Process Of Motivating People

0 DEVELOPING LEADERSHI P AND MANAGEMENT 1 Table of Contents Introduction ................................ ................................ ................................ ................ 2 Section - 1 ................................ ................................ ................................ ................... 3 Leadership ................................ ................................ ................................ ................. 3 ................................ ................................ ................................ ......... 4 ................................ ................................ ......................... 4 Leadership theories ................................ ................................ ................................ 5 Management ................................ ................................ ................................ .............. 8 ................................ ................................ ................................ ..... 8 ................................ ................................ ..................... 8 Management Theories ................................ ................................ ............................ 9 Section 2 ................................ ................................ ................................ ............... 10 Key Skills ................................ ................................ ................................ .................. 11 Relationship Building ................................ ................................ ............................ 12 Ability to teach and guide ................................ ................................ ...................... 12 Strategic thinking skills ................................ ................................ ......................... 13 Conclusion ................................ ................................ ................................ ............... 17 2 Introduction This report highlights the difference between leadership and management by discussing their different roles and responsibilities. The r eport covers both management theories and leadership theories which provides a summary of the importance of leaders and managers and their impact on the organization. The r eport also has section 2 which cover s the three key skills required by the leader of the 21 st century which are relationship building, ability to teach and guide , and strategic thinking skills . The r eport ha s evaluated the implementation and evaluation how these three keys can be developed and control. 3 Section - 1 Leaders hip Leadership and management Leadership is a process of motivating people, which maximizes their efforts to realize a common goal. Management is also form leadership in the act of controlling use of resources and ensuring fluent continuity of the day to day activities (Armstrong, 2012). A leader has a role in providing the vision; For example, in a school, the leader clearly states the school's vision. It is the role of a leader also to delegate duties and empowers the juniors, model; we can take from the case study of Laura and Kelly where Laura is the leader who delegates the management responsibilities. A leader has the responsibility to influence the subordinates toward achieving the desired goal and evaluating the employee's perfor mance. For example, from the case study of Laura, a leader has the responsibility to develop confidence between employees. The leader is responsible for improving skills by giving them feedback on work and motivating them to move towards the desired skills (Azad et al., 2017). Leadership is a process of inspiring a cluster of people to attain a common goal in an efficient manner (Bennis and Thomas, 2020) . A leader focuse s on the enhancement of things and bring s people together to move towards the desired goal . effort toward creati ng their dream into a truth though putting their follower s first . Motivation to follower s is not the only thing leaders have to perform, leader have to be sympathetic and have to maintain a good relationship with its follower to attain success ( Goleman, Welch and Welch , 2012. ) . In an organization , a leader is not only accountable for managing the team but also ha s to organize the office, resolve fights , and forecasting responsibilities. 4 L eadership is the role required at every level of the organization. l eaders in top - level management have to establish the rules, policies , and plan s for the achievement of the organization 's goal. At the middle level and also at lower - level leaders have to interpret and implement the plans designed by the upper - level management of the organization. A leader is one who represent s the organization to the outside public. The l eader represent s the organization in seminars, conferences , and meetings. Leader s have to communicate the basis of the organization to the external community. A l eader is also illustrative of the branch which he is leading ( Carleton, Barling and Trivisonno, 2018 ) . For example, we can take fro m the case study of Laura and Kelly where Laura is the leader and as a leader it is the duty to delegate the managerial responsibilities to the manager Kelly and Linda. Leaders integrate the personal goals with the goals of the organization thro ugh its leadership practices. Leaders motivate employees towards the achievement of a common goal and this will only possible when the leader can influence workforces and wish to achieve the desired objectives. A leader is a supervisor and as well a person who supports and cooperates with their employees by maintaining a healthy relationship with them and this is successful by his character , intelligence , and knowledge which provide him the ability to deals with different