Advanced Management (B)

REPORT ON
Management and Leadership

A Report Submitted
By

Syed Akhtar-Uz-Zaman
Md. Nasir Uddin
Md. Arman Hosen

3-13-24-028
3-13-24-045
3-08-17-054

Submitted To
Manika Chakraborty
University of Dhaka
Subject Details:
EM517: Advanced Management
Section No: B
Date of Submission: 25 April 2015

Department Of Management, MBA(Evening) Program

Faculty of Business Studies
1

Advanced Management (B)

University Of Dhaka
Contents
Chapter 1...........................................................................................................................4
Introduction.......................................................................................................................4
1.1

Abstract............................................................................................................4

1.2

Introduction......................................................................................................5

1.3

A changing landscape......................................................................................6

1.3.1 The focus on relationships................................................................................6

1.3.2 The focus on context........................................................................................6
1.3.3 The focus on transformation.............................................................................7
Chapter 2...........................................................................................................................8
Self-Management..............................................................................................................8
2.1

Time management............................................................................................8

2.1.1

Basic approach to time management......................................................8

2.1.2

Analyse and improve your use of time...................................................9

2.2
2.2.1
2.3

Setting and achieving goals and objectives.....................................................9

Professional goals and objectives.........................................................10
Decision-making and problem-solving..........................................................10

2.3.1

Decision-making skills..........................................................................10

2.3.2

The Manager as decision-maker...........................................................11

2.4

Creativity and innovation..............................................................................13

2.4.1

Creativity...............................................................................................13

2.4.2

Innovation.............................................................................................14

Chapter 3.........................................................................................................................15
Leadership and teambuilding..........................................................................................15
3.1 Introduction...........................................................................................................15
3.2 Qualities of leadership...........................................................................................15
3.3 Leadership functions.............................................................................................17
Chapter 4.........................................................................................................................18
Leadership Development.................................................................................................18
4.1 Introduction...........................................................................................................18
2

Advanced Management (B)

4.2 Leader and leadership development......................................................................19

4.3 The leadership development pipeline....................................................................19
4.4 Leadership development requirements..................................................................20
4.5 Corporate universities...........................................................................................20
Chapter 5.........................................................................................................................22
Leadership vs. Management............................................................................................22
5.1 Introduction...........................................................................................................22
5.2 Managers and Leaders: Are they different?..........................................................23
5.3 Excellence and Leadership-Management..............................................................25
Conclusion.......................................................................................................................26
References.......................................................................................................................27

Advanced Management (B)

Chapter 1
Introduction
1.1 Abstract
In this introduction to a report on management and leadership, we argue
that leaders in the 21st century need to recognize that building their
organizations leadership capabilities is going to be a major differentiator
for future success. We emphasize that organizations that do not have
properly structured leadership development processes in place will be at
a disadvantage. Organizations that take leadership development seriously
outperform the competition. Furthermore, we also put forth that as the
world is changing, leadership is no longer defined by what a single leader
does (the Great Man trait theories) but by the ability to collaborate,
motivate and to manage networks. In this day and age of highly diverse
teams, matrix structures, and global organizations, the talent in network
building is key to creating collaborative teams and a boundary less
organization. We suggest that due to the changing nature of organizations
a more distributed view of leadership will be needed thus shifting the
focus from the traditional single leader to an intricate and complex web
of leaders who possess a range of abilities and experiences necessary to
ensure that the leadership function is carried out to the benefit of the
wider organization.
From what we have learned from our own experience, we argue that the
best approach to developing leaders is through various forms of selfassessment, action learning, and apprenticeship activities. Furthermore,
with the emergence of the knowledge economy, we explore the fact that
companies are now playing an increasingly active role in the continued
education of their own workforceone example being the creation of
corporate universities. In this context, we also discuss the leadership
4

Advanced Management (B)

development toolbox that is needed to make leadership development

activities a success. Some of the more commonly used tools in this
toolbox include classroom lectures, leadership exercises, an outdoor
adventure training, case analyses, simulations, and 360-degree
evaluations (which is basically a technique involving the evaluation of
leader by his/her boss, peers, subordinates and the leader
himself/herself).

