Making the skills of management and leadership essential for a manager.

MID-MODULE ASSIGNMENT
Name: Hanh Hong Nguyen
Module: Management Principles and Practices
Tutor: Mr David Mankin
Submission Date: July 31th,2017
Confidentiality: I have read, understand and adhere to the Policy on Relationships between
the University of Essex Online, Students and Employers.
Academic Integrity Statement: I have read and understood the Academic Integrity
guidelines for Kaplan Open Learning and the University of Essex, and declare that this
assignment conforms to all of the rules and regulations contained therein.
Word Count: I have fulfilled the stated assignment word count. I am aware that if I exceed
the word count limit/range, by more than 10%, that my assignment grade will be reduced by
10% grade points.


TABLE OF CONTENTS
I.

II.

INTRODUCTION -------------------------------------------------------------------------------------1

MAIN POINTS OF DISCUSSION
1. MANAGEMENT AND LEADERSHIP IN CONTEMPORARY ENVIRONMENT ---------------2
2. MODERN BUSINESS CONCEPTION----------------------------------------------------------------- 3-4
3. COLLABORATIVE LEADERSHIP AND CONTEMPORARY ENVIRONMENT ----------------5
3.1 SERVANT LEADERSHIP ---------------------------------------------------------------5
3.2 FACILITATIVE LEADERSHIP --------------------------------------------------------5
3.3 COACHING ------------------------------------------------------------------------------ 6
3.4 SUPPORTIVE LEADERSHIP ---------------------------------------------------------6
4. RECOMMENDATION FOR DEVELOPING NEW SKILLS------------------------------------------7

III.

CONCLUSION-----------------------------------------------------------------------------------------8

IV.

LIST OF REFERENCE-------------------------------------------------------------------------------9


I.

Introduction
Realising organisational success in any firm demands effective managerial practices,

as it is the case with any organised social initiatives, which cannot be separated from
attitudes, value, abilities, as well as the behaviours that leaders of groups exercise. As long as
humanity exists, there will always be a need to address practical challenges associated with
leadership and management. Nonetheless, questions arise concerning the effectiveness and
efficiency of leadership in the current world. The reason behind this is the notion that social
in line with technological and economic environments are changing. As a result, challenges,
as well as assignments of the management of organisations, are changing too. Therefore, all
managers need to make sure they renew their managerial skills, attitudes, and behaviours as
required by the present business environment (Raišienė, 2014). Hence, the paper will assess
the view that the changing context of management and organisations in the contemporary
business environment makes the skills of management and leadership essential for a manager.

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II.

Main Points of Discussion
1. Management and Leadership in Contemporary Environment
In the organisational setting, leadership is perceived as extraordinary since it is not

possible to draw a one-direction arrow to reveal the organisational as well as the leader’s
interdependency. It is regarded as a myth people believe that leaders, who emphasise the
needs of the society and the market are the same as what firms are looking for efficiency
require. The dependence of a company on its leaders is significantly broader (McCrimmon,
2010). Moreover, informal and formal leaders of a firm influence the specifics of the work as
well as the institutions they operate. They also establish the business environment, link the
communication styles within a company, as well as influence the needs of the market
indirectly through developing comprehension among clients on issues about what would be
acceptable within a company (Molinsky, et al., 2012). It means that while the changes in an
organisation, motivate a company as well as leaders to adopt change while the latter's
influence the existence medium within a company while at the same time inspiring shifts in
the operational environment.
The management factor also serves as a necessity when emphasising the inward of a
company. The influence, which leaders have within an organisation, felt in diverse activities,
such as the development of a workable strategy for the entire organisation in line with
planning work to facilitate in communicating the features required from distinct group
members in various projects. Hence, it is crucial to give particular attention to the managers
of an organisation in line with developing their leadership capabilities. Such practices play a
critical role in realising ideal results since leadership serves as the basis of starting different
processes while at the same time affecting various variables that exist outside a company.

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The insights directed toward the competencies of managers need to be supported by
arguments and proofs (Chuang, 2013). It would be possible to realise by embarking on
investigations, gathering knowledge from research, as well as focusing on addressing the
different problems affecting the management of a company.