persons. To inspire the employees towards enhancement of their productivity then - leader have to invite the suggestions and idea s from the employees and if possible, implement them which will result in enhancement of willingness and efficiency towards th e work (Live Oak Bank, 2021) . An efficient leader trains their subordinates to attain the desired goals and to enhance their productivity. The l eader is responsible for the improvement of skills by giving them feedback o n work and motivate them to move towards the desired skills while working with them. A l eader is also accountable to identify their s and weaknes se s so that they can work on the weakness of employees and it is also important to delegate the tas k and responsibilities according to the strength of employees ( Swensen , 2016) . As in the organization , there is a wide range of people with different personalities and work behaviours which lead to conflicts between one 5 employee with another at that time leader are accountable to solve the conflict by listening to both individuals and give them proper suggestion which we solve the conflict and leader will always try that conflicts were solved before there occurrence by en hancing the relationship and team spirit between employees. The main responsibility of a leader is to recogni z e the team goal and influence the subordinates toward the achievement of the desired goal and also evaluate the performance of employee whether th ey are performing according to the team plan or not and if they are lagging then support them to cover the gap between the goal (Zenger, 2015) . For instance, from the case study of Laura who is the leader has the responsibility to boost or to develop the c onfidence between employees or workforces through showing the trust and faith towards them. Leadership theories Leadership theories accept to enhanc e their leadership skills (Nawaz and Khan, 2016) . Following are some key leadership theories and also explores Some key eras in leadership theories Trait era Great Man theory (1840s) This theory assumes that people inherit some leadership traits through mentorship (Backus et al., 2010). For example, Mark Zuckerberg received significant business management and leadership tips from Steve Jobs. The same case to Bill Gate, who admitted having been mentored by Warren Buffet over the years. Mark Zuckerberg has been vocal through technology innovati on and change to avail information about Covid - 19 according to SMLDA standards. Great Man Theory - According to the great man theory of leadership , some individuals are born with the essential characteristics that make them different from others and these qualities are reasons many people follow them and get influence through their power and authority. This theory proposes that the skill to lead is intrinsic that effective leaders are born, not made. The words ere acquired at the period when leadership was restrained for men, mainly in military control (Lee, 2018) . 6 Instances were frequently drawn from prevalent historical statistics such as Julius Caesar, Mahatma Gandhi, Abraham Lincoln etc. Behavioural era: behavioural theory (1940s 1950s) Era 1 Great man theory states that a leader is born with the character that stands out from others (Toh & Ruot, 2019). Nelson Mandela of South Africa also had exemplary childhood proving the effectiveness of the grand man theory. The theory pr ovides people with excellent interpersonal skills with the experts, according to SMLDA. For example the current pandemic situation, presidents need a good relationship with the medics and scientists on virus control. This is something the current US presid ent, Joe Biden, who was also a leader since childhood. Behavioral Theory In Behavioral theory, the emphasis is on the definite performances and activities of the leader rather than their personalities or attribute. The behavioral theory proposes that eff icient leadership is the consequence of various erudite skills. This leadership style lets leaders to be flexible and familiarise based on their situations. The behavioral theory has many pros such as leaders can examine and then implement the act to de velop the kind of leader they wish to be. This leadership style also recommends that anybody is proficient in becoming a leader. While having many advantages it also has some disadvantages like, this leadership style allows suppleness but does not directly propose how to respond in certain conditions. Whatsoever actions you select, the behavioral leadership theory supports efficient leader ( Nason, Bacq and Gras, 2018 ) . This became a widespread method inside management training possibly the best recognised Managerial Grid. Situational era: contingent and situational theories (1960s) It highlights that the environment influences the beliefs and thinking of a per son towards becoming a leader. Despite being environmentally controlled, innovation and change, 7 according to SMLDA, is necessary to get through situations as they arise (Mandal et al., 2020). For example, Kim Jong - un of North Korea leadership skills greatl y influences his father who held the same position. This also a trait present in the WHO director - general Dr. Tedros Adhanom whose vast training and long service in the health sector, especially in infectious diseases, have significantly controlled the spr ead of the covid - 19 through resource mobilization and staffing. Contingency Theory - The Contingency Theory highlights diverse variables in a precise situation that recogni z e the style of leadership finest suitable for the said circumstances. It is based on the belief that a particular leadership style is not appropriate to all circumstances. The best type of leadership style is the one that have perfect stability among , want , and situation . In s imple words , the contingency