1.2 Introduction
Leadership and management are often considered practically overlapping
concepts. But are they? Is there a difference between the two concepts or
leadership is a facet of management and therefore cannot be separated?
Virtually all organizations, including large corporations, academia,
leadership theorists, researchers and authors are concerned about the
difference and believe it is important.
The historian Thomas Carlyle once said, The history of the world is but
the biography of great men. While history chronicles the lives of wellknown leaders such as Alexander the Great, Genghis Khan, Peter the
Great, Napoleon Bonaparte, Winston Churchill, and Nelson Mandela,
most of us realize that our life stories are not going to be read in the
history books. Although leaders come in all shapes and forms, very few
of us are going to be, or will be, leaders with a big L. This doesnt
mean, however, that we will be strangers to smaller acts of leadership. It
might even be true to say that all of us are in the leadership business, be
it at work or in our personal lives. As the challenges of leadership are all
around us, a leader is anyone who successfully drives the
accomplishments of a group of people or even to the success of an
organization, a community or a country. In the organizational world,
effective leadership and organizational success are closely intertwined
with no organization stronger than the quality of its leadership. Naturally,
these observations beg the question of what is this leadership business all
about.
5

Advanced Management (B)

1.3 A changing landscape

The changing nature of the workforce and the dramatic rise in
organizational complexity (with many organizations shifting to matrix
management and other more organic configurations) has necessitated a
more collaborative outlook vis--vis organizational leadership (Covey,
1991; Block, 1993; Heifetz, 1994; Kets de Vries, 2006). Moreover the
greater dependency on technologies and the rise of distributed work
arrangements have placed new demands on how leaders interact with
their people. In our post-industrial society, the shortcomings of
command-and-control hierarchical structures have become ever more
apparent. Many companies, recognizing the fact that they may be
handicapped by their current organizational and leadership systems, have
started to question the way they need to manage themselves.
1.3.1 The focus on relationships
Apart from the study of the attributes that characterized Great Men,
another prevalent theme in leadership research is the distinction between
task- vs. relationship-driven leadership (McGregor, 1960; Blake and
Mouton, 1964). Obviously, one of the criteria of leadership effectiveness
is the completion of vital tasks and objectives. However, if leaders do not
spend the time to create relationships and bonds among their followers,
they will not be able to mobilize their people to successfully complete
these tasks. Thus a key challenge for leaders is to find the appropriate
balance between task and relationship management, given the specific
organizational context in which they work.
1.3.2 The focus on context
Under contingency and situational theories of leadership (Fiedler, 1967),
leadership is subject to a number of variables, including the leadership
style, qualities of the followers, and aspects of the situation. No one
leadership style is best in all situations. Instead, leadership is the ability

Advanced Management (B)

to be flexible and to adapt leadership styles according to changing

variables.
1.3.3 The focus on transformation
In considering the different approaches to leadership, we need to realize
that previously, no real distinction had been made between leading and
managing. A leader was anyone in a position of power and authority.
However, given the changing world we live in, a further distinction has
been made between two forms of leadership: transactional and
transformational (House, 1977; Zaleznik, 1977; Burns, 1978; Bass, 1985)
The transactional form of leadership can be viewed as an exchange
relationship between two parties to accomplish a set of specific tasks
through a set of requirements, conditions and rewards (or punishment).
This is the equivalent to managing the status quo of organizational life.
Transformational leadership, on the other hand, is more transcendental in
nature. It is concerned with the implementation of new ideas; providing
compelling visions of a better future and inspiring and motivating
employees to achieve higher levels of commitment. Exercising
transformational leadership implies a capacity to define oneself to others
in a way that clarifies and expands their vision of the future.
Transformational leaders are leaders who continuously reinvent
themselves; individuals who stay flexible and adaptable, and improve
those around them.

