Unit 4: Leadership and Management

Unit code L/618/5036

Unit type Core

Unit level 4

Credit value 15

Introduction
The ability to lead and manage effectively is highly sought after by industry, as
employers seek to produce and develop managers who can motivate, enthuse and
build respect throughout their workforce. The hard and soft skills required by leaders
and managers are frequently highlighted by employers as skills gaps in recruitment.
Developing these skills will help students to meet career aspirations in leadership and
management.
The aim of this unit is to help students to understand the difference between the
function of a manager and the role of a leader. Students will consider the
characteristics, behaviours and traits that support effective management and
leadership. Students will learn about the theories that have shaped the understanding
of leadership and management and how these have provided a guide to action for
managers and leaders who want to secure success for their businesses. Students will
look at leadership styles, how and why they are used and the extent to which they are
effective.
This unit also gives students an understanding of motivational strategies. They will
develop motivational strategies covering intrinsic and extrinsic aspects of motivation.
Finally, students will evaluate the importance of managing performance in achieving
continuous improvement.

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Learning Outcomes
By the end of this unit a student will be able to:
LO1 Examine leadership and management theories and principles, and their impact
on the effectiveness of an organisation
LO2 Review the influence of different leadership and management styles on the
culture of organisations
LO3 Develop a motivational strategy to optimise organisational performance
LO4 Apply leadership and management approaches to managing performance to
ensure continuous improvement.

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Essential Content

LO1 Examine leadership and management theories and principles, and their
impact on the effectiveness of an organisation

Definitions of management:
Defining management, what management is (Fayol), what managers should do
(Peters) and key roles (Mintzberg).
Key skills and competences of management, e.g. team dynamics, planning,
decision making, strategic mindset, problem solving, communicating (verbal and
non-verbal), motivating, delegating, managing discipline and dealing with conflict.
Management activities, e.g. planning, organising, motivating and controlling.
Approaches to management, e.g. task orientation and relationship orientation.

Theories of management:
Classical theorists, including Administrative (Fayol) and Scientific (Taylor).
Management as a function of organisations (Handy).
Modern management theorists, e.g. Porter, Kotler and Handy.

Theories and definitions of leadership:

Key theories and theorists, including:
● transformational (Burns)
● transactional (Bennis, Bass)
● situational/contingency (Fiedler, Vroom and Yetton, Hersey and Blanchard)
● charismatic (Conger, Kanungo)
● emotional (Goleman’s six styles).
Leadership skills e.g. communication (verbal and non-verbal), delegation to
enable delivery through others, inspirational motivation, positive attitude,
trustworthiness, creative thinking and innovative problem-solving.
Competencies e.g. giving and receiving constructive feedback, actively listening,
taking responsibility for both success and failure, managing cultural sensitivity
and diversity, global outlook and agility.
The hard skills of management versus the soft skills of leadership.
New adaptive leadership approaches and skills e.g. the compassionate leader
and the vulnerable leader.
Different types of skills for leading people vs business activities and projects.

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 Principles and practices of virtual leadership for managing and leading remote
teams.

Impacts of leadership and management:

Positive impacts for improving business performance, effective management of
resources, innovation.
Negative impacts, e.g. loss of competitive advantage, stagnation and decline.

LO2 Review the influence of different leadership and management styles on the
culture of organisations

Leadership styles:
Different types of leadership, including Tannenbaum and Schmidt’s Continuum
of Leadership Styles, Linkert’s Systems 1–4, and McGregor’s Theory X/Theory Y.
Adapting leadership styles to apply in different business situations e.g. how to
lead remote teams, business recovery, project-based teams, and the required
hard and soft skills.
Impacts of leadership and management styles on decision making in a business
organisation.
Skills needed for decision-making, including research (reliability of sources),
analysis, collaboration, emotional intelligence.

Types of culture:
Defining culture and types of culture, including:
● Four types, Power, Role, Task, Person (Handy)
● Tough-Guy Macho, work hard/play hard, bet-your-company, Process (Deal
and Kennedy).
The importance and value of culture for work ethic, organisational performance,
health of the organisation.
Organisational cultures, diversity and impacts on leading and managing change.

Factors influencing culture:

Factors that influence the development of an organisational culture, e.g. mission,
vision and values.
The impact of emerging digital technologies, e.g. social digital connectivity and
global dynamic complexity on organisational structure, location, infrastructure,
internal rules and procedures.

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 The impact of digital technologies on leadership and management attitudes and
behaviours, e.g. drive and flexibility to direct and navigate business through
disruptive innovation, empowering virtual teams and communities, agility to
balance improving efficiency while promoting innovation.
The importance of leadership and management styles in setting and embedding
organisational culture.