theory proposes t hat effective leadership is a mixture of various important variables ( Fiedler , 2015) . Situational Theory Situational theory is almost alike to the contingency theory as it is also suggested that no particular leadership style succeeds others . As theory name itself represents that leadership hinge on the condition at present. As stated by United State lecturer Paul Hersey and leadership guru Ken Blanchard, this theory is a mix of two main components , which are leadership style and the supporte The correct style of leadership is mainly related to the maturity level of the team member (Meier, 2016) . They classified maturity into 4 dissimilar marks: M1 - Team members have absence of the information , skills, and readiness to co mplete the duty . M2 Team member s are eager and passionate , but lack the essential ability . M3 Team members have the skills and competence to accomplish the duty, but are reluctant to take accountability . M4 Team members have all the ability and skills and are also inspired to accomplish the projects. 8 Management Management can be explained as th e method of managing and supervising the activities of the enterprises, regardless of their nature, kind , assem bly , and scope . Management acts as a leader to a cluster of people employed in the enterprises and organizing their exertions , in relation to the accomplishment of the desired objective ( Pierce and Aguinis, 2013 ) . A manager is an individual who is accountable for a portion The m anager can be responsible for the specific department and the employees who work in it. Also, in some cases manager may be responsible for the whole organi z ation . Manager s have the authority to hire, terminate, maintain discipline, proper performance appraisals and maintain attendance records (Reh, 2020) . Manager find and gather all the potential information require d for the organization and also find out the legal limitations on new - fangled product technology. The m anager assembly . They plan the activities and guid e along with the motivatio n to employees to attain the organizational goal. They also look for new opportunities to expand the organization efficiently through the development of the new product or through adopting the latest technology. Managers also manage unpredicted events by t aking appropriate actions. An effective manager will be an expert in the basic functions of management which are Planning, organizing, staffing, leading and controlling (Maniksaly, 2021) . Manager is not only accountable for employees but also have respons ibility of customer satisfaction through maintaining quality service by applying value and customer service values , examining and resolution of quality and customer service issues, and signifying enhancements . All managers are compulsorily taking some deci sions, but managers at dissimilar levels or departments make dissimilar types of decisions and strategies (Your Article Library, 2021) . The main responsibility of a manager is to manage the everyday operational function of a department or cluster of workers. Another major responsibility of manager is hire potential employees while having their interview and provide training to the new employees. - life manager, have to prepare together the 9 short - and lo ng - term goals of an organization. Efficient manager has sureness in their subordinates and delegate responsibilities according to the department requirement (Satyendra, 2016) . Manager implement business rule and strategies to prepare an environment which lets employees grasp one another responsible for their activities . Also, if new technology developed in the market related to the organizations work and which has been introduced to organization, companies go to managers to train employees with the latest technology to enhance their productivity and efficiency . To promote the satisfactory work, manager have to control the performance of employees through having the evaluation between various time gaps and according to their performance review them (Towers, 2018) . Management Theories Scientific Management (Early 1900s) Scientific theory (Frederick W. Taylor) Scientific theory detained great worth as its emphasis on making work more effective and efficient . Inappropriately, the theory had some important cons also. In this theory Taylor has provided four principles first one is l ook ing wo rkforces developed their own conducts to do the work. Secondly, hiring the right person for the right place and providing training to enhance their productivity and efficiency. Thirdly, keep an eye on employee performance, and deliver training and instruct ion when ever it is needed. At last, Division of effort between management and labour so that organi z ation can plan and train, and workforces can implement the job proficiently. The key pros of this theory are it enhanced production, provides the ability to control, also diminish inaccuracy and also decrease s autocracy. While having a positive side it also has some cons such as it requires a lot of capital, planning sometimes reduces productivity and demotivating approach as sometimes employee may feel under estimated (Reddy, 2016) . Human Relations Era (1930s - 1950) Human relations theory ( Elton Mayo ) - Mayo thought that workforces are not just worried with money but might be well inspired by having their social desires encountered while at work (Taylor ignored has ignored this fact ). This theory emphasis 10 on manager focusing further toward attention in the workforces, treating them as individuals who have valuable thoughts and understanding that workforces enjoy co - operating together. Mayo determined that workfo rces are effectively motivated through having effective communication among manager s and workforces, better manager participation in jobs and