Advanced Management (B)

Chapter 2
Self-Management
2.1 Time management
Time management is about managing your time with a focus on
achievement: of doing and completing those things which you want to do
and which need doing.
Time management is goal-driven and results oriented. Success in time
management is measured by the quality of both your work and your
personal life.
2.1.1

Basic approach to time management

You need to be certain that you:

can define your business role and know what constitutes to a successful
outcome
spend time thinking and planning for yourself and others
have a clear understanding of your business purpose
know the balance you wish to achieve between your business and your
private commitments (and can identify the time demands on both)
8

Advanced Management (B)

2.1.2

Analyse and improve your use of time

What elements can you readily identify which you can immediately
change? Experience shows that improvements lie in changing the way
you handle: interruptions (in person or by the telephone); meetings;
travel; and incoming/outgoing mail. You can improve your use of time if
you ensure that:
1 your time is spent according to a clear idea of your priorities and main
responsibilities
2 you isolate the unimpor tant and r uthlessly pr une out unnecessary or
unproductive activities
3 you combine any free time (ie free from meetings or other peoples
demands) to create meaningful and usable time of your own
4 tasks are simplified where others would not be adversely affected
5 you are not doing tasks which could be performed by others.

2.2 Setting and achieving goals and objectives

In the chapter on Time management, the importance of identifying goals
and making plans was outlined in relation to managing your time, in
order to achieve the goals/objectives that you set and where the progress
toward them could then be measured.
What do the words goal and objective mean? Defining them can assist
in setting your goals/objectives.
A goal is the end towards which effort or ambition is directed. As a word
it has its origins in the point marking the end of a race or
posts between which a ball is to be driven. Goal-setting is a successful
way to approach life-planning.
An objective (a word with military associations) is an end towards which
effort is directed.
9

Advanced Management (B)

2.2.1

Professional goals and objectives

You will find it helpful at this point to re-read the sections on Identifying
long-term goals and Making medium-term plans in the section on Time
management.
In setting and achieving professional/business goals and objectives you
must:
Define the purpose (of the business and of your role)

Define your strategic aims

2.3 Decision-making and problem-solving

Decision-making, along with leadership and communication is one of the
top three attributes a successful manager needs. It is a direct result of
thinking and you need to be able to think until it hurts.
Decision-making is directed to reaching a goal/objective. It is about the
how, what, why, when (and where) of a course of action and of how to
overcome obstacles and to solve problems. Decision-making is what
turns thought into action: it implies change and requires a decision to be
made against a background of uncertainty and risk.
2.3.1

Decision-making skills

You need to be able to choose the action or course of action that is the
best for you/your organisation to meet its objective(s). An effective
decision is one that produces the goods, ie gives the desired end result.
Fear of failure must not serve to make you risk-averse, rather it should
push you harder to think until it hurts.
10

Advanced Management (B)

The effective decision has these six elements:

1 Defining the objective
2 Gathering sufficient information
3 Identifying the feasible options
4 Evaluating those options
5 Making the decision (choosing an option)
6
Testing its implementation: by feel,
assessment.

2.3.2

by measurement and by

The Manager as decision-maker

Management can be said to be deciding what to do and getting it done.

Success in business stems from good quality management decisions first
of all and then the effectiveness in implementation depends on the skills
of leadership, influencing, communication and motivation.
One survey (of 200 leaders of industry and commerce) ranked the ability
to take decisions as the most important attribute of top management.
The logical or rational manager will invariably follow this decisionmaking model:
Define objective

Collect
information
Sense
effects
11

Advanced Management (B)

Monitor
consequences

Develop
options

Evaluate
and decide

Implement

12

2.4 Creativity and innovation

Innovation (to bring in or introduce something new a new idea, method
or device) draws together new ideas and their implementation, whereas
creativity is the having of new ideas which, in an organisation, are
generated or spotted by individuals or teams.
It is important to:
understand creativity and creative processes
eliminate impediments to creativity
widen the field of view
build on ideas not merely criticise them
tolerate doubts and uncertainties
adopt a creative attitude in listening, observing and reading
be confident in your own creative skills
make time to think
2.4.1

Creativity

These obstacles can be seen in this identi-kit profile of the non- creative
person; someone who is:

not able to think positively about problems (and does not see them
as opportunities)
too busy or stressed to think objectively or at all
very self-critical
timid in putting forward a new idea (fearing ridicule)
viewed as a conformist by friends/colleagues
prone to apply logic as a first and last resort
sceptical that many people are capable of being creative
unable to think laterally
uninspired even when confronted with a new idea.

