LEADERSHIP AND MANAGEMENT

Leaders can be defined as the persons having by birth ability and the abilities that
developed from inside. Leadership cannot be taught or adopted nor even learned. In a true leader
there is a blend of talent and skills which are used in disciplined way foe effective results.

ATTRIBUTES
 Leaders are socially responsible
 In all ups and downs, leaders lead and perform the tasks
 Take decisions quickly and effectively
 Able to identify the requirements and needs
 Stress bearable and manage time
 Self motivated
 Visionary with goal setter and follower
 Effective communicator and motivator in all circumstances

THE SKILLS
Personal skills
There are many personal skills and qualities that should be possessed by the leader.
Leader should be enthusiastic and passionate towards its work; he should be self motivated,
organized, creative, innovative and well cultured person.

Managerial skills
Without possessing managerial skills it is almost impossible to run a business so the
leaders should have good managerial skills. The leaders should encourage and motivate the staff
for better performance and this result in more productivity and professional work environment.

Communication skills
Communication is essential skills in any field life. It acts as bridge between the two
persons that join them so the leaders should have the excellent communication skills, through

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which he can join the stake holder of the organization. Good communication results in better
relation among employees and management.

Planning skills
Leaders usually set their own goals and always understand how to reach their goals. In
order to do this there is a need of proper planning to attain the goals and to which path they have
to follow for the success.

Analytical skill
Along with the other key skills there is another area that the leaders have the knowledge.
This area is the analytical skill and leaders have to more practical and analytical rather than
theoretical.

FUNCTION OF MANAGEMENT
The main function of management is to achieve goals by utilizing the available resources.
Management is like a tool, through which the times and resources can be managed according the
situation. It is the management and the managers who can able to adopt any work style, the basic
concept are to take out the best from employees.

DIFFERENCES BETWEEN LEADER SHIP AND MANAGEMENT

Management and the leader ship are two term but same meaning said by one group but
other said these two are different. Actually these two should move together as they are
complementary to each other but differ in functions. (Murray, n.d.)

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COMPARE LEADERSHIP STYLES FOR DIFFERENT SITUATIONS

a. Free-Rein Leadership style

In this leadership style the employees are self responsible and they have to perform he
task, it is also called laissez-faire leadership. This leadership style is opposite to the Autocratic
leader ship style. In this leadership style, staff can make and change the policies by themselves
even without the involvement of the management. This style is used and successful in the small
companies where the highly qualified and experienced staff is working. (Penn, n.d.)

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 b. Participatory Leadership style
As the name indicates this leadership style involves the participation of the management
and the employees in the process of decision and policy making and performance. This style is
adopted by the smaller organizations where managers usually support and motivate their staff for
the better results. (Penn, n.d.)

c. Autocratic Leadership style

In this style of leadership, the leader is the decision maker for the fast outcome with less
discussion and more control over project. There are few advantages and more disadvantages of
this type of leadership style. Major advantage is taking the quick effective results and full control
over the project. But main disadvantage is demotivation and dissatisfaction of the staff and
employees due to poor involvement in the tasks and discussion.

d. Bureaucratic leadership style

Bureaucratic Leadership style is seen in large corporate type of organizations, where the
numbers of staff are in thousands and the management has to deal with them. In this style
problems are solve by added controls between the employees and all the power is due to keeping
the information.

INTRODUCTION OF MARKS AND SPENCER PLC (M&S)

In 1884 by Michael Marks and Thomas Spencer established the Marks and Spencer plc
(M&S). It is now in top UK retail chains; there are more than 730 stores in UK and more than
360 in other countries. There are more than 85000 employees working for M&S.
This retail chain gives a strong competition to the TESCO and ASDA in the UK. It contains a
range of products from the clothing to food and even electronics. Apart from it, it’s in store
activities, it also offering online shopping to the customer 24x7.

LEADERSHIP & MANAGEMENT OF THE MARKS AND SPENCER

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Leadership is about do the right things whereas the Management is to do the things right
according to Peter Drucker. These two terms are necessary and complementary of each other.

1. Leadership

According to some scholars, leader is a visionary who present the visions to his followers
and influence them. The role of the leader in an organizations and its result in response, all are
depend on the leadership style

 Transformational
 Transactional
 Laissez-Faire

Mark and Spencer adopted the transactional leadership style. In this style the performance
and effectiveness of the organization is increased by the motivation of employees. On the basis
of their performance in the growth of the business the rewards are presented to the employees.
Bureaucracy approach or the leadership style is for the retail business, and in the marks and
Spencer outlets this leadership style is adopted. In this approach the employee is provided a
routine task and set a rewards system to motivate the employees.

