Most effective Leadership & Management Styles & approaches

Most effective Leadership & Management Styles & approaches

 

Many people like me are confused about the relationship between leadership and management and use the terms interchangeably.  So, today’s topic is talk about the how these two terms differentiate from each other and in what circumstances they should be used.

 (Truss, 2012)

 

First, leaders and managers deal with the problem of different focus (The Wall Street Journal, 2017).

 

As the leader of the task is responsible for the overall development, so the need for everything from the overall situation weigh the pros and cons; and managers responsible for local management, everything only from the local considerations. For example, a leader is responsible for the development of products, cost accounting, through the general market forecast for the overall price positioning and determine the overall sales target; and managers are responsible for the local market survey, sales and according to the level of local consumption Product positioning and so on. It can be said that the leader is abstract; the manager is specific. Therefore, the leader to deal with each problem, must be carefully faced, must be from the overall interests of long-term interests to weigh the pros and cons, relatively speaking, managers do not have much to worry about, and sometimes only in accordance with the management system to perform on the line.

 

Second, the leadership and manager positions require professional quality level and the level of comprehensive quality level is not the same.

 

As the leader is mainly based on their own professional vision to observe, to capture opportunities, so as to determine the direction for the development of enterprises, to create a better business development space, so the leadership position requires more emphasis on the leader’s own insight into the market capacity. Predict the ability to analyse and co-ordinate the overall situation. And managers only use their own management methods to maintain the current order or seek greater development will be able to basically complete their tasks, so the manager’s position requires more emphasis on their own analytical skills, ability to sum up and solve practical problems (The guardian, 2013). From the staff – junior manager – senior manager – chairman of the level of the process to see the process, you have only done the minister to Pu level for the manager, only after the excellent manager of this off, you are eligible when the chairman, Which in addition to emphasizing the importance of experience, but also shows that the overall quality requirements of the leader than the manager a higher level.

 

 

Third, the leader of the pursuit of reform, innovation; managers focus on maintaining the status quo.

 

As the leader aims to develop the whole, the manager is responsible for doing a good job, leading the leaders and managers to focus on their daily economic activities. Managers generally focus on maintaining the current order, the use of established systems, regulations to make their own management of the scope of the management in accordance with the wishes of the run, if no problems, errors, the successful completion of the task of organizational account is a good manager (go2HR, 2017).

 

Management style refers to the manager by its organizational culture and management philosophy of the performance of the style, behaviour patterns, such as:

 

The culture of the China focuses on human relations and stresses the relationship, emphasizing the “rule of the country”; the Western culture is more in accordance with the established rules of service, adhering to the “rule of the country to rule the country” principle. If we are concerned about the history of the development of philosophy of the East and West, we will see that the China has long been advocating the idea of “making good use of people and making good use of it”. In contrast, Western management scientists have continued to work tirelessly. The pursuit of the fine management of the work (World Business Culture, 2017).

 

Therefore, for Chinese and Western enterprises, under the influence of their social and cultural environment, the organizational concept of oriental enterprises is more focused on “sensibility, affection”, while the Western corporate organization philosophy is more focused on “rationality, rules.” From the management style, the East enterprises are mostly concerned about “people”; and Western companies are more focused on “work” (Thomas Hout, 2014).

 

 

In the daily management, there are different management styles:

 

1. Instructional style of management

By the manager to specify the subordinate or team specific work, what to do, how to do, when to do, where to do, to what extent, unavoidably, meticulous (known as high duty behaviour).

The management behaviour model is: “I have to decide, you do”. The management tools used are informing, directing, guiding and establishing.

 

2. Coaching style of management

Communicate, listen, encourage, counsel, clarify, and motivate (known as high support) between managers and subordinates with both directions and directions.

The management behaviour model is: “We explore, I come to decide”. The management tools used are marketing, explaining, clarifying and persuading.

 

3. Team style management style

Managers to subordinates to a general description, and with the subordinates to start work, pay attention to listen to subordinate’s advice and feelings, encourage subordinates to actively participate.

