ROSTARIZA BINTI ABDUL RASHID

Submission is option C 1627 Words

The manager focuses on systems and structure; the leader focus on people is one of
famous differences between manager and leader. For a number of decades, there has been a
debate regarding the topic of leaders versus managers. The distinction between management a
leadership is useful one, in that it helps us gain a better understanding of role of the leader
and therefore causes us to reflect on our own behaviour.
There is a profound difference between management and leadership, and both are
important. To manage means to bring about, to accomplish, to have charge of or
responsibility for, and to conduct. Leading is influencing, guiding in a direction, course,
action, opinion. The distinction is crucial (Warren Bennis 1985). Leadership and
management are two distinctive and complementary systems of actionBoth are necessary
for success in an increasingly complex and volatile business environment (John P. Kotter
1999).
In the Chapter 9 of Organization Theory, A Public Perspective by Gortner and Mahler
and Nicholson, titled "Leadership and Management in Public Organizations" Situational
Theories of which consists of three models that can be associated to the difference between
managers and leaders. Among the most popular model describe Situational Theories are
Managerial Grid (Blake and Mouton 1964), The Contingency Model (Fiedler 1964, 1967)
and Situational Component (Hersey and Blanchard 1993). Those models are describe
managers are concern for people and concern for production while leaders are both concern
for people, production and situation.
The first model is a Managerial Grid Model. The Managerial Grid Model is an
assessment tool used by managers in order to determine their main leadership styles. Based
on this model, exposure of how leadership style is determined by the level of attention of the

manager or concern for production. This model describes five leadership styles are
impoverished, Country Club, Produce or Perish, Middle-Of-The-Road and Team Leader.
The Impoverished Leader has very less concern to the people and also for production.
These leaders do not have a system for getting the work done, also satisfactory working
environment or to motivate employees. This type of leader is not concerned with and interest
in work or works in irregular work environment, employees are usually not satisfied and
there is a lack of harmony atmosphere between leaders and employees. Poor leadership styles
are plotted in the bottom left corner of the grid and show a lack of concern for production and
for the people.
The Country Club Leader has the highest concern for people. These leaders consider
that if the employee is under the direct supervision happy employee is going to work hard.
The highest interest for leaders in workers' needs and feelings affect productivity. By giving
full attention to the comfort and welfare of workers, leaders have also found it difficult to
punish an employee if necessary. Therefore it can be concluded leader of this type has the
relationship between the employee and the manager is very casual, as friends. Leadership
style Country Club plotted in the upper left of the grid and show most concern to people but
the slightest concern for production.
The Produce or Perish Leader type is only focused on matters relating to the
production of more and very little towards the needs and welfare of their employees. The type
of leader will direct and control the worker while holding the belief that efficiency gains can
only be achieved through rigid discipline, especially those that do not require human
interaction. Employees are considered the source disposed of or recycled. Productivity is
usually short-lived as high employee attrition is inevitable

The Middle-of-the-Road Leader has balanced attention for both of the production and
people. This kind of leaders settles for average performance of employees. The importance of
a Middle-of-the-Road Leader is balanced decision leader in the production and employee
satisfaction. The Middle-of-the-Road style of leadership has plotted in the middle of the grid
and shows a balanced concern for production and people.
Team Leader concerns on high production and employee satisfaction same. These
leaders emphasize high production by the workers and believe that satisfied employees are
committed to high volume production. A scenario exists where a high level of confidence on
the part of both leaders and led the workers to high employee satisfaction and productivity.
Team Leadership style is plotted in the top right corner of the grid and emphasizing higher
production from the staff.
The second Model is Contingency Model of Leadership. The Contingency Model of
Leadership was developed by Fred Fiedler. He is a famous for being the first management
theorist to say that leadership effectiveness depends on the situation. The most astounding
thing is that nobody else seems to have thought of that before Fred, which says a lot about
academics and management theorists. Every manager would have known it.
According to Fiedlers (1967) Contingency Theory holds that situational factors
interact with leader traits and behaviour to influence leadership effectiveness. According
Fiedler in his theory mentions that there is no ideal leadership behaviour. Task-oriented and
relationship-oriented leaders both can be effective if their orientation (favourability) fits the
situation. Favourability is determined by

Leader-Member Relations the respect and trust that groups have for the leader

Task Structure the extent to which subordinates responsibilities can be structured

and performance measured

Leader Position Power the control the leader has over subordinates rewards
3

The model does not hold that leaders can adapt their styles to different situations.
Since personality is relatively stable, the contingency model suggests that improving
effectiveness requires changing the situation to fit the leader. This is called job engineering.
The Third Model is Situational Leadership. The Situational Leadership Theory is a
theory of leadership that is part of a group of theories known as contingency theories of
leadership. Paul Hersey and Ken Blanchard in year 1996 was developed Situational
Leadership Theory.
This theory explains the Leadership Situation is different styles of leadership under
the theory. In general Contingency Leadership theories hold that the effectiveness of a leader
is associated with traits of great leaders or behavioural factors associated with different
situations. Base on the Theory of Situational Leadership, the leaders effectiveness is
dependent on its ability to modify his or her behaviour towards management maturity level of
their group members
The Leadership style that uses under the leadership of the situation is based on
combining level directive behaviour and behavioural support. You may think the behaviour of
the command as a command and behavioural support or counselling support.
According to Hersey and Blanchard; there are four categories of leadership
behaviours that differ by level of instruction and behavioural support are Telling is where
leaders who show high directive behaviour and the behaviour of low support; Sales are where
leaders demonstrate high directive behaviour and the behaviour of high support; Taking part
is where leaders who exhibit behaviour leads to low and high behavioural support and
Delegate is where leaders who show low directive behaviour and the behaviour of low
support.

A group is the overall maturity for the purpose of situational leadership theory is a
function of two components. A task of mature groups is the ability to perform the task. A
group of psychological maturity represents the willingness of groups to carry out the task.
According to Hersey and Blanchard, knowing the suitable situation to use each style
is largely dependent on the maturity of the person or group you're leading and they break
maturity down into four different levels:
M1 People in a group at this level of maturity are at the bottom level of the scale.
They have lack the knowledge, skills, or confidence to work on their own, and they are
often needed to be pushed to take the task on.
M2 People in a group at this level, groups might be willing to work on the task, but
they still don't have the skills to complete it successfully.
M3 People in a group are ready and willing to help with the task. They have more
skills than the M2 group, but they're still not confident in their abilities.
M4 People in a group groups are able to work on their own. They have high
confidence and strong skills, and they're committed to the task.
Under the Leadership Situation, leader needs to determine the extent of a group and
psychological maturity. After leader determine the overall level of maturity groups, the leader
should adjust his or her behaviour, in the way that most effective to manage behaviour of
their mature groups of groups in light of it. The more mature of the group member, they need
a lack of directions and support. Meanwhile less mature of the group members need more
guidance and support.
Based on the three models mentioned above, most of the leaders concern more for
people, concern for production and concern for the situation. While a manager concern more
for people and production only. The difference between managers and leaders is a concern for

the situation. Therefore those three models can be adapted by each level leader Supervisory,
Executive or Management.
While a manager is to focus more on the task, must also be a leader so that employees
who are under the supervision of follow because they believe in what they do and not merely
execute orders. Leaders on the one hand, the manager must also have knowledge and
experience as a manager to enable it to bring the company towards success if he is not aware
of the company's operations and how staff work together to achieve goals.
Nowadays in any sector organizations need to both managers and leaders to succeed,
but developing both require a reduced focus on logic and strategic exercises in favour of the
environment where creativity and imagination are allowed to grow.

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