2.4.2

Innovation

It is worth identifying some of the key players who, if they were all
present within an organisation would surely make it unbeatable.
Creative thinker: produces new and original ideas
Innovator:
brings new products/services to the market or changes
existing ones
Inventor:
produces new and commercial ideas
Entrepreneur: conceives or receives ideas and translates them into
business reality to exploit a market opportunity
Intrapreneur: responsible for innovation within an organisation
Champion:

Determination and commitment to implement an idea

Chapter 3
Leadership and teambuilding
3.1 Introduction
For a quick review, the definition of leadership is a process whereby an
individual influences a group of individuals to achieve a common goal.
Breaking this down even more, while there are a variety of leadership
definitions out there, there are specific components that are central to the
majority of these definitions. Leadership:
Is a process
Involves influence
Occurs in a group context (you need to have at least one constituent)
Involves goal attainment
No matter how you operationalize leadership, these components play
some small role in the definition or theory utilized.

3.2 Qualities of leadership

A leader is the kind of person (with leadership qualities) who has the
appropriate knowledge and skill to lead a group to achieve its ends
willingly. This section looks at the qualities and functions of leadership.
Personality and character cannot be left out of leadership.There are
certain generic leadership traits and seven important ones are:
Empathy: Creating a legitimate rapport with your staff makes it less
likely that personal issues and resentment can creep in and derail the
group. When your team knows that you are empathetic to their concerns,
they will be more likely to work with you and share in your vision, rather
than foster negative feelings.

Consistency: Being a consistent leader will gain you respect and

credibility, which is essential to getting buy-in from the group. By setting
an example of fairness and credibility, the team will want to act the same
way.
Honesty: Another characteristic of leadership that lends itself to
credibility. Those who are honest, especially about concerns, make it far
more likely that obstacles will be addressed rather than avoided. Honesty
also allows for better assessment and growth.
Direction: Having the vision to break out of the norm and aim for great
things --then the wherewithal to set the steps necessary to get there-- is
an essential characteristic of good leadership. By seeing what can be and
managing the goals on how to get there, a good leader can create
impressive change.
Communication: Effective communication helps keep he team working
on the right projects with the right attitude. If you communicate
effectively about expectations, issues and advice, your staff will be more
likely to react and meet your goals.
Flexibility: Not every problem demands the same solution. By being
flexible to new ideas and open-minded enough to consider them, you
increase the likelihood that you will find the best possible answer. You
will set a good example for your team and reward good ideas.
Conviction: A strong vision and the willingness to see it through is one
of the most important characterizes of leadership. The leader who
believes in the mission and works toward it will be an inspiration and a
resource to their followers.

3.3 Leadership functions

These leadership functions need to be handled with excellence and this is
achieved by performing those functions with increasing skill.
Before examining the skills of leadership, it is worth seeing where certain
qualities of leadership can be viewed as having functional value. These
can be examined as leadership characteristics.
Leader s need to exhibit the following attr ibutes / qualities /
characteristics in exercising the functions:
1 Group influence: to generate a group willingness to achieve a desired
goal/objective
2 Command: to decide upon a course of action as quickly as the situation
demands and to carry it through with a firmness and strength of purpose
3 Coolness: to remain cool or unperturbed under testing or trying
conditions
4 Judgement: ability to arrange available resources and information in a
systematic and commonsense way to produce effective results
5 Application/responsibility: to demonstrate sustained effort
combined with a degree of dependability in order to complete a task or
achieve an objective.

Chapter 4
Leadership Development

4.1 Introduction
In this context, leaders in the 21st century recognize that building
their organizations leadership potential is going to be a major
differentiator for future success. For them, the development of a
leadership pipeline in their organization will be a top priority. These
leaders know that they must venture into new waters for concepts,
processes and practices to enable their people to develop the qualities
necessary for success today and in the future.

But what makes for a good leader? We cant simply say, If you have a
combination of such and such qualities, you will be a great leader. This
is because leadership always needs to be seen in context. Due to the
different and changing parameters of leadership (i.e. national and
corporate culture, industry, level of education, organizational life cycle),
leaders have to possess a wide range of competences and approaches to
be able to execute their role successfully (Kets de Vries, 2007). Contrary
to the Great Man cookie-cutter recipe of leadership, present-day
leaders recognize that in order to be effective, they need to be able to
adapt their style to suit the different situations they will face. Moreover,
leaders do not operate in isolation. Just as there is no baby without a
mother, there is no leadership without followers. Hence, the leadership
paradox is such that although leaders need to be strong, their strength
comes not from commanding their people but from the ability to inspire
them to follow.

