Leeds Branch Leadership Style

727 Words 3 Pages
It has come to my attention that our Leeds branch is underperforming as a result of various problems they have been experiencing lately. The following memo will outline the need for new management who has solid leadership and motivational qualities and a firm comprehension of group dynamics. Management is connected to the basic leadership and management styles by which decisions will be made (Tomson, 2000) and the previous manager adopted the coercive and pace setting styles (Sharma et al., 2011) which caused these problems. The common issues within the branch include a demotivated work force, poor group dynamics and unclear job roles, leading to reduced customer spending.
Leadership and management are terms that are frequently used conversely
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Good management recognised by Kotter (2000) includes brining calmness and stability to an organisation, whilst instilling order and focus on the prevalent goals. With unclear job roles and absence of structure prompting de-motivated staff, these are unquestionably areas of expertise that need to be addressed at the Leeds branch. Yukl (2013, pg2) states that ‘influence is the essence of leadership.’ Hoye et al (2006) progresses this idea and argues that leaders use their power to influence others around them to get things done and reach their goals, through viewing the bigger picture. From this work we can distinguish there are likenesses amongst management and leadership, for instance they both include working with individuals. However, the difference is in the way that they approach this and how they work towards their goals. Watson (1983) differentiated between leaders and mangers from the way that they view and approach certain situations. He identified that leaders focus on the staff and their skills and share out the responsibility, whereas mangers are more focused on the …show more content…
From the research stating there of difference between leaders and managers, I feel that the Leeds branch needs a manger who can display leadership qualities. The reason for this is because we want them to be able to bring structure and order to the site, whilst seeing the bigger picture and motivating staff to move the site forwards. Therefore, a managerial leader would be ideal for the Leeds site as they combine the qualities of management and leadership into a single construct (Quarterman et al, 2007). It is believed by many modern theorists believe that both management and leadership are essential in effective functioning or organisations. With knowledge of Hersey and Blanchard’s (1969) situational leadership model, the new manager should ideally adopt a sharing approach to move the group dynamics from the storming to performing stage. The reason for this is because it will help to gain trust within the staff, which will in turn develop a willingness to communicate. Once the staff are willing it to communicate some order and structure should be brought to the facility to help it move forward. A case study in leadership development (Sharma

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