2. Modern Business Conception
The contemporary leadership conception lays significant emphasis on an individual
leader as well as the group relying on the managers’ decisions to influence joint results. These
usually determine certain changes both inside and outside an organisation. Leadership entails
different functions, which comprises of more than three variables, such as the leader,
followers, and the situations that certain conditions dictate. Leadership serves as a plethora of
different combinations established by the variables. In the case of management, it's regarded
as a rational social initiative that results after a formal leader emphasises the efforts for
realising the goals of a company. A manager, who undertakes activities based on the
procedures as well as responsibilities, does not develop new things (Matai, 2012). On the
contrary, leaders usually establish assignments in line with looking for opportunities of
innovation. Also, present investigations reveal that the boundaries that prevail between
management, government, and leadership are blurred. Indeed, the strategic and political skills
that characterise formal leaders still receive tremendous recognition. Nevertheless, formal
leadership (management) is not considered in determining the success of an organisation
anymore. In the recent years, it has become apparent that it is not possible to isolate
management from the context under which the managers operate (Ejimabo, 2015). Therefore,
the success of managers mostly influenced by certain personal traits and leadership
capabilities, which managers usually establish on their own as well as by their entrepreneurial
traits, which becomes apparent when they operate at both the micro and macro levels of an
institution.
When considering the analysis of diverse scientific investigations, it is evident that
conventional leadership appears to be becoming less efficient when compared to
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followership. The capacity of a leader in regulating the relations without establishing moral
or organisational dilemma is accorded tremendous emphasis by present day management
researchers. In this sense, leaders are being required to ensure they comprehend the
inseparability of themselves and their employees. It is not possible for leaders to realise their
subdivision’s goals or even those of a company without receiving the assistance of the
employees (McNamara, 2017). Thus, traditional approaches toward management are failing
to work effectively, mainly because specialists presently appear equal in competencies and
qualifications to managers. Now, just collaboration seems to have significant influence.
In supporting the issue, certain researchers have divided modern managerial
perspectives into two forms. Firstly, they entail the theories that argue that the purpose of
formal leaders is to emphasise regulating employees. The arguments revolve around the
general attitude directed toward leadership (Graetz, et al., 2012). The second form comprises
of the methods that focus on the new approach. The principles perceive the notion that
individuals wish to engage in something beneficial and meaningful while it is the role of the
leader to motivate them by instituting mutual goals while at the same time encouraging the
subordinates to accomplish assignments. Regarding the new paradigm, it can be perceived as
one that focuses on collaborative leadership (Redmond, 2017).

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3. Collaborative Leadership and Contemporary Environment
4.

Conceptually, collaborative leadership might be understood as a joint

innovative process that occurs in a common setting. A collaborative leader emphasises
realising the success of a team, establish friendly environment, and adjust the group interests
with the goals of the organisation. The leaders need the capacity of envisaging the ideal skills

from certain workers while at the same time applying them in challenging situations during
the process of making decisions (Goodman & Dingli, 2015). Furthermore, leaders should
have the capacity of inspiring employees to realise high achievements as well as take
responsibility for the results and decisions made. The methodological aspects affiliated with
the paradigm of collaborative leadership are evaluated in diverse directions, including servant
leadership, facilitative leadership, supportive leadership, and coaching (Ejimabo, 2015).
Concerning the different directions linked to collaborative leadership, the leaders usually lay
significant emphasis on asking the opinion of the employees on how to deal with certain
assignments and the goals that would be ideal to set in the event of certain situations.
5.
6.

3.1 Servant Leadership

7.

The notion of servant leadership is that the hierarchical gap exists between

employees and leaders are inappropriate to institute in a company. Servant leadership targets
the skills of most essential leaders, such as empathy, listening, sustaining relationships,
healing, persuasion, consciousness, insights, conceptualization, the establishment of a
community, and commitment to the growth of people (McCrimmon, 2010). In the event of a
servant leader, the employees evaluate him in a positive manner, which workers consider as
quite beneficial when it comes to pursuing the goals of a company, thus ideal in the
contemporary business setting.
8.

3.2 Facilitative Leadership

9.

In the case of facilitative leadership, it reveals that leaders need to ensure they

establish a suitable atmosphere within an organisation that can foster collaboration in line
with the implementation of the goals of a company. For facilitative leaders, they usually
behave in such a manner that they emphasise the personal needs of employees while at the
same time highlighting the need for addressing the different problems experience. The leader
also motivates them to work in an independent manner as well as in a team (Ejimabo, 2015).
The practice is ideal in the case of the contemporary organisational environment, which
managers should adapt to meet the evolving organisational and management needs.
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10.
11.

3.3 Coaching

12.

Moreover, coaching is an ideal area to lay tremendous emphasis on mainly

because a coacher usually learns from as well as with the members of the group. Here, the
leader is sure that the workforce has sufficient knowledge concerning what needs doing in
line with what is worth doing to implement the goals of an organisation (Matai, 2012). Again,
such an approach plays a critical role in coping with the dealing with the requirements of the
management and organisational contexts within the contemporary business setting.
13.
14.

3.4 Supportive Leadership

15.

In the event of supportive leadership, it also links with the collaborative

leadership paradigm. Supportive leadership entails supporting the efforts as well as the
behaviours that the followers portray when the leader appears to respect the subordinates
while at the same time putting their feelings and requirements into consideration (Matai,
2012). Such kinds of attitudes to different organisational members make leaders serve as
principal objects of support and trust, thus motivating followers to work efficiently while at
the same time realising the required results. Therefore, supportive leadership also plays a
critical role in allowing organisational managers to understand the requirements of the
changing contemporary business environment while at the same time using their skills to
enable them to drive the organisation toward success (Graetz, et al., 2012).
16.

