This research looks at leadership and management ideas and how they might be applied to the Eastern Medical Equipment Company.

ABSTRACT
This research looks at leadership and management ideas and how they might
be applied to the Eastern Medical Equipment Company. Task 2 investigates the
impacts of leadership and management styles on culture, as well as the impact of
culture on organizational performance.

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TABLE OF CONTENTS
ABSTRACT................................................................................................................i
TABLE OF CONTENTS.........................................................................................ii
INTRODUCTION.....................................................................................................1
TASK 1..................................................................................................................2
Theories of leadership concerning the management activities in the given
teams...............................................................................................................2
Theories of management concerning the management and leadership
activities in the given teams...........................................................................3
The impact of the application of leadership and management theories on
the effectiveness of the Eastern medical equipment company...................4
Evaluation of different approaches to leadership and management........7
TASK 2..................................................................................................................8
Different leadership and management styles and their application in the
given teams.....................................................................................................8
The influence of management and leadership styles on decision making
.......................................................................................................................10
The factors that influence the development of the culture.......................12
The importance of organizational culture on the organization’s
performance.................................................................................................13
The impact of different approaches to leadership and management......14
CONCLUSION.......................................................................................................16

References................................................................................................................17

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INTRODUCTION
No matter what sector or size, every firm needs effective leadership to
flourish. Effective company processes need good leaders. Being a good leader does
not come naturally to most people (Charan, 1998). As a result, all degree programs
are devoted to management and assisting students in become excellent business
leaders. There are several ideas regarding how leadership works, what makes
excellent leaders, and how to be successful. This research investigates leadership
and management theories and examines the influence of implementing these ideas
on the operations of the Eastern medical equipment firm. Task 2 of this research
investigates the impact of leadership styles on the organization, the elements
influencing company culture, and the impact of corporate culture on business
operations.

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TASK 1
Theories of leadership concerning the management activities in the given teams
Leadership theories describe how and why some people become leaders.
They focus on the characteristics, behaviours, and situational methods that people
may utilize to strengthen their leadership abilities (Vaughn, 2004). Furthermore,
leadership theories explain how leaders may utilize and enhance their strengths.
Recently, leadership theories have grown more organized, making them easier to
understand, discuss, and assess.
According to the characteristic leadership theory, the attributes necessary to

be a good leader are inherited. According to this idea, those with strong leadership
skills are born with them and may use them to advance in their careers. When a
person is born with leadership qualities, the inherited abilities produce a pattern of
natural leadership behaviours, according to the characteristic leadership theory.
Although some people are born with specific abilities, they must be encouraged to
utilize them. Not everyone who is born with leadership aptitude wants to lead.
On the other hand, the behavioural theory of leadership holds that leadership
qualities may be learnt through witnessing such talents in the conduct of others.
Individuals may then study and practice these skills to become more flexible in their
leadership abilities (Frazier, 2020). This form of leadership is distinct in that people
may pick the leader they want to be and learn the necessary skills. Individuals may
also mix several kinds to widen their leadership reach. This theory supports the
concept that all leaders can understand and improve by adopting and implementing
desirable behaviours in the workplace. Behavioural leadership theory also urges
leaders to be self-aware of their conduct and realize how it impacts their team's
productivity and morale.
The contingency theory of leadership states that a leader's effectiveness is
determined by whether or not their leadership style is suitable for a specific event
(Erickson, 2014). According to this theory, a person may be a successful leader in
one context but an unsuccessful leader in another. This concept says that managers
should be able to analyze each situation and decide if their leadership style is
2


appropriate. To improve one's prospects of becoming a successful leader. They
must be self-aware, objective, and adaptable in most circumstances. Managers and
supervisors may need to adapt their leadership style to the current situation or
delegate some of their leadership responsibilities to a colleague to lead their teams
(Levitt, 2020) successfully.
Theories of management concerning the management and leadership activities