The management behaviour model is: “We explore, we decide.” Its use of management tools is participation, encouragement, cooperation and commitment.

 

4. Authorized management style

Managers, with full confidence in subordinates, give subordinates full authority to use high support (relationships) in the management process.

The management behaviour pattern is: “You come to decide that you do it.”

In the traditional management theory, limited to the advantages and disadvantages of different management style, concerned about which management style is more effective, managers should use supportive behaviour.

 

And many managers also exist a fixed mode of thinking, that their management style is long-term formation, it is difficult to change, and ultimately the formation of “character management”, refused to change, and hope subordinates to adapt to their management style (Cardinal, 2013).

 Haier Ubot household robots (DAVID MCNEW/AFP/Getty Images)

 

Lenovo, Haier is China’s more well-known enterprises, the two-business management model and style are very different. Haier is a centralized leadership system. In Haier, Mr Zhang is a word of course; and Lenovo is a democratic leadership system. In Lenovo, Mr Liu make major decisions, the general and vice president and ministers to communicate and communicate, and he also has a practice, once the leader and vice president of contradictions, first of all to listen to the views of deputy, rather than the views of leaders. In the Lenovo, the vice president of the total understanding of the situation, so he made the decision firstly (Paul Nunes, 2016).

Richard Branson is on everyone’s mind in some way or the other. I particularly refer him for studying his leadership style with an aim to develop leaders at the workplace. Branson’s style of leadership doesn’t regard money as a measure to retain employees but the work culture; that everyone feels proud to be the part of the Virgin family, which stops them from moving to other jobs even though it may provide them some salary hike (Schawbel, 2014).

 

In conclusion, leadership and management, though distinct from each other, have shared connotations also. As CMI argues, the best approach should be determined by circumstances and individual characteristics. In my point of view, I would like to be managed or led under the coach style as to improve my strengths and work performance.

 

References

Cardinal, R., 2013. 6 MANAGEMENT STYLES AND WHEN BEST TO USE THEM – THE LEADERS13 TOOL KIT. [Online]
Available at: https://leadersinheels.com/career/6-management-styles-and-when-best-to-use-them-the-leaders-tool-kit/
[Accessed 18 2 2017].

go2HR, 2017. UNDERSTANDING THE DIFFERENCES: LEADERSHIP VS. MANAGEMENT. [Online]
Available at: https://www.go2hr.ca/articles/understanding-differences-leadership-vs-management
[Accessed 2017].

Paul Nunes, L. D., 2016. At Haier and Lenovo, Chinese-Style Open Innovation. [Online]
Available at: http://www.forbes.com/sites/bigbangdisruption/2016/09/26/at-haier-and-lenovo-chinese-style-open-innovation/#7fc2c0da4bb5
[Accessed 18 2 2017].

Schawbel, D., 2014. Richard Branson’s Three Most Important Leadership Principles. [Online]
Available at: http://www.forbes.com/sites/danschawbel/2014/09/23/richard-branson-his-3-most-important-leadership-principles/#4329ce065ccf
[Accessed 18 2 2017].

The guardian, 2013. [Online]
Available at: https://www.theguardian.com/careers/difference-between-leadership-management
[Accessed 19 2 2017].

The Wall Street Journal, 2017. What is the Difference Between Management and Leadership?. [Online]
Available at: http://guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/
[Accessed 18 2 2017].

Thomas Hout, D. M., 2014. A Chinese Approach to Management. [Online]
Available at: https://hbr.org/2014/09/a-chinese-approach-to-management
[Accessed 18 2 2017].

Truss, D., 2012. Leadership and Management. [Online]
Available at: http://pairadimes.davidtruss.com/leadership-and-management
[Accessed 17 2 2017].

World Business Culture, 2017. Chinese Management Style. [Online]
Available at: http://www.worldbusinessculture.com/Chinese-Management-Style.html
[Accessed 18 2 2017].