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Essays on Performance in the Group in Terms of Leadership and Management, Strengths and Weaknesses of Leadership Styles Essay

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The paper “ Performance in the Group in Terms of Leadership and Management, Strengths and Weaknesses of Leadership Styles“ is an apposite variant on essay on management. Leadership entails working with others to achieve an identified task. Various leadership styles are employed depending on the suitability of a given style to desired results or outcomes. The line between leadership and management is narrow that occasionally individuals may fail to differentiate between leadership and management. However, management is all about adjusting to complexities while leadership has to do with adjusting to change (Armstrong & Stephens 2005, p.

47). As such, management involves an array of processes that uphold the functioning of the organization to make it work. On the contrary, leadership is all about aligning the individuals to the vision. In some cases, individuals may be a leader yet not a manager, however, for the success of a group to be ascertained, it is important for people to practice both leadership and management traits. Roles and Performance in the Group in Terms of Leadership & ManagementSelf-awareness is salient in leadership where one evaluates themselves to determine their effectiveness in influencing others and implementing the vision of the group.

As a leader, the primary task onto which other minor responsibilities are articulated is to initiate and propel change within the group. As such, all the exhibited traits ought to be accommodative of the fact that the other individuals have different features and that they ought to be convinced of one’ s way in order to make behavioral transformations that would facilitate success at the group level. The group leader in the group is expected to establish not only a vision but to also align all the members of the group with the vision towards the achievement of predetermined goals (Armstrong & Stephens 2005, p.

47). In most cases, the goals aimed at by a leader are long-term and thus individuals are prone to gradual change. Leaders identify changes in the external environment of the group and facilitate related change within the internal environment. The roles that most of the individuals assume at the group level are more of managerial roles than they are leadership roles.

Most of the individuals are tasked with planning, organizing, controlling, and establishing effective structures. This form managerial roles that require the individuals to conform to previously held approaches to such tasks and what has already been determined by the groups through the held meetings, without giving consideration to any other changes that may take place within and outside the group environment, which may have an impact on the general decisions of the group (Armstrong & Stephens 2005, p. 47). For instance, by assuming the role of allocating the assignment tasks and compiling what has been brought in by all the members, an individual assumes the planning role.

Such an individual is limited in the planning process only to what has been predetermined by the group and general practice of planning of tasks. The group leaders assume the role of the organizer as they organize the meetings in terms of the time, venue and the subject of discussion. In addition, the group leaders assume a controlling role as they direct the procession of events within the group meetings in terms of the subject or agenda to be discussed and the individuals that are expected to give responses to certain issues of interest during the discussions.

In addition, the group leader distributes roles and responsibilities and allocates positions within the group, thus developing an efficient structure that can be used to achieve the goals of the group.

References

Armstrong, M & Stephens, T 2005, A Handbook of Management and Leadership: A Guide to Managing for Results, Kogan Page Publishers, London.

Chamberlin, J 2012, Management or Leadership?, Management Services, pp. 30-35.

Ghaye, T 2011, Teaching and Learning through Reflective Practice: A Practical Guide for Positive Action, Tony G ed., Routledge, Oxon

Goleman, D 2000, Leadership That Gets Results. Harvard Business Review, vol. 78, no 2, pp. 78-90.

Goleman, D Boyatzis, R & McKee, A, 2002, Leadership Competencies and Emotional Intelligence Skills, Viewed 25 April 2015,

Keen, TR 2003, Creating Effective and Successful Teams, 1st ed, Purdue University Press, West Lafayette.

Moon, JA 2004, Reflection in Learning and Professional Development: Theory and Practice. 2nd ed, RoutledgeFalmer, Oxon.

Roussel, L 2013, Management and Leadership for Nurse Administrators, Jones & Bartlett Publishers, Burlington.

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