in the given teams
Management theories provide corporate executives with ideas for increasing
team member productivity and workplace happiness. Management ideas have
developed throughout time to reflect changes in workplace motivation. They seek to
enhance communication between leaders and their teams and boost efficiency and
cooperation toward organizational objectives (Sheffield, 2018). This section
addresses the three types of management theories: classical, behavioural, and
contemporary.
Classical Approach
Classical management theory is the oldest management philosophy. Initially
introduced during the industrial age, this technique seeks to set standards to increase
production output. It considers salary to be the fundamental motivation of
employees. Consequently, a leader who applies this strategy will use compensation
and incentives to incentivise high-performing team members to enhance
productivity. Scientific management theory, Administrative management theory,
and Bureaucracy theory are the three basic approaches in classical management
theory.
Behaviour Approach
After the industrial revolution, management philosophies moved from an
output-centric to a more people-oriented approach. It gave rise to behavioural
management concepts centred on meeting the interpersonal needs of professionals.
Leaders shifted their focus from external to internal incentives, such as encouraging
employees to participate in activities that correspond with their development goals.

3


Human relations theory, behavioural science theory, and theories X and Y are the
three types of behavioural management theories (Delgado, 2019).
Contemporary Approach

A modern management approach to corporate administration encompasses
planning, decision-making, and monitoring activities. This strategy attempts to
define goals aligned with stakeholders' interests, from traditional investors to
employees and consumers. Modern management teams rely on human behaviour
and environmental factors to create a productive and organized workplace.
Contemporary management is divided into three types: contingency management,
systems management, and Theory Z.
The impact of the application of leadership and management theories on the
effectiveness of the Eastern medical equipment company
The application of Situational theories to leadership
Managers may use a variety of leadership styles, each with a different
influence depending on the group they lead and the business they work (Orr &
Jackson, 2015). This research presents two additional in-depth perspectives of
situational theory regarding managerial activities in the Dragon and Eagle teams.
Tuan Anh is a relationship-focused leader, while Tran Minh Quang is a taskfocused leader.
The relationship theory of leadership stresses Tuan Anh, who is mainly
concerned with their ties with others about the Dragon team. They are often mentors
for employees, spending time chatting with them and seeking to meet their needs.
These leaders care about making work enjoyable for as many people as possible and
promoting a positive work environment. Managers who respect connections get
better employee results (Redpath et al., 2008). Tuan Anh, the Dragon team's leader,
has shown this leadership style. Every morning, he meets with the employee,
outlines the task, and enables the person to select the portion they want.
Furthermore, he is more interested in maintaining strong connections with workers
than meeting commercial objectives. This is a reasonably comfortable management
technique for Tuan Anh's staff since the team is given sales objectives to fulfil but is
4


free to select how to reach those targets. This style of leadership has several

benefits. Employees trust Tuan Anh and want to work for him. They are also
motivated to serve as excellent leaders to others. Mentorship gives ideal
opportunities for workers to improve and encourages them to remain with the firm
for more time. However, the Dragon team is still seen as not developing workers to
their maximum potential to achieve strong commercial outcomes. Applying
situational theory to the Dragon team will improve team performance. If his team
completes the work ahead of schedule, Tuan Anh may give them another task to
guarantee they have more opportunities to grow and learn at work.
The leadership relationship theory emphasizes Tuan Anh, primarily
concerned with their relationships with others on the Dragon team. They often act
as workers' mentors, talking with them and attempting to address their needs. These
leaders are concerned with making work as joyful as possible for as many people as
feasible and establishing a good work environment. Managers who value
relationships get more significant employee outcomes (Redpath et al., 2008). This
restricts workers' ability to pick the employment they like, limiting them to specific
work frameworks. This hypothesis seems to be extremely effective—leaders with
considerable power may appear to be highly efficient and get things done fast, as
indicated by the Eagle team's success record. However, most workers dislike power
dynamics. They want a leader that works with them rather than over them and
supports them. Thus, the most severe critique against this approach is that it fails to
motivate and encourage people, instead making them feel controlled. Workplace
demands and Quang's leadership style prompted Huong Mai to protest and request a
transfer to Tuan Anh's team. This may lead to poor morale and cliquey
environments in the workplace. Because of Quang's leadership style, workers are
fatigued, stressed, and constantly want to take a brief break to quit the workplace. If
Quang's colleagues on the Eagle team are feeling stressed or exhausted, Quang
should encourage them and offer them more management responsibilities.

