Leadership Practice Assignment (Unit 5013)

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Tutor: Name

Contents

Introduction 2

Task 1

1.1 Management and leadership 3 – 4
1.2 Balancing the roles of management and leadership 4 – 6
1.3 Creating organisational vision 6 – 7
1.4 Self-belief, personal energy and commitment to leadership; 7 – 8 style of leadership
1.5 Building trust, empowering others and promoting ethical 8 – 9 leadership
1.6 Transformational, transactional and situational leadership 9 – 10 and impact on organisation

Task 2 – Reflective statement about learning on the course 10

References 11

Introduction

In 2009 Karl Moore of Mc Gill University interviewed Henry Mintzberg on his new book Henry Mintzberg on Managing – Pure and Simple, and asked the question as to whether Mintzbergs book should not have been called Leadership. Mintzberg’s response was that management and leadership are part and parcel of the same thing and shouldn’t be seperated in practice. He expressed the belief that the seperation of leadership from managament is utterly destructive, because managers who do not lead are boring and leaders who do not manage do not know what is going on. Whilst Mintzberg seems to make a very valid point and the fusion of leading and managing appears logical, it is undeniable that cenceptual differences exist between the term management, and the term leadership. Even without an accepted or definitive distinction between the two terms, it is still worth considering the meanings behind them. This assignment aims to investigate these and apply them to work-based situations.

Task 1:

1.1 (The differences between management and leadership functions and the characteristics that make effective managers and leaders.)

D. Boddy (2002) provides a basic definition of