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| |including journal articles [40%] | | |
|2 |Level of critical analysis and evaluation (40%) | | |
|3 |Clear and coherent conclusion to question (10%) | | |
| | | |Module |
| | | |weighting |
| | | |mark |
|4 | Presentation, including citation and referencing | | |
| |style (10%) | | |
|Tutor Feedback Comments, with guidance for improving future performance (continue over page, if required): …show more content…
Kotter believes that management is more to do with organisation and control in contrast to leadership which he sees as an influencing function (Kotter, J. P. 1990). Although managing and leading can be seen to be two different things a manager must possess leadership traits in order to be an effective manager. Many managers may not be natural leaders and struggle to influence people and therefore the employees will not maximise their potential as they are not being encouraged to over achieve. However, it can be argued that “a leader's behaviour may be perceived as an organizational endorsement of promotion-focused or prevention-focused concerns and that this perception will influence employee behaviour by eliciting a congruent state of regulatory focus.” (Wu, C et al, 2008). This in turn, may decrease an employee’s morale as the tasks set are not challenging enough. A leader should focus on a person not the job and help them to develop their skills to become a desirable employee in order for them to be
|2 |Level of critical analysis and evaluation (40%) | | |
|3 |Clear and coherent conclusion to question (10%) | | |
| | | |Module |
| | | |weighting |
| | | |mark |
|4 | Presentation, including citation and referencing | | |
| |style (10%) | | |
|Tutor Feedback Comments, with guidance for improving future performance (continue over page, if required): …show more content…
Kotter believes that management is more to do with organisation and control in contrast to leadership which he sees as an influencing function (Kotter, J. P. 1990). Although managing and leading can be seen to be two different things a manager must possess leadership traits in order to be an effective manager. Many managers may not be natural leaders and struggle to influence people and therefore the employees will not maximise their potential as they are not being encouraged to over achieve. However, it can be argued that “a leader's behaviour may be perceived as an organizational endorsement of promotion-focused or prevention-focused concerns and that this perception will influence employee behaviour by eliciting a congruent state of regulatory focus.” (Wu, C et al, 2008). This in turn, may decrease an employee’s morale as the tasks set are not challenging enough. A leader should focus on a person not the job and help them to develop their skills to become a desirable employee in order for them to be