood what was expected of them so that they could concentrate only on the work that was assigned to them

Employees in Mr Quang's group are treated similarly to employees who work under machines in that they are only able to follow the tasks that have been assigned to them and complete those tasks, but they are not permitted to speak their minds or participate

in decision-making regarding their responsibilities They whine an excessive amount, and they wish to switch to working with another group However, employees have the perception that they have not progressed in terms of their job, which causes them to always feel bored and prevents them from learning from other coworkers

Task 2: Review the influence of different leadership and management styles on the culture of the given organization

1 Leadership & Management Styles

It may come as a surprise to learn that there is a startling dearth of research that examines the notion of leadership style, even though a considerable body of research has been devoted to the study of various styles of leadership (Gandolfi & Stone, 2016) Effective leadership, as seen from the perspective of those being led, is strongly tied to a leader's capacity to concentrate, the ability to inspire and prioritize needs, as well as a feeling of security and tranquility for those being led (McDermott, Kidney, and Flood, 2011)

There are three primary varieties of leadership styles, as described by Lewin (1939), and they are dictatorial, autocratic, democratic, and laissez-faire