responsibilities, also working in clusters and teams. theory utmost thoroughly places in with a paternalistic style of management ( Bruce and Nyland, 2011 ) . Systems theory (Ludwig von Bertalanffy) - The systems theory of management trusts that every workplace is a system, mainly like an alive creature, with plentiful things going on to retain the process progressing along. A workplace isn't just its CEO, manager, and important structures to live. A workpla ce needs further than just a CEO and manager to continue. There is some fact to this theory, as workplaces can advantage from having different departments on the same folio. If a workplace sales team is stressed, it can distress the entire process. On the other side , a sales team struggling doesn't essentially disturb the accounting section ( Hammond, 2019 ) . Human Relations Era (1930s - 1950s) X&Y theory ( Douglas McGregor ) - The X and Y theory of management undertakes there are 2 dissimilar kinds of workforces. Theory X workforces absence determination and energy and necessity to be well - ordered everywhere by superiors to do anything. Theory Y workforces, on the other hand, love effort and struggle for self - fulfilment. Both opinio ns of workers are a bit exciting, as maximum workforces fall somewhere among X and Y. Workforces do not need to be ordered to do each job, but for most of the workforces there is the need of rules and instructions also. Many workforces also love to do thei r job, but it doesn't constantly come certainly and it needs some inspiration at several times. There should be a central ground for applying this theory ( Aithal, and Kumar, 2016 ) . Section 2 LMD intervention strategy evaluation measure This review of th e leadership style used in an organization with intentions to determine its effectiveness (Cooper & Kleinschmidt, 2011). The approach used in leadership should be 11 regularly evaluated to meet the critical measures for successful management, which are the fo llowing. 1. Business needs are reflected in leadership results 2. Analysis of the expected outcome before embarking on a program 3. Focus on behavior and personal abilities for practical training 4. Encouragement of individual accountability 5. Separation of feeling ma nagement and assessment for non - compelled productivity. 6. The flexibility of the program to accommodate issues as they arise. 7. Precise knowledge of present competitiveness and economic trends Relationship Building A personal development plan (PDP) should be an initiative encouraged by every organization (Eisele et al., 2013). Accountability strategies can be initiated to evaluate personal growth for the overall benefit to the organization. Key Skills As in section - 1 of the report , many different roles and responsibilities have been discussed which provide the importance of leaders and managers in the organization. The l eader plays an important role in the development and in continu ing going of the enterprises by develop ing the skill s of employees through various training method s and by adopting or developing new technology. Hence, the leader is the backbone of the any organization who also need some key skills to be effective and efficient. Below 12 are some skills which is required by the leader to be successful in the 21 st century ( Iordanoglou , 2018 ) . Relationship B uilding To have a positive environment at the workplace the important thing is to maintain a healthy relation between leader and subordinates. If any leader want s that their employee spent a long period of time in the organization then the leader will have to maintain a strong bond with employees that without thinking employees give full support to his leader. Leaders have to respect their subordinate s if they want the same. Those days are gone in which superiors used to be Hitler. In the 21 st century , no individual listen to a person who do es not give respect and maintain s the effective relationship. Now in the present scenario more emphasis is on leadership skills than technical skill s . To be an effective leader in the 21 st century a leader should have to treat people as people. Not as a work, duty or production. I mplementing this will require that leader will show some interest in listening to view s and ideas of employe es and if they are effective then implement them which will result in enhancement of interest and development of the productivity of employees ( Sousa, and Rocha, 2019 ) . Relationship - building skills will also assist leader s in their self - development and als o the people around them because involving with others is the best way the leaders can lead . If employees have trust and confidence over the leader th e n they will take risks, enhance their productivity , and will keep the workplace environment alive. Inspir ing others to take a chance, work along with employees even when they do not recogni z e the consequences, and show faith in their decisions and thoughts will help the leader to lead and maintain a healthy environment in an organization (Blanchard Internatio nal, 2019) . Ability to teach and guide It is the key skills that distinguish leadership from several other proficiencies. Efficiently teaching employees or subordinates how to raise in their professions supports associations scale. Often, this skill needs that leaders think less about themselves and think more about thei r team 's success and growth as a whole. If a leader is efficient in teaching and guidi ng her team about the organizational goal then the leader will be successful in self - development and also in team development. This skill plays a very vital role in 21 st century to provide frank feedback that may be others will not provide. 