2/ Link between management and leadership

Analyze the close link between leadership and management.

Leadership and management all serve the same
ultimate goal, whether it is an economic
organization, a cultural organization, a territory, a
nation, long-term or short-term goals. If the plan
tasks are achieved, the new strategic guidelines will
have the opportunity to implement, the direction is
often tight, in accordance with the law, the career
will be completed, the performance will be finally
efficiency (Selart, 2011).
Thus, leadership and management are just two angles of a job, a task. Naturally, the
leader must be one step ahead, visionary, show the way and in general, cannot make
mistakes (significant); One must know how to monitor the management process with a
strategic eye and ultimately evaluate the overall results, not just of the management
process. (Daft, 2014)
In the process of implementing an important line or policy, the two leadership and
management processes often complement each other, intertwine without hindering each
other. Although waiting for the testing to accomplish the final goal, the two new
processes are almost the same, but the leadership process (defining goals, strategic tasks,
mobilizing organizations, etc.) must still be ahead one step and take more time on the
first stage, and the management process (institution, planning, organization, inspection
...) takes more time at the later stage (Daft, 2014)
In reality, however, the distinction between leadership and management is not always so
clear. For a long process, the leader goes ahead to make a decision, the manager follows,
but if the management process is divided into many specific tasks, in each job, the
manager still has to choose and make some specific decisions for management to
implement.
Why a successful business requires both effective management and leadership
through a real-life case study.
Leadership is about inspiring others to achieve a vision or shared objective and is
about who you are as a person and your ability to influence, motivate and enable
others. Management on the other hand is about executing a vision in a systematic
way and through directing people. Reliant on control, management centres on
systems and processes and revolves around the planning, allocation and
measurement of work and resources. (Samuel)
Real-life case study: The leadership and management style of Steve Jobs
Steve Jobs has been lauded as innovator,
technologist, designer, thinker and a person
who synergizes humanities and science. He
co-founded Apple Computer with Steve
Wozniak in 1976. Steve Jobs resigned in
Apple in 1985 following unsuccessful product
launches and power struggle. After such
experienced Jobs founded NEXT, a computer
manufacturer and bought PIXAR, a visual
effects company. In 1997 Apple acquired
Next and appointed Jobs as its interim CEO and permanent CEO in the year 2000.
With Jobs return Apple diversified, branched out and innovated with its products.
Leadership and Change Management: The first management lesson that we can
learn from Jobs is Focus. It is not doing a lot of products then flooding the market
with but create only few but make sure it is the best and the greatest in the market.
Simple is the ultimate sophistication. Jobs espoused simplicity which is evident in
the software of Apple compared to Microsoft. ( Anthony, 2018)
Steve Job as a manager: Over the span of Steve Jobs's career would find enormous
successful stories for his innovation and achievements for Apple. That also led Apple to
reach the top position of this market without management skills it's not possible to create
this successful line for such big organization which started from the early stage. Jobs
describes as an aggressive temperamental and demanding character that was expert
instilling fear in his stuff to accomplish the job properly. Employees of Apple believed in
his vision and accepted his outlandish acts. His impatience and crabbiness was part of the
package of perfectionism that actually brought many outstanding results for the entire
industry ( Alam, 2019)
Steve Jobs as a leader: Steve Jobs was such a leader had born to lead the world in terms
of technological innovation under Apple Inc. Considerable personal traits of Steve Jobs
include being passionate highly intuitive perfectionist charismatic persuasive and
inspiring approach that helped him and his organization to perform significantly (Toma,
2013), although few activities of Steve Jobs raise the question from the ethical angle his
intelligence determination and self-confidence to bring changes in the industry distinctly
matches with trait approach of leadership. The overall leadership style of Steve Jobs was
complicated to frame it under any particular theory. He was simultaneously confident for
his innovative power and controversial for an unethical approach to some viewpoint! But
he will be counted as one of the strongest leaders of this century for his legendary
creations ( Daft, 2016). Moreover, his calculated risk of long term vision and
collaboration respect his efficiency of managerial skills. His did indeed warmed
consumers emotion effectively and will be honored as an individual personality with a
significant combination of leadership and managerial skills.