5

The application of Behavioral theories to management
Tuan Anh's Dragon team has become a cohesive and understanding team.
The team is one of the most cohesive in the firm, which is a good thing given Tuan
Anh's successful application of the Behavioral Science Theory approach at the
Eastern Medical equipment company. Tran Minh Quang's leadership style parallels
Theory X and his behavioural orientation.
Behavioural Science Theory combines psychology, sociology, and
anthropology to provide a scientific framework for studying employee behaviour. It
studies why particular aspects motivate employees, such as societal needs, conflicts,
and self-actualization. It recognizes the uniqueness and the need for managers to be
approachable (Delgado, 2019). Unlike human relations theory, the behavioural
approach emphasizes leadership as a critical component of management
effectiveness. It highlights the significance of group interactions and group
behaviour in organizational efficiency. Tuan Anh will need to have a more excellent
grasp of the company's profitability using this method since keeping people
comfortable at work may not always result in long-term advantages. Putting his
team members under pressure at work will allow them to grow their talents while
increasing the organization's income. Tran Minh Quang should take the time to
understand his team's requirements better since the organization's objectives must
be aligned with an awareness of human needs. This action will encourage workers
to stay with the firm for an extended period, reducing job hopping. This application
will make the Eagle team's working environment less stressful and happier.
Theory X management believes its employees are less intelligent, lazier, and
only work for a sustainable paycheck. Management staff are driven by self-interest
in their job. Managers who believe their employees act this way are likelier to use
incentives or punishments to motivate them. Theory X contends that a hands-on
management approach leads to a more efficient workforce due to these assumptions.
The Eagles have the most remarkable success rate in the league. Theory X
managers think all actions should be traced to the individual who committed them

(Peels, 2017). The person might get either a direct award or a reprimand depending
6


on whether the result is favourable or poor. This management approach is more
successful when utilized in a workforce that is not mainly driven to perform. The
Eagle team may profit from Theory X by deploying an assembly line or manual
labour. Using this idea under these work settings enables Tran Minh Quang's team
to specialize in certain job areas, allowing the firm to mass-produce a greater
quantity and quality of work. Micromanaging the Eagle's members assists Quang's
staff in having a clear task orientation and completing work more quickly, which
has assisted Quang's team in achieving the most excellent company performance.
Evaluation of different approaches to leadership and management
Different approaches to leadership
There are several paths for leadership and management; integrating trait and
behavioural theories would significantly improve the Eastern firm. Each technique
offers benefits and drawbacks when applied to Eagle and Dragon teams.
While trait theories give information about how people may behave, they do
not explain why they do so. The subjective assessment of whether Tuan Anh or
Tran Minh Quang is a good leader will not be accurate in the Eagle and Dragon
teams. This sophisticated method would be tough to implement in a large-scale
corporation like Eastern.
According to the behavioural theory approach, the most outstanding leaders
can modify their behavioural style and adopt the appropriate style for various
scenarios. This method assists Tuan Anh and Quang assess how their behavioural
patterns affect interactions inside the Eagle and Dragon teams. Assist them in
finding the correct balance between various leadership styles and deciding how to
act as a leader. This leadership style is well-suited to complicated situations that
need group action and in which no one organization has control. However, the
strategy is complex since it involves significant transaction costs, uncertain outputs,

and lengthy timescales (Anna). It works best for complicated problems that more
straightforward approaches cannot handle. Tuan Anh and Tran Minh Quang may
shift two teams' leadership roles in a short time since the company's five values are
Passion - Trust - Ethical - Sincerity - Transparency. These values may help the
7


