Leadership and Management    

Question A

Leadership and management are two related but have distinct roles within an organization. Leadership addresses the ability to mobilize people to work towards a certain vision, goal or plan targeting effective change (Boeske & Murray, 2022). Management, in contrast, focuses on coordinating available resources to realize certain goals and objectives by keeping things stable and ordered. Motivation to drive the process is one of the biggest advantages of leadership because it can enhance the motivation and creativity of the whole team (Chen & Kanfer, 2024): Leadership and Management.

However, a weakness is that it may be unstructured, which causes the opacity of processes. Management is most effective in working with structures that produce stability by clearly defining tasks and subtasks and assigning them to individuals or groups, leading to smooth operations. Its weakness, however, is that it tends to crop up as a source of bureaucracy, leading to minimal creativity due to too much emphasis on control.

Question B

Leadership is vital for the cohesion and success of a team, particularly in the context of the Ministry of Tourism, where collaborative efforts are needed to promote and enhance tourism initiatives. Leadership helps to guide, encourage and share a vision so that people are mindful of corporate visions (Farhan, 2024). According to Tuckman’s team development model, which comprises forming, storming, norming, performing, and adjourning, leaders direct the team members in all the abovementioned phases. In the forming stage, leaders set a favourable communication tone to create trust and commitment between the leaders and the followers (Soderberg & Romney, 2021).

During the storming phase of the development cycle, they act as the referees and keep things on course. Norming is common with reinforcing collaboration while performing, and it is associated with high efficiency and innovation. Ineffective leadership disrupts this process, leading to conflicts in the storming stage not being solved, no trust in norming, and low optimum performance, compromising the formation of a good functional team. For instance, failure in strong leadership delegation may lead to teams being in conflict, hence slowing down progress and lowering morale.

Question C

Question D

The most commonly used leadership style in our department is coaching, identified after analyzing observations of employees, feedback sessions, and leadership performance appraisals. Leaders often use task instruction along with supporting behaviours, which involves providing suggestions, especially when compelling new tourism projects.

For instance, when leaders create a marketing campaign, they set out excellent models and procedures, including the actual campaign contributors, increasing innovation and responsibility. Coaching has been found to boost skills and promote cooperation and motivation for improved team performance. Still, it may have a drawback because it can foster dependency when leaders are often relied upon.

Question E

The leadership style I rely on most is support, which I identified through self-reflection and feedback from team members. Supporting entails writing positive things, attentive listening, and making choices when dealing with capable subordinates who are overemotional (Drigas et al., 2023). Its value is that it enhances voluntary cooperation, promotes good morale, and results in creativity and job satisfaction. Nevertheless, the drawback is that certain members of the group can develop a reliance on emotional support and turn into passive workers who do not desire to be personally responsible for their work.

References

Boeske, J., & Murray, P. A. (2022). The Intellectual Domains of Sustainability Leadership in SMEs. Sustainability, 14(4), 1978. https://doi.org/10.3390/su14041978

Chen, G., & Kanfer, R. (2024). The Future of Motivation in and of Teams. Annual Review of Organizational Psychology and Organizational Behavior, 11(1), 93–112. https://doi.org/10.1146/annurev-orgpsych-111821-031621

Drigas, A., Papoutsi, C., & Skianis, C. (2023). Being an Emotionally Intelligent Leader through the Nine-Layer Model of Emotional Intelligence—The Supporting Role of New Technologies. Sustainability, 15(10), 8103. MDPI. https://www.mdpi.com/2071-1050/15/10/8103

Farhan, B. Y. (2024). Visionary leadership and innovative mindset for sustainable business development: Case studies and practical applications. Research in Globalization, 8(1), 100219. Sciencedirect. https://doi.org/10.1016/j.resglo.2024.100219

Soderberg, A. T., & Romney, A. C. (2021). Building trust: How leaders can engender feelings of trust among followers. Business Horizons, 65(2), 173–182. https://doi.org/10.1016/j.bushor.2021.02.031

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A. Explain the difference between leadership and management and discuss the strengths and weaknesses of each. (20 marks)
[Refer to AC 1.1]

B. Explain why leadership is important for your team and, using Tuckman’s model, discuss the impact of ineffective leadership on the development of a cohesive team. (20 marks)
[Refer to AC 1.2]

C. Describe the four different leadership styles used in the Situational Leadership model along with an example of when that style would be appropriate, what that style looks like and how it’s use can impact an individual’s performance. (16 marks)
[Refer to AC 2.1]

Situational
Leadership Style

An example of this
styles appropriate use

What that style looks
like in action (the
associated
behaviours)

Potential impact on an
individual and their
performance

Leadership and Management

D. Identify the most commonly used leadership style within your organisation/department and, using examples, discuss the effect this leadership style has on team performance. Be sure to state how you identified the style.
[Refer to AC 2.2 & 2.3]

E. Outline the leadership style you tend to rely on most and its potential impact (positive and negative) on the team (12 marks)
[Refer to AC 2.4]

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References:
2022. Leading our Work Team. Workbook. Civil Service College.