• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Leadership is frequently defined as a social influence relationship between two or more persons who depend on each other to attain certain mutual goals in a group situation.

Extracts from this document...


INTRODUCTION In a firm, management and leadership are important and needed. Leadership and management are similar. Actually, leadership and the management are totally difference. The leadership would influence the firm. The leader would have difference leadership styles to lead the subordinate. The manager has different functions, attributes and skills. Different subordinate needs to have different leadership style. Finally, difference powers would have difference use on leadership influence. MANAGEMENT DEFINED Management can be defined as the process of planning organising, directing, and controlling organisational resources in the pursuit of organisational goals. LEADERSHIP DEFINED Leadership is frequently defined as a social influence relationship between two or more persons who depend on each other to attain certain mutual goals in a group situation. STYLES OF LEADERSHIP An autocratic leadership style is one where the manager sets objectives, allocates tasks, and insists on obedience. Therefore the group becomes dependent on him or her. The result of this style is the members of the group are often dissatisfied with the leader. This results in little cohesion, the need for high levels of supervision, and poor levels of motivation amongst employees. A democratic leadership style encourages participation in decision making. Democratic leadership styles can be persuasive or consultative. Persuasive - this is where a leader has already made a decision, but takes the time to persuade others that it is a good idea. Consultative - this is where a leader consults others about their views before making a decision. ...read more.


Human skills involve the ability to work well with other people both individually and in a group. Because managers deal directly with people, this skill is crucial! Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at all levels of management. Finally, conceptual skills are the skills managers must have to think and to conceptualize about abstract and complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at the top management levels. LEADERSHIP VERSUS MANAGEMENT From these definitions, it should be clear that leadership and management are related, but they are not the same. A person can be a manager, a leader, both, or neither. In the company, there are many different activities, the manager and leader would have different function in the activities. On create an agenda, the manager needs to planning and budgeting. The manager establishes detailed steps and timetables for achieving needed results. The manager needs to allocate the resources necessary to make those needed result happen. The leader needs to establish the direction. The leader develops a vision of the future, often the distant future, and strategies for producing the changes needed to achieve that vision. ...read more.


It arises from an individual's ability to give pay raises, recommend someone fro promotion or transfer, or even make favorable work assignments. Many rewards may be under a manager's control, and these are not limited to material items. Reward power can also stem from the capacity to provide organizational recognition, to include an employee in a social group, simply to give positive feedback for a job well done. Reward power serves as the basis for behavior modification programs. Coercive Power Coercive power is the capacity to punish another, or at least to create a perceived threat to do so. Managers with coercive power can threaten an employee's job security, make punitive changes in someone's work schedule, or, at the extreme, administer physical force. Coercive power uses fear as a motivator, which can be a powerful force inducing short-term action. However, it is likely to have an overall negative impact on the receiver. CONCLSUION After we recognize the leadership and management, we know the leader and manager are import to the company. There are difference function and uses in the firm. The company needs to know when they need to use leadership and management. REFERENCE Stephen P. Robbins, Mary Coulter. MANAGEMENT, Seventh Edition, Prentice Hall, 2002. JOHN W. NEWSTROM, KEITH DAVIS. Organizational Behavior-Human Behavior at Work, ELEVENTH EDITION, McGraw-Hill Irwin, 2002 Newstrom, Keith Dais. organizational behavior-human behavior at work (11th edition). McGraw Hill, 2002. MOORHEARD/GRIFFIN. ORGANIZATIONAL BEHAVIOR-MANAGING PEOPLE AND ORGANIZATIONS (FIFTH EDITION). Houghton Migglin, 1998. Pierce, Gardner & Dunham Management Organizational Behavior SOUTH-WESTERN (2002). ?? ?? ?? ?? 1 ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    Sainsbury's organizational structure.

    5 star(s)

    (A1) An evaluation of the impact of the organizational structure, culture and management style upon the performance of J Sainsbury. I think that the impact of the organizational structure has an excellent impact on Sainsbury due to the staff of Sainsbury working hard and being highly motivated in the work that

  2. Tesco's different stakeholders are:Employees

    They want Tesco to succeed. Tesco needs to do well and succeed to give the shareholders a profit; if Tesco does not reach these standards than the shareholders could sell their shares.

  1. John Smithers at Sigtek - Organizational Behavior

    with him and expressing support for common areas of interest, such as impressing corporate management and improving profitability to look good to them. After identifying common interests, Smithers could point out that they needed to keep the TQ program in place since it was a corporate initiative, but that the

  2. Managing Human Resources in Marks & Spencer.

    Below show all the different types of training: Traditional training. Training to promote learning of specific facts and content, which enable improvements in job performance, such as technical skills training. Education. The act or process of acquiring knowledge, skills and understanding, usually in school, college or university.

  1. Communications in Health & Social Care.

    These progress reports were to clearly and slowly (showing questions, few were see if a child could answer the staff's good pace). The right tone inappropriate. questions correctly about e.g. objects, of speech was used because pictures, shapes, colours etc.

  2. Observations on Management and Leadership

    Robert Heller, The Great Executive Dream, pages 7-11 I don't want to quote you the old clich´┐Ż "Management's an art, not a science," but damnit if it isn't the truth. . . . You have to adapt to personalities or you're finished.

  1. "Although all managers have to provide leadership, not all leaders provide management"

    Some leaders may have management qualities but simply choose not to use them. It may make the employees feel like their every move is being monitored if the leader tries to 'manage' them. There would be no margin of flexibility on the subordinate's side.

  2. Investigate differing learning styles of an AVCE second year student group.

    He intends to continue his studies at Wakefield College in order to achieve a BSC in computing. Although not academically brilliant he is a very conscientious and independent worker who tries exceptionally hard to succeed and consequently achieves good grades.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work