13 For example, an effective leader will show you your positives and negatives to teach you to work on your weaknesses and positive side to motivate you. Mentoring somebody else to learn can be an immensely worthwhile procedure. Performing this will provide leader to watch somebody else grow and progress, and maybe even move nearer to pleasing their potential. It is not an overstatement to say that many lives have been altered by somebody else providing teaching and guidance to grow . It Is also a well - known fact that effecti ve leaders are great teacher as for behind the success of any organization the employees are the one and behind the employees there is the leader who support them through providing mentoring and guidance Leaders need to teach and guide their workers to mak e them developed within new and extensive roles and errands. As in present times Employees want to feel valued and dared; they want to be reliable and given the liberty to discover and acquire within the workplace (Holten, Bollingtoft and Wilms, 2015) . Strategic thinking skills Strategic thinking skills is the ability which allow you to practice critical thinking to resolve multifaceted difficulties and strategy for the upcoming. These skills are vital to achiev ing organizational aims, overcome difficult ies, and report challenges , predominantly if they a re expected to take weeks, months, or even years to attain . This skill also plays an important key role for successful leader s of the 21 st century. Strategic thinking skills assist leader s understand the complex relationship between the enterprise and its environment. This skill will also support leader s in their primary function of planning and forecasting the objective of the organization. A leader ha s to prepare plans and develop ideas that will both de al with a dynamic environment and also consider the upcoming uncertainties. An individual that owns strategic thinking skills will be considered n excellence that makes many bosses, directors , and managers the effective leaders they are (Nickols, 2016) . Eventually , strategic thinking will lead to a strong set of goals, tactics, and new innovative ideas which are essential to survive and thrive in a competitive business environment and also in a dynamic environment . Strategic thinking needs investigat ion , logical thinking, origination , problem - solving abilities and leadership skills, and certainty . The competitive scenery can alternate rapidly for any business . The l atest trends may arise rapidly and need you to take benefit of them or fall behind. By including everyday strategic thinking into your effort and life practi c es, the Leader 14 will become more expert at forestalling, predicti ng , and take advantage of on opportunities available and also in developing new opport unities ( Norzailan, Yusof and Othman, 2016 ) . Skill Method of Implementation Evaluation Measures 1. Relationship Building At firstly leader s have to develop the ability to listen as it is the one of major thing s to build rapport with employees. To develop a listening leader, have to run conferences in a technique that confirms that everybody has a voice and feels listened to. Secondly, the leader ha s to praise employees for their work which will also result in motivating employees and building a healthy relat ionship. Also, leaders have to ask questions from subordinates to promote a culture of examination and origination between team associates. Finally, a leader can efficiently build a healthy relationship with team members by creating a trust and human bond To know the level of success of a leader in building a relationship with the leader , feedback or employee review form can be shared. Also asked employees to provide their reviews of experience by sharing on the web site or through filling up suggestion form. 15 which will support the leader infinitely. 2. Ability to teach and guide If a leader want s to effective ability to teach and guide th e n have to promote honest and open communication because if the employee is not honest and does not feel free to share her difficulties th e n how he will solve the difficulties. Also, a leader can have training classes on a monthly or quarterly basis where the leader will teach them about the new organizational goal and also about technologies. To recogni z e that leader of an or ganization is effective in teaching and guiding the employees, we can ask employees about how many training periods they have attended and held by their leader and can also m ake follow - ups from employees that they are satisf ied with their leader interaction and guidance. 3. Strategic thinking skills As in the 21 st century , strategy thinking skills are necessary for having proper growth and development of the organization. To develop strategic thinking skills leader, have to prioritize tasks according to their deadlines. Also , the leader ha s to improve h is listening skills as talking to subordinates will help the leader in teach ing new methods of thinking. Also, the leader ha s to understand the consequences of This can be evaluat ed by top - level management as they can ask the manager to define the strategy, they have designed for their team recently and also ask to evaluate a failed campaign of past to know man ager skills. Also, through noticing the team performance somewhat leaders ' strategic thinking can be evaluate d . 16 decisions which help s the leader in making a knowledgeable decision. 17 Conclusion This report has covered the major differences between a leadership and a management by providing a brief review of their role, responsibilities and theories of both. Report has discussed four leadership and management theories respectively. Above all has been discussed in section 1 of report and in section 2 report has putted a limelight on the three key skills which is required b y leader of 21 st century. 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