LO3 Develop a motivational strategy to optimise organisational performance

Theories of motivation:
Content theories, including Maslow, Herzberg, McClelland and application to
different work situations.
Process theories, including Expectancy theory (Vroom), Equity theory (Adams)
and Goal Theory (Locke) and application to different work situations.

Impacts of motivation on organisational performance:

Implications for improved job satisfaction, performance and productivity,
including different variables, e.g. social, cultural organisational and
environmental.

Motivational Strategy:
Financial and non-financial strategies, e.g. to recognise and reward performance,
encourage collaborative team working, to embed praise and frequent feedback
to individuals and encourage creativity and innovation.
Different strategies for addressing and managing unsuccessful performance and
demotivated employees.
Elements of a comprehensive strategy e.g. providing a range of incentives to
meet different personalities, creating positive reinforcement and equality.

LO4 Apply leadership and management approaches to managing performance

to ensure continuous improvement

Leadership and management approaches:

The advantages and disadvantages of different management approaches,
including task orientation and relationship orientation.
The advantages and disadvantages of different leadership approaches, including
situational, transformational and inspirational.
Behaviours, communication processes and strategies applied in different
business situations e.g. dealing with conflict, resistance to change, cultural
awareness.

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 Defining capabilities and skills for a transformational environment, e.g.
multicultural perspectives, coaching and mentoring, aligning to changing
business goals.

Definition of performance management:

Definition of performance management and the purpose of performance
management to improve individual and team performance.
Different approaches, e.g. annual appraisal versus continuous performance
management, including weekly check-ins/ on-the-job conversations.

Qualitative and quantitative measures of effectiveness:

Qualitative measures, e.g. satisfaction rates, motivation levels, success of training
and development, attitude.
Quantitative measure, to include incidence of sickness, absenteeism, accidents at
work, timekeeping, meeting deadlines, accuracy of work carried out, wastage,
output, productivity.

Methods of rewarding good performance:

The financial and non-financial methods available to the organisation.
The influence of variables, including size, location, competitiveness of the
organisation on the reward methods available.
The influence of leadership and management approaches on rewarding good
performance.

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Learning Outcomes and Assessment Criteria

Pass Merit Distinction

LO1 Examine leadership and management theories and
principles, and their impact on the effectiveness of an
organisation
P1 Discuss different theories M1 Analyse the impact of the LO1 and LO2
of leadership in relation to application of leadership and
D1 Critically evaluate the
the management activities in management theories on the
impact of different
different organisations. effectiveness of a large
approaches to leadership
organisation.
P2 Explore different theories and management.
of management in relation
to the management and
leadership activities in
different organisations.

LO2 Review the influence of different leadership and

management styles on the culture of organisations
P3 Assess the application of M2 Compare the impact of
different leadership and leadership and management
management styles in a styles on decision making in
range of business situations different organisations.
in different organisations.
M3 Evaluate the importance
P4 Examine the factors that of organisational culture on
influence the development the performance of different
of the culture in organisations.
organisations.

LO3 Develop a motivational strategy to optimise

organisational performance

P5 Produce a motivational M4 Produce a detailed D2 Produce a

strategy for an organisation motivational strategy for an comprehensive motivational
that supports optimal organisation that addresses strategy that effectively
achievement of intrinsic and extrinsic addresses all variables of
organisational objectives. motivation. motivation to enhance
organisational performance.

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Pass Merit Distinction
LO4 Apply leadership and management approaches to
managing performance to ensure continuous improvement.
P6 Apply to a range of M5 Assess how leadership D3 Make recommendations
business situations, and management to improve performance
appropriate leadership and approaches for managing management that will
management approaches for performance supports ensure continuous
managing performance and continuous improvement. improvement.
continuous improvement.

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Recommended Resources

Textbooks
ADAIR, J. (2019). Develop Your Leadership Skills: Fast, Effective Ways to Become a Leader
People Want to Follow. Kogan Page.
KELLY, P. and COLE, G. (2020) Management: Theory and Practice. 9th Ed. Cengage.
MULLINS, L. J. (2019) Organisational Behaviour in the Workplace 12th Ed. Harlow:
Pearson.
ORTI, P and MIDDLEMISS, M. (2019). Thinking Remote. Inspiration for Leaders of
Distributed Teams. Virtual Not Distance

Websites
www.businesstrainingworks.com Business Training Works
Resources
(General reference)
www.managementstudyguide.com Management Study Guide
Management Functions
(General reference)
www.managementtoday.com Management Today Leadership
News and industry articles
(General reference)
www.mindtools.com Mind Tools
Leadership
(General reference)
www.tedtalks.com TED Talks
Business and technology
(Video resources)

Links
This unit links to the following related units:
Unit 20: Organisational Behaviour Management
Unit 24: Managing and Leading Change
Unit 46: Developing Individuals, Teams and Organisations

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