TASK 1 AND 2
Investigate the difference between leader and manager and their roles in the
organisation
Leaders are innovators of the business and they are creative and take risks, they determine
things that are carried out by the manager and they inspire, energise, influence the
stakeholders and envision, determine best paths towards achieving the goals.
Managers manage physical human and finance resources, they plan, organise, coordinate,
control, monitor and delegate.
There are 6 types of leadership style:
Autocratic: This means that the leader takes decisions on his own and passes the
information to the subordinates to carry out the business process towards achieving the
goal
Democratic: The decision-making process involves both the leader, and the team members
and ideas are shared before deciding
Laissez faire: The leader gives the decision-making power to the team members and
provides hem liberty to use their own ideas to make decisions
Transformational leader: The leader will focus on developing the individuals to fulfil the
vision of the business. The overall aim to transform the business by investing in its
employees. The leaders value their employees and reward them upon their performance
Transactional: The leader will carryout the business process by supervising his own
behaviour to suit the team members ability and skills and organisational situation. This
theory suggests that different leadership behaviours are called upon:
1. Participative
2. Goal and achievement oriented
3. Directive
4. Supportive
Charismatic: The charismatic leader is one who pushes boundaries and engages and
motivates the stuff through their personal attitude and approach to business
Paternalistic: This type of leadership and management style appears as a large family where
leaders act as a dominant paternal/maternal figure and employees are treated as part of
this family and are expected to show loyalty and trust in return. The employees will not be
punished by this leader when they are not delivering as expected, in spite, they will be
forgiven.
, Chose and organisation and analyse the roles of leader and manager in the
organisation towards achieving the objectives
Apple
Those in management position must develop a leadership style. The selection of styles is
contingent on the leader’s personal traits. Ultimately, the leader has to select a style that will
be most effective for the situation at hand.
The general leadership style includes autocratic, democratic, participative, and laissez faire.
Autocratic leaders tend to tells subordinates what to do and expect them to do it. The
subordinates of an autocratic leader are not involved in decision making and have little if any
autonomy. Democratic leaders seek input from subordinates and do what the majority of
subordinates want. Some argue that a democratic leader is more of a facilitator than a
leader. Participative leaders tend to involve subordinates in leadership activities and decision
making, but ultimately they retain final authority. A laissez-faire leader takes a hands-off
approach to leadership, allowing subordinates to make decisions. The mantra of a laissez-
faire leader is “Hire good people and get out of their way.”
Autocratic leadership is an extreme form of transactional leadership, where leaders have
absolute power over their workers or team. Staff and team members have little opportunity to
make suggestions, even if these would be in the team’s or the organization’s best interest.
Most people tend to resent being treated like this. Therefore, autocratic leadership usually
leads to high levels of absenteeism and staff turnover. For some routine and unskilled jobs,
the style can remain effective because the advantages of control may outweigh the
disadvantages.
Aurocratic leadership is a more traditional and classical approach to management relying
upon threats and punishment to influence its employees. This style is often called the “hard”
approach to leadership. This method, according to UT (2001) is effective for many reasons;
– When there is limited time to make a decision.
-When there are new and untrained employees who do not know how to perform certain
tasks.
-When effective supervision can be provided only by orders and instruction.
-When employees do not respond to other leadership styles.
– When work must be integrated with other departments.
Mintzberg (1979) described situations in which an autocratic style was most applicable.
Entrepreneurial organisations are normally smaller businesses which develop from the ideas
and entrepreneurial spirit of one person. This person is responsible for their organisation and
makes all the decisions – the characteristics of an autocrat. The nature of these smaller
organisations and the relative lack of formalisation mean that autocratic leadership is
commonplace in this particular part of industry.
Investigate the difference between leader and manager and their roles in the
organisation
Leaders are innovators of the business and they are creative and take risks, they determine
things that are carried out by the manager and they inspire, energise, influence the
stakeholders and envision, determine best paths towards achieving the goals.
Managers manage physical human and finance resources, they plan, organise, coordinate,
control, monitor and delegate.
There are 6 types of leadership style:
Autocratic: This means that the leader takes decisions on his own and passes the
information to the subordinates to carry out the business process towards achieving the
goal
Democratic: The decision-making process involves both the leader, and the team members
and ideas are shared before deciding
Laissez faire: The leader gives the decision-making power to the team members and
provides hem liberty to use their own ideas to make decisions
Transformational leader: The leader will focus on developing the individuals to fulfil the
vision of the business. The overall aim to transform the business by investing in its
employees. The leaders value their employees and reward them upon their performance
Transactional: The leader will carryout the business process by supervising his own
behaviour to suit the team members ability and skills and organisational situation. This
theory suggests that different leadership behaviours are called upon:
1. Participative
2. Goal and achievement oriented
3. Directive
4. Supportive
Charismatic: The charismatic leader is one who pushes boundaries and engages and
motivates the stuff through their personal attitude and approach to business
Paternalistic: This type of leadership and management style appears as a large family where
leaders act as a dominant paternal/maternal figure and employees are treated as part of
this family and are expected to show loyalty and trust in return. The employees will not be
punished by this leader when they are not delivering as expected, in spite, they will be
forgiven.
, Chose and organisation and analyse the roles of leader and manager in the
organisation towards achieving the objectives
Apple
Those in management position must develop a leadership style. The selection of styles is
contingent on the leader’s personal traits. Ultimately, the leader has to select a style that will
be most effective for the situation at hand.
The general leadership style includes autocratic, democratic, participative, and laissez faire.
Autocratic leaders tend to tells subordinates what to do and expect them to do it. The
subordinates of an autocratic leader are not involved in decision making and have little if any
autonomy. Democratic leaders seek input from subordinates and do what the majority of
subordinates want. Some argue that a democratic leader is more of a facilitator than a
leader. Participative leaders tend to involve subordinates in leadership activities and decision
making, but ultimately they retain final authority. A laissez-faire leader takes a hands-off
approach to leadership, allowing subordinates to make decisions. The mantra of a laissez-
faire leader is “Hire good people and get out of their way.”
Autocratic leadership is an extreme form of transactional leadership, where leaders have
absolute power over their workers or team. Staff and team members have little opportunity to
make suggestions, even if these would be in the team’s or the organization’s best interest.
Most people tend to resent being treated like this. Therefore, autocratic leadership usually
leads to high levels of absenteeism and staff turnover. For some routine and unskilled jobs,
the style can remain effective because the advantages of control may outweigh the
disadvantages.
Aurocratic leadership is a more traditional and classical approach to management relying
upon threats and punishment to influence its employees. This style is often called the “hard”
approach to leadership. This method, according to UT (2001) is effective for many reasons;
– When there is limited time to make a decision.
-When there are new and untrained employees who do not know how to perform certain
tasks.
-When effective supervision can be provided only by orders and instruction.
-When employees do not respond to other leadership styles.
– When work must be integrated with other departments.
Mintzberg (1979) described situations in which an autocratic style was most applicable.
Entrepreneurial organisations are normally smaller businesses which develop from the ideas
and entrepreneurial spirit of one person. This person is responsible for their organisation and
makes all the decisions – the characteristics of an autocrat. The nature of these smaller
organisations and the relative lack of formalisation mean that autocratic leadership is
commonplace in this particular part of industry.