Dragon team perform better since Quang knows how it works and will offer clear
guidance. Changing positions for Tuan Anh to head the Eagle team would help
individuals alleviate tension and express their dreams.
Different approaches to management
Classical administration and a contemporary approach at the Dragon and
Eagle teams will have benefits and downsides. Classical methods will assist in
rapidly and comprehensively conveying information across departments, allowing
managers to take prompt and appropriate actions with the team. Administrative
management is the process of managing information via people, and it is a
significant theory in classical management theory. By implementing this idea in Mr
Nguyen Lam Hoan's whole region, all information and employee ambitions will be
reviewed and documented. This approach also allows team leaders to observe the
issues that their workers issue so that they may immediately modify their behaviour
to enhance the unit's performance.
Tuan Anh and Tran Minh Quang will benefit significantly from using a
contemporary approach to team management. Technology employment is one of the
most visible elements of modern management. Tuan Anh and Quang can optimize
staff processes and increase efficiency by using innovative software to fulfil
numerous jobs, from setting timetables to monitoring employee performance. This
approach will allow Tuan Anh to allocate additional tasks to team members and
Quang to monitor job progress and provide prompt instruction to workers when the
team looks to be on track to miss its goal. Furthermore, because of the dispersion of
power, workers typically feel more independent under a contemporary management

approach. The two teams should provide tasks that match each employee's
particular skill set and allow them to work as they see appropriate. This promotes
freedom, develops creativity, and encourages individuals to take control of their
professional growth.

8


TASK 2
Different leadership and management styles and their application in the given
teams
According to Holden (2019), there are four primary leadership and
management styles: democratic, dictatorial, autocratic, and laissez-faire. Democratic
leadership is shown by making choices based on the perspectives of all members of
the organization. While the management makes the ultimate decision, each
employee has an equal voice in the company's direction on each project. During a
meeting, the democratic leader will present specific options for workers. They will
make a choice based on public feedback or vote after deliberation. Democratic
leadership is regarded as one of the most successful types since it allows
subordinates to exercise the powers and abilities required for future higher-level
roles (Kohler, 2015). It is comparable to how corporation board meetings make
decisions. By intelligently bringing Tuan Anh's team to the Dragon team, he
acquired the workers' respect and lowered workplace stress. However, Tuan Anh
should remember that the majority view is not necessarily the best. His duty is to
lead and direct the team's actions; thus, he must be the one to make choices and
allocate responsibilities to prioritize the team's interests. For Quang, a group
meeting was required to discuss the problem of staff taking excessive time off work.
Listening to workers' comments would help him comprehend their concerns, which
will assist him in solving challenging challenges in reaching corporate objectives.
Dictators compel subordinates to work by threatening them with punishment

and sanctions (Motley, 2020). A dictator believes he is the only one who is gifted
and brilliant. They also seek to have power over others. From there, make decisions
without considering other people's ideas or analyses. They must follow the orders of
their superiors. The finest leaders share the benefits of their accomplishments and
take responsibility for their shortcomings. People want to follow influential leaders.
They want to be led by someone with a clear vision, strong principles, and strong
values. The Eagle team may not agree with all of Tran Minh Quang's choices, but as
long as the ethical line is not crossed, the staff will continue to obey orders, work
hard, and be loyal.
9


In contrast to democratic leadership, authoritarian leadership takes decisions
independently without consulting anybody beneath them (Frantz, 2018). Employee
contributions are not examined or discussed before being directed, and they must
adhere to their superiors' time and pace of work requirements. When a manager
alters the working hours of numerous workers without consulting anybody, mainly
those immediately impacted by the decision, this is an example of autocratic
leadership. Because of its poor efficacy, this leadership style often produces
unhappiness and drives many people to quit the firm. As a manager, Tran Minh
Quang of the Eagle team should be more receptive to the ideas and perspectives of
other team members.
The most "liberal" kind of leadership is laissez-faire. The French phrase
"laissez-faire" means "let your staff do." Managers that use this method are known
for delegating practically unlimited power to their subordinates (Motley, 2020).
Empowering leadership enhances employee autonomy on the Dragon team by
enabling people to work as they desire. However, this approach risks restricting
staff development and losing out on crucial possibilities for the organization.
Laissez-faire leadership is ineffectual when team members lack the essential
expertise or experience to perform the job due to its dependence on group

