CHARTERED MANAGEMENT INSTITUTE DIPLOMA IN MANAGEMENT

Leadership Practice Unit 5013

Tony **** 9800********

The commercial world of today moves with an ever increasing pace, leaving businesses to adapt or react quickly to avoid being overtaken or leading to possible failure. For any business to survive and flourish long term they ultimately need a sense of purpose – a raison d’etre, a direction to follow and to know what exactly they stand for. Whilst it is true that often the values, beliefs and vision of a business is generally set in place by the business owners, CEO, MD, board members and alike, it is only when those very same values, beliefs and vision become shared by the workforce, and a culture is born, do they come to life.

In this essay we will be establishing views on leadership, management and corporate culture as well as focusing on the men and women that both lead, manage, shape and direct our various global organisations.

When asked what managers do, most people would likely say that managers ‘manage things’ like processes and systems, resources and standards. Managers are generally not known for being inspirational, risk taking or having people want to follow them. For a manager to be viewed as a leader, and one that is effective he or she must start to lead more by example, to willingly surrender some of their managerial power by empowering others, and to begin to inspire their people by becoming more visionary and pro-change in themselves. A much quoted bromide ….defines ‘management’ as the skill of getting people to do something that you want them to do it and leadership is the art of getting people to do something you want them to do because they want to do it. (Marino, 1999)

To paraphrase James Bird Guess (2012) he suggested that Managers