Essays on The Concept of Managers as Effective Leaders Assignment

Download full paperFile format: .doc, available for editing

The paper "The Concept of Managers as Effective Leaders" is a perfect example of a management assignment. Leadership and management are two concepts that are often confused for one another as most people use the two concepts interchangeably. Although leadership and management share a lot in common, Waldman et al. (2001) note that the two concepts differ in many ways. Leadership is a process of using the authority to influence others to work towards the achievement of a given set of objectives. One of the principal roles of a leader is to develop a vision for a company and rally subordinates towards the achievement of the visions.

Goleman (2000) argues that a leader has a duty to ensure that the followers are motivated to ensure that the vision is adopted. In the event of a crisis, a leader must ensure that the business practices are adjusted to address the challenges. For instance, a leader must ensure that a company take risks, come up with innovative strategies, and capitalize on strengths and opportunities while eliminating threats and risks that a company might be exposed.

Additionally, leaders are also viewed as change agents for a company. Management, on the other hand, is the processes that ensure that an organization functions (Waldman et al. , 2001). The processes that constitute management include planning, controlling, staffing, budgeting, measuring performance, job clarification and problem-solving. According to management guru, Henri Fayol, the work of managers is to make plans and forecasts, organize work, direct subordinates under them, and co-ordinate resources such as time, money and people as well as control the activities and human capital to ensure that organizational goals are achieved (Fayol, 2013). Managers as Effective Leaders Although it emerges that management and leadership are two different but related concepts, an effective manager needs also to be an effective leader to ensure organizational success.

There are different leadership styles that are adopted by different executives in the running of an organization. The first is coercive leadership which involves a leader demanding instant action (Northouse, 2009). Second is authoritative leadership which is a leadership style where a leader making a unilateral decision that subordinates are to follow.  

References

Amazon. (2016). Amazon. Retrieved from http://www.amazon.in/

Bass, B. M. (1997). Does the transactional- transformational leadership paradigm transcend organizational and national boundaries? American Psychology, 52(3), 130-9

Bass, B. M., Avolio, B. J., Chemers, M. M., Ayman, R. (1993). Leadership theory and research: Perspectives and directions. San Diego, CA: Academic Press.

Billig, M. (2014). Kurt Lewin's leadership studies and his legacy to social psychology: Is there nothing as practical as a good theory? Journal for the Theory of Social Behavior, 45(4), 440-460.

Breckenridge, M.B. (2000). An exploration of the factors that influence leadership effectiveness in a corporate environment. Indiana, PA: Indiana University of Pennsylvania.

Cairns, T.D. (1996). Hersey and Blanchard’s situational leadership theory: a study of the leadership styles of senior executives in service and manufacturing businesses of a large Fortune 100 company. Unpublished doctoral dissertation. Fort Lauderdale, FL: Nova Southeastern University.

Daft, R. (2007). The leadership experience. Oxford: Cengage Learning.

Drucker, P. (2012). The practice of management. London: Routledge.

Ekaterini, G (2010). The impact of leadership styles on four variables of executives workforce. International Journal of Business and Management, 5(6), 1-16.

Fayol, H. (2013). General and industrial management. New York, NY: Martino Publishing.

George, B. (2003). Authentic leadership. San Francisco, CA: Jossey-Bass.

Goleman, D. (2000). Leadership that gets results. Harvard Business Review, March-April, 78-90.

Goleman, D., Boyatzis, R. E., & McKee, A. (2004). Primal leadership: Learning to lead with emotional intelligence. Cambridge: Harvard Business School Press.

House R.J. (1999). Weber and neo-charismatic leadership paradigm: a response to Beyer. Leadership Quarterly, 10, 563-574

Kraut, A. I., Pedigo, P. R., McKenna, D. D., & Dunnette, M.D. (1989). The role of the manager: What’s really important in different management jobs. Academy of Management Executive, 3, 286-93

Lok, P., & Crawford, J. (1999). The relationship between commitment and organizational culture, subcultures, leadership styles, job satisfaction in organizational change and development. Leadership and Organizational Development Journal, 20 (7), 365-73

Northouse, P. G. (2009). Leadership: Theory and practice. London: SAGE Publications.

Schubert, J.N. (1988). Age and active-passive leadership style. American Political Science Review, 82,763-773

Stordeur, S., Vandenberghe, C., & D’hoore, W. (2000). Leadership styles across hierarchical levels in nursing departments. Nursing Research, 49, 37-43

Waldman, D.A., Ramirez, G.G., House, R. J., & Puranam, P. (2001). Does leadership matter? CEO Leadership attributes and profitability under conditions of perceived environmental uncertainty. Academy of Management Journal, 44, 134-143

Download full paperFile format: .doc, available for editing
Contact Us