competency. As a consequence, decreased work performance has an impact on
employee satisfaction. As a result, while using this strategy, Tuan Anh must be
mindful of defining boundaries by developing team standards and enforcing team
regulations. Tuan Anh should implement methods to control work progress and
train workers instead of giving employees complete autonomy to decide on the
solution to reach the objective since the Dragon team has an average age of 26
years, which is still relatively young.
The influence of management and leadership styles on decision making
Good personnel are critical to the efficient operation of any firm. The more
their involvement in corporate choices, the greater their ability to contribute to
overall development. This section investigates the impact of the sales directors Tuan
Anh's and Quang's leadership styles on decision-making.
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Mr Nguyen Lam Hoan, the Sales Director, has a laissez-faire leadership style
in establishing business objectives. Still, he does not impose precise assignments on
the Eagle and Dragon teams. The two teams determine how to arrange work in their
respective areas. This leadership approach promotes the personal development of
both teams. The flexible management approach enables Tuan Anh and Tran Minh
Quang to operate independently, allowing them to grow and develop. When two
teams have complete authority over their choices, their innovation and development
mentality are more likely to be supported. Employees in the Eagle and Dragon
teams can make their judgments without micromanagement. They can make
decisions quickly without waiting for permission.
Tuan Anh's team members may make their own choices and work at their
speed due to his democratic leadership style. This strategy encourages Dragon team
members to collaborate on shared duties. This leadership allows them to better
integrate and bond with one another. At the same time, Tuan Anh's leadership style
assists workers in better understanding one another in order to produce the most

excellent job outcomes and be prepared to commit themselves to the firm. Tuan
Anh's leadership style allows him to extend his vision before reaching a unified
decision. He will obtain more views and experiences from democratic management,
providing him with more knowledge to make more informed judgments. As a result,
the strategy or campaign is developed most objectively and thoroughly possible.
The Dragon team meets to review what is doing well and what is going wrong and
recommend ways to improve. The team is then in charge of putting their ideas into
action. Tuan Anh can address difficulties more successfully as a result of this. Many
individuals express their thoughts and opinions on a topic. From there, he may
immediately identify the best possible approach to reduce risks and change tasks
accordingly.
Tran Minh Quang knows that the company's philosophy strongly favours a
more flexible leadership style. However, he often has to give commands and
demands when deadlines are about to reach, or the team is on track to miss its goal.
Tran Minh Quang's authoritarian leadership style involves outlining the best
11


strategy and instructing others to follow his lead, which keeps firms or initiatives
from stagnating owing to a lack of order or regularity. In such cases, authoritarian
leaders can compel citizens to fulfil deadlines. Some projects need outstanding
leadership to be completed swiftly and effectively. Additionally, this leadership
style produces positive pressure, allowing individuals to perfect their talents to
accomplish responsibilities. Ultimately, this will enhance the overall performance of
the company. On the other hand, Tran Minh Quang must exercise leadership
flexibility since people who misuse this authoritarian leadership style are often
characterized as conservative and dictatorial.
The factors that influence the development of the culture
Shimasaki (2009) states that corporate culture is a collection of values,
beliefs, and habits that all company members share. It influences how each firm

member thinks and acts, creating a distinct identity for each business. This section
examines three aspects impacting corporate culture: leadership, personnel, and the
work environment.
Shimasaki's research states that leaders significantly impact organizational
culture. They create work schedules, prioritize tasks, manage, lead, and delegate to
skilled employees. Good leaders provide their followers with vision, purpose,
mentoring, and motivation. Traditional leadership methods and cultures are no
longer as successful. Young generations, such as the dragon team, prospered
through maturity and training. The interaction between leaders and workers is
essential. If the connection is poor or unfavourable, the employee will be cut off
from other components of the culture. As a result, Tran Minh Quang should also
give more attention to overseeing job progress; instead of directing as the deadline
approaches, he should spend time speaking and resolving issues with personnel. In
team meetings, Quang should enable workers to share their thoughts openly.
Listening to his staff is a fantastic approach to reaffirming the company's aims and
values. Employees can solve difficulties and innovate more readily in an
autonomous culture. Employees that are empowered feel more confident and
accomplish more than anticipated.
12