It is essential to adopt different leadership styles in different situations as single style is

not successful in all circumstances. This is called situational leadership or contingency theory.
Even in a single organization different leadership styles and theories can be used in different
situations and levels. For instance laissez-faire style is used in M&S Marketing department
whereas transactional style is used in its production line

2. Management Roles and Theories

Management Roles

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 Management is the people working together for the organizational objectives by using all the
available resources. In this context the resources not only limited to finance but it includes
employees, their skills, knowledge, assets and suppliers. There are four main functions of the
management:
 Planning
 Organizing
 Leading
 Controlling

In addition to these basic above mentioned functions there are others functions suggested by the
Mintzberg, these roles are broadly classified in to:
 Decisional roles
 Interpersonal roles
 Informational roles

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In the M&S organizational structure, the decisional roles are taken by the managers of stores
whereas the other two roles are played by the top management of the company.
Management Theories
There are few theories regarding to the management and the practive of the business
depends on the adopted theory.
The M&S polices of recruitment is purely based on the benefits of the employees through
rewards and incentives to get the control of their work and performance. There are two main
types of reward the M&S offers to their employees including financial rewards and training
rewards.
M&S is practicing the “Theory X and Theory Y” which is described as follow:
Theory X: in this theory the employee motivated by giving them financial benefits.
Theory Y: in this type, the motivations of employees are encouraging them by promotions,
giving more responsibilities and offer them further training for the development of their skills.

METHODS OF MOTIVATION

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There are many ways to motivate the staff or the employee for the achievement of the goals and
objectives, there are few steps that should be followed (Frost, n.d.)

Step 1: Early identification and defining the goals and objective

Step 2: Staff involvement through routine meetings
Step 3: Specific goals for Leadership for the success
Step 4: Staff appreciation and encouragement
Step 5: Focus the creativity and innovation
Step 6: Encouraging the staff and motivate them as team
Step 7: provision of appropriate tools and resources

BENEFITS OF WORKING AS A TEAM

For the effective and beneficial performance of the organization the teamwork has a
positive role and act as a back bone for the success of the tasks and the projects. In the
organizational projects and task the individual efforts are mostly insufficient as the most eligible
person cannot handle the complex task by himself. There is always a need of a team with
specialized persons to complete the phases of the task. Being a successful employee in an
organization he must be a team player.
In order to work as a team there are some challenges and difficulties that come in projects but
that needs to be countered. Following are some key benefits of working as a team:
 Tasks are divided among the team members based on their speciality
 Effective management of time and planning
 More detailed discussion and understandings
 Feedback
 Effective and enhanced communication
 More chances of innovation and creativity
 Staff satisfaction
 Better outcomes
 Cost reduction
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TEAM EFFECTIVENESS
This term means the persons working in an organization works together in the form of the
team for the betterment and success of the company. This terms and function is devised to make
the individual load divide in to number of people in a team for the fast and efficient process and
results. Team effectiveness can easily be determined by various factors.
More involvement and interest of the every individual member of the team, resulting in
enhanced team effectiveness. Better and fruitful tasks are done with more interest and efforts but
if the less worthy tasks are provided to the team they usually do it with less effort.
Team effectiveness is greater in firms due to the members are

 Focused towards goals

 Vision to reach the goal
 Having knowledge and skills
 Gain more support from other team members
 Work in a healthy and better conditions

ASSESMENT AND PERFORMANCE MONITORING

 Measurement of short and long term performance
 Definite goals and objectives setting
 Targeted motivation
 Feedback of performance
 Incentives and bonuses leads towards motivation
 Staff training and development for effective performance
 Determining the Strength and weakness
 Appropriate planning of the career
 Set and define the duties and roles of Team members
 Analysis at regular intervals
 Risk management
 In case of any issue, problem or conflict resolving it wisely.

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THE SWOT ANALYSIS OF M&S LEADERSHIP AND MANAGEMENT

STRENGTHS
 M&S is a leading company in clothing
 The brand name is having its own market share and equity
 Strong and effective environmental Responsibility Strategy
 Least vulnerability and susceptibility to global expansion due to strong UK market
position.

WEAKNESSES
 Poor strategy in food business, less sales and strong competition
 High pension and dept cause weak return of capital
 System and maintaining its legacy becomes a disadvantage

OPPORTUNITIES
 The vast and open market of online business, it will enhances the sales and profit
 Developing and third world countries have an open and unsaturated market place.

THREATS
 Need money for expansion and increased operations due to debt.
 Increase in prices and VAT may cause the loss of customers

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