4.2 Leader and leadership development

At this point it may be useful to comment on the recently accentuated
difference between leader development and leadership development
(Day, 2000). Leader development focuses on the development of the
individual, or human capital; the emphasis is on cultivating desired
attributes in a leader in terms of behaving, thinking or feeling.
Leadership development, on the other hand, concerns the development of
social capital; it focuses on the development of leadership as a process of
influence. This process encompasses interpersonal relationships,
affective experiences, social influence processes, and team dynamics
between the leader and his/her team, the contextual factors surrounding
the team such as the perception of the organizational climate, and the
social network linkages between the team and other groups in the
organization.

4.3 The leadership development pipeline

As the name of the leadership development game has changed over
the years, todays businesses compete on the strength of their intellectual
rather than financial capital. While many companies used to view
leadership development as a once-in-a-while activity like training
programs or workshops, this attitude is changing. Leadership
development has become a more continuous, holistic process that is at
the heart of everything that leaders do. Great companies realize that
developing more leaders is one of the top priorities in the business today.
Among individuals and teams in vanguard organizations there is a sense
of urgency to get things done. Their leaders are preoccupied by change,
and they want every employee in the organization have the same
outlook. They also create the excitement needed to remain committed
to change. In addition, change management processes are linked with
quantifiable business results; the critical success and failure factors in
change efforts are continually assessed; vision is created and
communicated to give clear mandates to the people in the organization.

4.4 Leadership development requirements

Of prime concern to senior management in such organizations is the
question of what can be done to help leaders at different levels of the
organization grow and become more competent. What pathways can be
created towards mature leadership? What needs to be done to select the
best and the brightest and monitor their success over time? Furthermore,
senior executives are also preoccupied with the question of where they
are headed in the future and what specific challenges are coming to the
fore. And, always top of mind is the question of whether they have a
program of assignments to groom talent by providing the required set of
knowledge, skills, and experience for the future.
Great organizations try to groom leaders who can think strategically but
also possess the collaborative skills to tap into the entire organization's
talent and energy. They seek out leaders who can move and respond
quickly in the face of ambiguity; who are capable of dealing with
immediate problems and opportunities, and who can, at the same time,
deal with continuous and discontinuous change.

4.5 Corporate universities

Adults today can expect to change roles five to seven times in their
working life, whether due to changes in technology, shifting markets or
worker preference. Traditional universities and business schools will not
be able to handle these fluctuating educational and training needs alone.
Companies will have to step up to the challenge of maintaining and
retaining their own well-trained workforce.
A corporate university can be defined as any educational entity that is
a strategic tool designed to assist its parent organization in achieving its
goals by conducting activities that foster individual and organizational
learning and knowledge. It is the strategic umbrella for developing and
educating its employees, customers, and suppliers in order to meet an
organizations business strategies.

Chapter 5
Leadership vs. Management

5.1 Introduction
The terms leadership and management are seen very
differently by diverse people. Some individuals see these terms as
synonyms and frequently use them interchangeably throughout
phrases and sentences. Others approach them as extreme
opposites; so extreme, in fact, that they would argue that you cannot be a good manager and a good leader at the same time. Still
other people reside somewhere in the middle and realize that
while there is a difference between leadership and management,
with the right knowledge an individual can successfully navigate
both from the same position.
Todays groups, organizations, and teams need both effective
leaders and effective managers to run a successful operation.
While some obvious similarities (i.e. they both involve
influencing constituents or employees; authority and power are
generally given with both positions) can be found between
leadership and management, there are also some striking
differenc- es (i.e. management is often more task-oriented;
leadership is often consid- ered more inspirational and visionary).
For the purposes of this publication, leadership and management
are defined somewhat differently; nonetheless, it is still
understood that one person can work effeciently in mastering both
fields.

