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Summary Management and Leadership
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Management and Leadership
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UNIT 71 Management and Leadership1.1 Research and discuss theories of management and leadership. There is much research in
management and leadership and most take into account the developmental, emotional and
behavioural aspects of leadership and the effects on the environment and the team
structure. According to the ‘Great Man Theory’ (http://www.leadership-central.com/great-
man-theory.html#axzz52GSDwG9j) great leaders are born not made. This theory suggests
that leadership traits are innate and that great leaders are simply born with these traits and
destined to become great leaders and that these traits are passed down from generation to
generation in a scientific approach. This theory was popularised by a famous historian
Thomas Carlyle saying that effective leaders were a ‘package of Godly motivation and the
right personality’, although Herbert Spencer (1820-1903) opposed this theory saying that
great leaders were defined by society and their environment. The behaviourist Theory
(http://www.leadership-central.com/behavioral-theories.html#axzz52GSDwG9j) defines that
great leaders can be ‘made’ with the right set of circumstances. It states that anyone with
the right conditioning could become great leaders and argues that great leaders are made
and not born. A favourite of mine is the ‘Action-Centred Leadership’ model by John Adair (
https://www.businessballs.com/leading-people/john-adairs-action-centred-leadership-80)
which centred on three main elements which are Achieving the Task, Managing the Team
and Managing individuals and is characterised using three over-lapping circles in
commanding all three areas to achieve great leadership. There are many other theories such
as contingency theory, transactional theory and transformation theory and each with their
own perspectives. I think it is fair to say that it could be one, all or a combination of these
leadership styles although I do believe that the Great Man theory and the Behavioural
theory co-exist and determine the ‘right conditions and personalities’ for a great leader.
1.2 Select at least three theories you have researched. Give examples and analyse how you
apply them to three different situations in your own practice. The application of models
can be used in different situations and can be effective in determining the outcome. When in
a training scenario, I would adopt the Great Man theory approach as I believe it is the most
productive approach. I developed a training program called Motivational Support Program
which breaks down the effects of morale and motivation within a care setting. In this
program I aim to motivate and create and understanding on how the development of
morale and motivation affects the people around you and yourself. I use many motivational
quotes and define them to achieving goals such as ‘fall down seven times, get up eight’, and
this falls in line with the Great Man theory as it shows how many great leaders have
achieved many things against the odds. When in a conflict situation, I would adopt the
Action-Centred approach. This would take in the three elements in a constructive and
productive way such as ‘achieving the task’ when you need to resolve the conflict. Recently
we had two staff members who had become really good friends but had become
complacent within their role. Although addressed in supervisions this did not resolve the
situation and other staff members were commenting on their complacency which caused
some conflict. The solution was to change the teams around. This had to be done carefully
and with strategic skill mixing. Looking at this situation, it is easy to see where the three
elements of the model come in to play as the task, individuals and the team needed to be
, managed effectively in order to attain the resolve. The Behaviourist approach I used recently
too as we have two staff members who have been offered interim team leader positions and
both are feeling anxious about whether to accept. I have recently discussed this with them
both individually and it seems that they are lacking confidence and some experience and are
worried about the impact this will have on themselves and others. We discussed extra
training in preparing for the role and this would fall in line with the behavioural approach as
we would be providing the right circumstances and conditioning to achieve the level of
experience and understanding required for the role which in effect would increase their
confidence.
1.3 Briefly analyse how culture (our way of life) influences the application of leadership and
management models or theories. Over the years I have seen many changes in culture and
how these changes have influenced the application of leadership and management theories.
When I first began my career for instance, there was much training, although this was very
generic and scripted which was difficult to apply and recall when I actually began my role
working with autistic adults. I felt very ill-prepared at the time and not quite well-led. This
has changed dramatically as there is not only more training but also more support from
leaders and managers. The organisational values have changes as well as the leadership
styles. Influencing factors are the changes in legislation to protect and support individuals
and employees as well as CQC guidelines and support. There are many key factors that can
influence leadership and management such as morale, personal values, feeling supported
and respected, rota changes, flexibility, training etc. Recently we have received a rota
change which is coming in to effect soon and we have much conflict as it interferes with
individual’s personal commitments and we have already lost two members of staff because
of this. We are currently working on an alternative rota pattern which is in progress and we
use our models to address this conflict and hope for a resolve soon. One of the most
important influences I think is morale and managing the morale of the team.
2.1 Evaluate how leadership depends on management and vice versa. This is called
interdependency. Leadership and management are themselves a co-dependency as they go
hand in hand in order to be effective and productive. A manager without leadership or a leader
without management can work but not effectively. They both depend on each other and need to co-
exist with each other in order to be effective and achieve positive outcomes. Interdependency is not
always a good thing as we can become too dependent on our co-dependents which can hinder our
progress and we may become static in our approach. An example of this is the need to people-please
or the inability to say ‘no’ (http://www.smartbrief.com/original/2014/08/are-you-addicted-co-
dependent-leadership) . Although you want to be seen as caring and want people to think you are a
nice person, you may simply be afraid that they will reject you or think of you badly and this can
influence your leadership and management values and styles. You have to be careful with
interdependency that you are not masking your own values or organisational values as this will
influence your own approach to leadership and management and can have an adverse effect.
2.2 In this section you need to define leadership and management. Leadership and management
relatively go hand in hand but they are not the same thing. Management focuses on the systems
and structure of an organisation and leadership focuses on the people within that structure so
that both are linked to each other. The Managers job is to plan, organise and coordinate and the
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