Use at least 3 scientific references to support your answers. Follow APA-style when referencing. Define leadership and explain the difference between being a manager and being a leader. Which boss would you rather have? Why? (The minimum number of words 100) The leadership style theories, which you have learned in the chapter 13 & 14 based on that determine which leadership styles are suitable for managers who are managing workers ( both Blue collar & White collar) in the organizations.
QUESTION
Use at least 3 scientific references to support your answers. Follow APA-style when referencing.
- Define leadership and explain the difference between being a manager and being a leader. Which boss would you rather have? Why? (The minimum number of words 100)
- The leadership style theories, which you have learned in the chapter 13 & 14 based on that determine which leadership styles are suitable for managers who are managing workers ( both Blue collar & White collar) in the organizations.(The minimum number of words 150)
- Describe directive leadership and supportive leadership, Explain their importance. (The minimum number of words 100)
- How organizations are benefitted from supportive leadership? Give an example of such organization which you might have come across. (The minimum number of words 150)
Instructions
- Justify your answers, with the help of course materials, Text Book, Online resources.
- Referencing is necessary and student must apply APA Referencing Style.
- Plagiarism is prohibited
- All answered must be typed using Times New Roman (size 12, double-spaced) font.
ANSWER
Leadership and Management: Understanding the Difference and Optimal Leadership Styles for Managers
Introduction
In today’s dynamic and complex business environment, effective leadership and management play crucial roles in driving organizational success. This essay aims to define leadership, highlight the difference between being a manager and being a leader, discuss suitable leadership styles for managers, and explore the importance of directive and supportive leadership.
Defining Leadership
Leadership can be defined as the ability to inspire, influence, and guide a group of individuals towards a common goal (Northouse, 2019). It involves the use of interpersonal skills, emotional intelligence, and strategic thinking to motivate and empower others. Leaders go beyond their formal authority to inspire their team members to achieve exceptional performance.
Difference between Manager and Leader
While leadership and management are interconnected, they have distinct characteristics. Managers primarily focus on planning, organizing, and controlling resources and processes to achieve organizational goals (Mintzberg, 1975). Their role involves enforcing policies, allocating resources, and ensuring operational efficiency. In contrast, leaders focus on vision, innovation, and inspiring others to reach their full potential.
Preferred Boss: Leader or Manager?
Having a boss who is not only a manager but also an effective leader is ideal for fostering a positive work environment. A leader inspires and motivates their team, creating a culture of collaboration, innovation, and employee development (Avolio, Walumbwa, & Weber, 2009). A leader encourages open communication, recognizes achievements, and promotes personal growth. This approach creates a sense of purpose, belonging, and commitment among employees, resulting in higher job satisfaction and performance.
Suitable Leadership Styles for Managers
Chapter 13 and 14 of our course materials discuss various leadership styles suitable for managers. For managing blue-collar workers, an autocratic or directive leadership style can be effective. This style provides clear instructions, precise expectations, and close supervision, ensuring task completion and compliance (Lewin, Lippitt, & White, 1939).
For managing white-collar workers, a supportive leadership style is often more appropriate. Supportive leaders provide guidance, encouragement, and emotional support, creating a positive work environment (Bass, 1990). This approach fosters trust, autonomy, and creativity, empowering employees to contribute their unique skills and ideas.
Importance of Directive and Supportive Leadership
Directive leadership provides clarity, structure, and guidance, which is particularly valuable when employees are new to a task or lack experience. It helps prevent ambiguity, reduces mistakes, and ensures adherence to organizational policies (Yukl, 2002). On the other hand, supportive leadership promotes employee well-being, job satisfaction, and motivation. It creates a sense of belonging and encourages collaboration, leading to higher employee engagement and productivity (Eisenbeiss, Knippenberg, & Boerner, 2008).
Benefit of Supportive Leadership
Example Organization One example of an organization that benefits from supportive leadership is Google. Google is known for its inclusive and supportive culture, encouraging innovation, creativity, and personal growth. The company provides various support systems, such as mentorship programs, career development initiatives, and employee well-being resources. This approach has contributed to Google’s reputation as a highly desirable workplace and has resulted in high levels of employee satisfaction and retention.
Conclusion
Leadership and management are distinct yet interconnected roles within an organization. While managers focus on tasks and processes, leaders inspire and motivate others to achieve common goals. An ideal boss combines managerial skills with effective leadership qualities, creating an environment that fosters employee engagement, creativity, and personal growth. Directive and supportive leadership styles are crucial for managers, as they provide clarity and support to employees, enhancing productivity, satisfaction, and organizational success.
References
Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421-449. https://www.annualreviews.org/doi/abs/10.1146/annurev.psych.60.110707.163621
Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31. https://www.sciencedirect.com/science/article/pii/009026169090061S
Eisenbeiss, S. A., Knippenberg, D. V., & Boerner, S. (2008). Transformational leadership and team innovation: Integrating team climate principles. Journal of Applied Psychology, 93(6), 1438-1446. https://pubmed.ncbi.nlm.nih.gov/19025260/
Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 10(2), 271-301. https://www.tandfonline.com/doi/abs/10.1080/00224545.1939.9713366
Mintzberg, H. (1975). The manager’s job: Folklore and fact. Harvard Business Review, 53(4), 49-61. https://rafael.glendale.edu/ppal/Busad%20101/mintzbergmar1990.pdf
Northouse, P. G. (2019). Leadership: Theory and practice (8th ed.). Sage Publications.
Yukl, G. (2002). Leadership in organizations (5th ed.). Prentice Hall.

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