III. Management functions and leadership roles.

Identify and explain the main managerial functions and leadership roles in general
There are five functions of management
Management in some form or another is an integral part of living and is essential
wherever human efforts are to be undertaken to achieve desired objectives. Management
is a set of principles relating to the functions of planning, organizing, directing, and
controlling, and the applications of these principles in harnessing physical, financial,
human and informational resources efficiently and effectively to achieve organizational
goals.

Planning
Planning is future-oriented and determines an organization’s direction. It is a rational and
systematic way of making decisions today that will affect the future of the company. It is
a kind of organized foresight as well as corrective hindsight. It involves predicting the
future as well as attempting to control the events. It involves the ability to foresee the
effects of current actions in the long run in the future. (Peter)
An effective planning program incorporates the effect of both external as well as internal
factors. The external factors are shortages of resource, both capital and material, general
economic trend as far as interest rates and inflation are concerned, dynamic technological
advancements, increased governmental regulation regarding community interests,
unstable international political environments, etc.
The internal factors that affect planning are limited growth opportunities due to saturation
requiring diversification, changing patterns of the workforce, more complex
organizational structures, decentralization, etc (Sonia, 2019)

Organizing
Organizing requires a formal structure of authority and the direction and flow of such
authority through which work subdivisions are defined, arranged and coordinated so that
each part relates to the other part in a united and coherent manner so as to attain the
prescribed objectives.
The function of organizing involves the determination of activities that need to be done in
order to reach the company goals, assigning these activities to the proper personnel, and
delegating the necessary authority to carry out these activities in a coordinated and
cohesive manner. It follows, therefore, that the function of organizing is concerned with:
o Identifying the tasks that must be performed and grouping them whenever
necessary
o Assigning these tasks to the personnel while defining their authority and
responsibility.
o Establishing a relationship between authority and responsibility

Staffing
Staffing is the function of hiring and retaining a suitable work-force for the enterprise
both at managerial as well as non-managerial levels. It involves the process of recruiting,
training, developing, compensating and evaluating employees and maintaining this
workforce with proper incentives and motivations. Since the human element is the most
vital factor in the process of management, it is important to recruit the right personnel.
This function is even more critical as individuals vary in their intelligence, understanding,
abilities, experience, physical condition, age, and attitudes, and this makes the function
more difficult. Therefore, management must understand, in addition to the technical and
operational competence, the sociological and psychological structure of the workforce.
(Sonia)

Directing
The directing function is concerned with leadership, communication, motivation, and
supervision so that the employees perform their activities in the most efficient manner
possible, in order to achieve the desired goals.
o The leadership element involves issuing of instructions and guiding the
subordinates about procedures and methods.
o In order to pass the data on to the subordinates and the feedback obtained from th
em, the communication must be open both ways.
o Motivation is very important since highly motivated people show excellent
performance with less direction from superiors.

Controlling
The function of control consists of those activities that are undertaken to ensure that the
events do not deviate from the pre-arranged plans. The activities consist of establishing
standards for work performance, measuring performance and comparing it to these set
standards and taking corrective actions as and when needed, to correct any deviations.
The controlling function invole: Establishment of standard performance, measurement of
actual performance, measuring actual performance with the predetermined standard and
finding out the deviations.
All these five functions of management are closely interrelated. However, these functions
are highly indistinguishable and virtually unrecognizable on the job. It is necessary,
though, to put each function separately into focus and deal with it.

Leadership Roles
No matter what your specific management position entails, being a leader is not an easy
job to have. You must wear many different hats and respond to the needs of many
different people — not just your own team members and employees, but your managers
and the people you are serving and for whom you are creating and delivering your
product or service (Laura)

Provide a vision: Providing a vision for the entire team is the single most important role
of the practice leader. Employees cannot be expected to participate in a common effort if
they don’t know the goals of the practice. When team members know the vision and
goals of the practice, they are more focused and understand how their individual role
helps to drive the success of the business.
Establish Effective Organizational Structure and Communication Protocols: Set up a
clearly defined organizational structure that includes an organizational chart outlining the
chain of command and protocols for effective communication. Members of the team
need to understand whom they report to when they have questions or concerns. Face-to-
face meetings are necessary to discuss important issues or convey information that is
sensitive or may result in questions. Beside that leader must set a right strategies for all
the team.
Be an Effective Role Model: Demonstrate the behavior desired by the rest of the team.
Practice leader that display outbursts of anger, make snap decisions with no regard to the
potential outcome for the staff, demonstrate uncaring attitudes, show favoritism for some
employees, procrastinate on important decisions, tolerate lack of accountability or fail to
listen to their employees will not be as respected by the team and likely will not be as
successful in achieving their business goals.
Inspire and Motivate: The definition of leadership is to “inspire, influence and guide
others to participate in a common effort.” Good leaders don’t just hand out directives
with no explanation. Instead, they use effective communication and motivation
techniques to facilitate action by their teams.