5.2 Managers and Leaders: Are they different?

Managers are the people to whom this management task is
assigned, and it is generally thought that they achieve the desired
goals through the key functions of planning and budgeting,
organizing and staffing, problem solving and controlling. Leaders
on the other hand set a direction, align people, motivate and
inspire (Kotter, 2001).
Other researchers consider that a leader has soul, the passion and
the creativity while a manager has the mind, the rational and the
persistence. A leader is flexible, innovative, inspiring, courageous
and independent and at the same time a manager is consulting,
analytical, deliberate, authoritative and stabilizing (Capowski,
1994).
Process
Vision
Establishment

Management
Leadership
Plans and budgets

Sets direction

Develops processand develop the vision

steps and sets timelines
Develops

Displays
strategic
plans and
impersonal attitude aboutachieve the vision
the vision and goals

Displays very
passionate
attitude
about the vision and
goals

Human
Organizes and staffs Align organization
Development and Maintains structure
Communicates
Networking

Delegatethe vision, mission and

responsibility
direction
Delegates authority
Influences
Implements the vision creation
of

Establishes
coalitions, teams and
policy
and procedurespartnerships
that
to implement vision
understand and accept
Displays low emotion the vision

Limits employee
Displays
choices
driven, high emotion
Increases choices
Vision Execution

Controls processes
Identifies problems
Solves problems

Motivates and
inspires

Energizes
employees
to
overcome
barriers
to

Total Quality Management is a philosophy based on a set of

principles, as customer focus, continuous improvement,
everyones involvement and management by fact. TQM literature
also highlights managements commitment and leadership as
determining factor for the implementation of this management
philosophy and the basic precondition in order to succeed
Business Excellence

5.3 Excellence and Leadership-Management

In the early 80s when everyone was talking about quality and
business excellence many frameworks and performance models
derived. Leadership was a basic concept in all these frameworks
with a direct or indirect impact.
In the Australian Quality Award Leadership Criteria examine the
role of management in creating values and developing an
appropriate management system to make them a reality. Malcolm
Baldridge Award and European Foundation for Quality
Management (EFQM) Business Excellence Model have an
extend report to leadership criterion (Edgeman, Rodgers, 1999).
Later on some new Performance Management systems arrive
(Performance
Pyramid,
Performance Prism, a.o.) where
management involvement and leadership commitment are still a
basic aspect behind the deployment of all their requests, but
not with a clear and obvious way

Conclusion
Based on the above it is obvious that there is an underlying strong
request for leadership, even in the areas where the request is either
verbally or actually of a managerial nature. Managers of all levels
play an important role in the development of a self assessment
project through the known Business Excellence/ Performance
Evaluation Models and have a high impact on the
organizations journey to Excellence. Further research on how
organizations comprehend this strong request of leadership
involvement and commitment and how do excellent organizations
manage to sustain the competitive advantage is important to be
held out. Nevertheless, it cannot be debatable that the contribution
of leadership and management on the organizations success is
high and it is clearly shown by reviewing the wider known
Business Excellence / Performance Management/Assessment
Frameworks and Models. In order for you to engage your staff in
providing the best service to your guests, clients or partners, you
must enroll them in your vision and align their perceptions and
behaviors. You need to get them excited about where you are
taking them while making sure they know whats in it for them.
With smaller organizations, the challenge lies in making sure you
are both leading your team as well as managing your day to day
operation. Those who are able to do both, will create a competitive
advantage.

References
1. Capowski, G., (1994), Anatomy of a leader: where are the
leader of tomorrow?, Management Review, Vol. 83 Issue 3, p.1018
2. Ghalayini A.M., Noble J. S., (1996), The changing basis
of
performance
measurement, International Journal of
Operations & Production Management, Vol. 16 No. 8 1996, p. 6380.
3. Kotterman, J., (2006), Leadership vs Management: Whats the
difference?, Journal for Quality & Participation, Vol. 29 Issue 2,
p.13-17
4. Yukl, G., (1989), Managerial Leadership: a review of
theory and research, Journal of Management, Vol. 15 Issue 2,
p.251-290
5. Northouse, P. (2007). Leadership theory and practice.
Thousand Oaks, CA: Sage Publications.
6. Kotter, J. P., (2001), What leaders really do?, Harvard
Business Review, Vol. 79 Issue 11, p.85- 96
7. Tangen S., (2004), Performance measurement: from
philosophy to practice, International Journal of Productivity
and Performance Management, Vol. 53 No. 8, 2004 p. 726-737