Employees may quickly impact business culture by taking an active role.
Human resource executives should collaborate with the leadership team and
stakeholders throughout the organization to analyze the present corporate culture,
identify possible gaps or opportunities, and develop a strategic plan to align the
organization's culture with its values and objectives. Once a clear vision for the
corporate culture has been formed, Nguyen Lam Hoan may collaborate with
executives from all organization sections to implement their strategy. Open,
straightforward communication is essential here: everyone at every level should
understand their role in bringing the business culture to life. Good work culture is

an important underlying element of a successful company (Huber et al., 2020). This
indicates that workers have a favourable attitude toward their company, feel
encouraged in their job by supervisors and colleagues, and have a positive outlook
on their work. Tuan Anh and Quang's mood and level of respect as team supervisors
significantly impact their department's business culture.
The importance of organizational culture on the organization’s performance
A firm with a strong culture consistent with long-term objectives and plans
fosters individual pride, which encourages individuals to strive for and devote
themselves to accomplishing shared goals. This section investigates the impact of
culture on staff and the organizations as a whole.
When a company has established a corporate culture and appropriately
communicates with its personnel, this will result in three beneficial outcomes
(Ogbonna & Wilkinson, 1990). First, recruit and retain business talent. Employees
interested in the corporate environment will be loyal and stay with the company for
an extended period. Second, they are conscious of their function in the collective
and the organization; therefore, they lower management principles and rules.
Finally, since there is a positive working atmosphere, respected workers provide
thoughts and suggestions to increase job efficiency. These are the issues Tran Minh
Quang is dealing with in his team; convincing Huong Mai to remain working with
the team and to modify the assignment is required to assist his employees in
learning more.
13


A corporation that fosters a healthy corporate culture will benefit the
organization (Huber et al., 2020). Corporate culture differentiates one company
from another, giving it its particular personality. Not only that, but corporate culture
may provide a competitive edge to firms. If a firm does not create a positive
corporate culture, it will harm its source of internal strength as leverage.
Furthermore, firms lose competitive advantages since each employee in the

organization will deliver different messages which will not harm the company's
image. Tuan Anh should identify methods to enable the Dragon team to grow to
their full potential and stay with the firm for a long time, with youthful human
resources capable of learning and giving a lot to the organization.
The impact of different approaches to leadership and management.
Impact of different leadership approaches
The trait-based leadership theory contends that leaders must have
superhuman traits and values superior to the rest of the population and that these
super qualities and exceptional values are inherent in them. That gift of creation has
enabled people to excel and become leaders of a nation, tribe, religion, or
organization (Mason, 2016). The implementation of trait theory in human resource
management will be ineffective using the trait theory method because this strategy
is mainly focused on theory and judgment. This may cast doubt on the competency
of Eastern staff and supervisors. Tran Minh Quang's leadership talent is valued in
this method since he is the one who helps his staff meet business objectives on time
and the Eagle team achieve maximum job efficiency. However, guiding workers
when deadlines are imminent causes his workforce to feel pushed and smothered
with work, preventing the establishment of the Eastern medical equipment
company's cultural orientation.
Impact of different management approaches
The classical administration would facilitate the flow of information and
regularly updates teams. This is particularly crucial for the Dragon and Eagle teams
since Tuan Anh and Tran Minh Quang must alter their schedule and workload to
maintain job efficiency. Building a digital culture assists firms in creating human
14


resources with creative breakthrough thinking, new digital initiatives, and the
capacity to adjust flexibly to change throughout the digital transformation process.
At the same time, it prepares staff to absorb criticism and transform it into new

possibilities, propelling the Eastern firm to a better market position.
Contemporary management places a greater emphasis on business culture
than conventional methods. This trend is most likely attributable to the rising
demand for professional skills and employee desires for more humane work
settings. Companies may enhance their overall reputations by developing a culture
corresponding to employee preferences and consumer expectations (Strickland,
2011). For example, if Tran Minh Quang were a contemporary manager, he would
encourage his colleagues to maintain a solid work-life balance to avoid the burnout
that plagues their team. Diversity is another essential part of corporate culture since
workers typically desire to work for a firm that values the experiences of individuals
from many backgrounds.

15


CONCLUSION
The manager's responsibility is optimising choices, so the system runs more
smoothly and efficiently. Because of the market economy's complexity, leaders'
roles in management and decision-making are now very tough. The investigation on
the impact of leadership theories and management on the Eastern medical
equipment firm will analyze shortcomings and strengths. This will be the
foundation for the company's efforts to improve leadership styles and foster a
healthy cultural environment.
<4664w>

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