A real-life famous business person to discuss how he/she carries the managerial
functions and leadership roles in practice.
The functions of managers and the role of leaders make the
organization work in the desired direction towards the fulfillment of
the objectives of the organization. There are various functions of
management as well as different traits and styles of leadership,
which help, in the proper functioning of the functions of
management. The highlight of Apple and Steve Jobs' management
principles is to build a strong corporate culture where everyone gives each other absolute
respect regardless of rank differences in the company. Thanks to our outstanding vision,
management style and above all people management - the ability to attract and retain the
talent of the leader that's typical here is Steve Jobs. Achieving such achievements
requires managers to have a sound business strategy vision. So did Steve Jobs, who
himself had remarkable vision to operate Apple in the best trajectory to succeed.
Steve Jobs is famous for being a dictatorial leader. However, when looking at the success
that he brings to Apple, it will not be too exaggerated to say that he is a dictatorial leader
with his decisions. (Smith, 2015)
Strict management of employees: In personnel management, the encouragement of
managers’ employees with positive and constructive measures is extremely important so
that they can best promote their capacity and contributes to the maximum. Organizational
development. But the opposite of Steve Jobs, he did not follow any traditional human
resource management rules (Maddox, 2015). Steve Jobs classifies employees as either
"bright" or "ignorant" and their jobs are "best" or "completely thrown away". In his
biography of Steve Jobs, author Walter Isaacson said: Jobs himself is a very delicate
person; he seems to be able to read each person's thoughts and grasp their weaknesses.
This helps Jobs quickly identify who is in line with his strategy, which is needed for his
own projects. Instead of calling for employees to contribute ideas, Steve Jobs has an
absolute belief in him. To him all mistakes are worth punishing. Jobs did not hesitate to
use the intolerable, uncompromising method of employee mistakes; he could even fire an
employee in the elevator if the employee committed a serious mistake. (Kim, 2017)
Unique Strategy: The story of cooperation between the big boys today seems not new
anymore but still not completely popular. The cooperation of two water technology rivals
(Coca-Cola and Pepsi) really makes people come to a completely different view of the
fierce market. But since 1997, Apple has been doing such utopia with a big company that
the global tech world must be wary of - Bill Gates' Microsoft. In terms of competition,
they are rivals. But when it comes to growth, Steve Jobs takes them back to being
partners. (Kim, 2017)
Creativity is the connection between everything: It is a great combination between
IPod and ITunes, Ipad and Iphone, app store ... Creativity is the key point for Apple to
conquer the market. Therefore, when recruiting personnel, Steve Jobs also pays special
attention to this factor in employees. Not only are decent graduates like the Ivy League
eligible to work at the company, but anyone who can make Apple great can be a partner
with Jobs. (Anna)

Assess the chosen business person’s performance of managerial functions and

leadership roles in terms of their success and shortcomings.

Success of Steve Jobs: 2007 was a milestone in the life of Steve Jobs. The first iPhone
was released. This super product has created a fever in the phone market. And now, the
iPhone itself has made a step forward. As well as helping Apple earns a profit that no
other smartphone has ever surpassed. Jobs have taken the Apple product line to ever-
higher levels. Jobs were the perfect leader for Apple as the company struggled to survive
in the early 1990s and become a world giant in this century. (Anna)

Shortcoming: His legendary impatience, relentless quest for perfection, domineering

presence and obsessive need to control fostered as much as fear within the Apple culture.
Steve Jobs is also often described as smug, willful, brazen, demeaning, volatile and
manipulative. He was not a model boss or human being, tidily packaged for emulation.
The environment under Jobs was not good. There are multiple accounts of his temper
flaring and causing him to fire random employees for minor reasons, terminate important
business relationships, and cause executives to resign after altercations that include
personal attacks. (Nick, 2016)