In the perspective of the contemporary attitude toward management and

leadership, therefore, management within organisations need to emphasise the establishment
of stable relationships that revolve around trust with stakeholders both inside and outside of
companies. Coordinating certain actions is also essential to facilitate in realising common
goals within an organisation. The entrepreneurship of employees is directly linked to the
leadership skills when it comes to generating and instituting innovative ideas, vital initiatives,
as well as efforts. As apparent in the case of the present day organisational environment,
awareness toward management and leadership has broadened while leadership models that
revolve around holistic attitudes exist. The changes indicate a need for formal leaders to focus
on establishing new competencies (Matai, 2012). In this case, the search for models and
programs that can condition leaders to concentrate on developing new skills is growing
increasingly important.

17.
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18. Recommendation for Developing New Skills
19.

When considering the changing context of management and organisations in

the contemporary business environment, the managers and leaders of organisations will need
to focus on developing new skills, which will play an essential role when it comes to meeting
future needs of companies. The managers and leaders will need to gain knowledge as well as
an international attitude toward the jobs they undertake since businesses are becoming global.
They will also need to possess technical skills that will foster mobility in contexts of group
interactions, personal relationships, and process (Raišienė, 2014). On the order hand, they
will also need to ensure they improve their expert skills when it comes to decision making
thereby allow them to establish an organisational culture that would foster universal security
in the event of both employees and clients. Furthermore, they will require boosting their
capacity for understanding and influence the political process within organisations in line
with coordinating personal authenticity and improve organisational and employees’
expectations based on their traits (Molinsky, et al., 2012). Also, they will need a vision for
inspiring workers in environments characterised by continuing changes. In this case, it is
essential to note that given the changes, organisational and management settings are
experiencing in the contemporary business environment, it will be possible for managers to
leverage the skills in line with realising advancements in their capabilities to drive their
organisations toward success in their future operations.
20.

In addition to the areas of future improvements in their skills, contemporary

leaders need to ensure they exercise high social and emotional intellect. Emotions play a
critical role in life, especially because of the disparities that prevail in the emotional intellect
of individuals based on their capacity to acknowledge, understand, utilise, and regulate
emotions (Raišienė, 2014). The differences have a significant influence on the capacity of
individuals when it comes to adapting to diverse conditions, such as the work environment. In
this sense,
21. the emotional intellect that a leader portrays plays a significant role when it comes
to influencing whether leaders can cope with the requirements of a company. This
way, they would be able to work in team environments by linking their emotional
intellect with a collaborative style of leadership. In doing so, leaders would be
able to cope with the changing management and organisational settings in the
contemporary business environment, hence the need for managers to make sure

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they implement the skills necessary to meet present requirements (McNamara,
2017).
22.

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III.

Conclusion
IV.

In conclusion, it is apparent that the present management and organisational

environment is changing at a tremendous pace in the contemporary business environment,
hence creating a need for making the skills of leadership and management vital for managers.
Both leadership and management are critical when it comes to fostering efficient
organisational operations. Furthermore, in the case of collaborative leadership framework, it
serves an ideal role in meeting the needs of the workplace nowadays. It links the employees
with the managers, thereby motivating workers to remain committed to realising the goals of
an organisation. In this perspective, therefore, the leaders of organisations need to make sure
they improve their leadership and management skills to allow them in meeting the
requirements of the changing organisation and management environment effectively.

V.

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VI. List of Reference
VII. Chuang, S., 2013. Essential skills for leadership effectiveness in diverse
workplace development. Online Journal for Workforce Education and
Development, 6(1), pp. 1-18.

VIII. Ejimabo, N. O., 2015. The influence of decision making in organisational
leadership and management activities. Online at:
/>aid=54660 [Accessed 26 July 2017].

IX.

Goodman, M. & Dingli, S. M., 2015. Creativity and strategic innovation
management. Abingdon: Routledge.

X.

Graetz, F., Rimmer, M., Smith, A. & Lawrence, A., 2012. Managing
organisational change. New York: John Wiley & Sons.

XI.

Matai, D. K., 2012. What is the key to survival in a constantly changing
environment?. Online at: [Accessed 26 July
2017].

XII. McCrimmon, M., 2010. A new role for management in today's post-industrial
organisation. Online at: [Accessed 26 July 2017].

XIII. McNamara, C., 2017. Organizational change and development. Online at:
[Accessed 26 July
2017].

XIV. Molinsky, A., Davenport, T. H., Iyer, B. & Davidson, C. N., 2012. Three skills
every 21st-century manager needs. Online at: [Accessed 26 July 2012].

XV.

Raišienė, A. G., 2014. Leadership and managerial competencies in a
contemporary organisation from the standpoint of business executives. Economics
& Sociology, 7(3), pp.179-191.

XVI. Redmond, J., 2017. Strategy and the importance of strategic leadership. Online at:
/>

2015/cpa-article---strategy-and-leadership-final.pdf?sfvrsn=2 [Accessed 26 July

2017].

XVII.