Management and leadership are frequently thought to be terms that are essentially interchangeable. A manager is described as someone who assumes charge and is responsible for directing, administering, and seeing that events happen and operate as they should (Leroy et al., 2018). On the other hand, a leader may be described as setting a vision and motivating others to pursue a common goal (Chiu et al., 2017). A managerial culture values rationality and authority, with managers directing their energy toward objectives, resources, organizational frameworks, or people. The manager is a problem solver who identifies issues that need to be resolved and the most effective methods to do them in order for individuals to continue contributing to the business (Leroy et al., 2018). A manager needs many employees who can perform effectively in various positions and levels of obligation. Success as a manager means persistence, endurance, dedication, knowledge, analytical abilities, and, maybe most significantly, tolerance and compassion.
Conversely, leadership attributes nearly mystical characteristics to a leader and maintains that only the most deserving persons are fit to hold positions of power. In this case, leadership involves talented individuals taking control before dominating others (Kakkar and Sivanathan, 2017). Such a notion of leadership stands in strong contradiction to the ordinary, realistic, and yet critical notion that leadership is controlling the work of others. A profound issue exists between the demand for proficient managers and a desire for brilliant leaders. The existence of exceptional leaders may be detrimental to the growth of managers, who are prone to anxiety when confronted with the relative disarray that leaders appear to generate.
Managers view work as a facilitating activity that involves a blend of people and concepts, working together to create plans and choices. A key function of the manager is to reduce unrest by anticipating those in opposition to the process (Leroy et al., 2018). A manager may use any combination of negotiation, coercion, and bargaining in this approach to enable others to do their jobs more effectively. They try to harness clashing interests into a single position of strength to achieve a win-win situation for all parties involved. Leaders, on the other hand, operate in the other way. Managers tend to restrict alternatives, but leaders develop new ways to old problems and widen the field of possibilities (Chiu et al., 2017). Leaders draw the links and plan a feasible course of action during a crisis. They have a plan that lays the groundwork for approaching and managing the issue. Furthermore, they foresee the unpredictable and use various employees’ capabilities to ensure they plan results in a lasting alternative. A leader’s success depends on the ability to translate their vision into compelling visuals that inspire followers to take action.
Entrepreneurial Leadership
The prosperity of enterprises is contingent upon the company’s strong leadership abilities. One of such important leadership abilities and skills is entrepreneurial leadership. Entrepreneurial leadership involves forming a company on a personal scale, efforts toward creativity on an institutional level, and measures toward capitalizing on market possibilities (Leitch and Volery, 2017). The term entrepreneurial leadership was established to describe a leadership style that combines a strong initiative with an entrepreneurial mindset.
As a firm expands, leaders become more inefficient as they take on additional duties. Delegation as a leadership trait is critical in fighting this rapid growth of the organization. It is vital to recruit the ideal staff who believe in and appreciate the leader’s vision. A leader should recognize their weaknesses and hire people based on their areas of expertise (He et al., 2017). They should also concentrate on building a multicultural workforce with varied genders, ethnicities, and talents, set on collectively agreed goals, and engage in excellent governance to monitor funds and commercial connections. Additionally, leaders should not be hesitant to make difficult choices as the company develops.
However, entrepreneurs use persuasiveness as a trait that helps in enticing and creating a strong network between customers. While young entrepreneurs may be motivated to thrive in entrepreneurship, they often lack the necessary skills. Entrepreneurs must establish relationships with the proper individuals and persuade them that their goods and services are necessary (Leitch and Volery, 2017). According to studies, successful entrepreneurs identify persuasion as the greatest critical talent for success (Leitch and Volery, 2017). Persuasion may be used to sell items, attract team members, and boost performance in the business. A great persuasion ability enables entrepreneurs to convince people to operate well and thrive. Additionally, a convincing entrepreneur may assist and speed collective decision-making.
Collaboration within an organization is also another trait that leaders put into practice. As firms evolve, leaders aim to strengthen collaboration between the internal team and external stakeholders, forming strategic partnerships. Leaders should concentrate their efforts on networking efficiently and developing solid connections that may assist them in identifying chances and locating resources (He et al., 2017). On the other hand, an entrepreneur’s success may depend on their ability to motivate themselves. Entrepreneurs are solely accountable for their success and may choose to take on economic risks without consulting with other business members or engaging them in their decisions. They are driven by various factors, including the urge to have greater inventive control or the need to generate more revenue (Singh et al., 2018). Entrepreneurs are company owners who embark on more economic risk than is customary in their industry. Due to the absence of a leader directing what to do, entrepreneurs are responsible for making choices. Setting precise objectives and being optimistic are the keys to self-motivation (Leitch and Volery, 2017). It is necessary for company planning and strategy. Entrepreneurship requires self-motivation to operate and flourish. Self-motivated entrepreneurs can tolerate criticism, accept responsibility for their acts, take chances, and learn more about trade.
Compass Group Plc
Compass Group public limited company is a food industry and support programs provider located in the United Kingdom. The business was founded in 1941 and is based in Chertsey, United Kingdom (Investegate, 2020). In the company’s hierarchy, Dominic Blakemore serves as its chief executive. The firm serves the corporate and industrial sectors, healthcare, educational programs, military, games and recreation, and vending (Investegate, 2020). It is segmented into Europe, North America, and other parts of the World.
Due to the emergence of the COVID-19 virus, several companies globally suffered losses when restrictions were made to curb the spread of the virus. Compass’s operations have been hit by the suspension of live sports recreational events, as well as the closing of canteens in workplaces, organizations, and schools, resulting in decreased sales and earnings. Operating profit plummeted to £290 million while sales fell nearly a third to £8.6 billion (Investegate, 2020). Meanwhile, the results were an increase from the preceding six months, during which Compass was forced to shut down around half of its activities following the first Covid-19 curfews and lockdown. Through the CEO, Compass said that it retained almost all (96 percent) of its clients throughout the spring and winter and boosted the number of prospective businesses it earned as more organizations shifted to outsourcing (Investegate, 2020). Despite the global epidemic, Dominic Blakemore is seen as a great manager for his ability to keep the company’s customers flowing.
Dominic Blakemore is portrayed as both a manager and leader due to his flexibility following the outbreak of the COVID-19. Dominic Blakemore’s remuneration was lowered by 30%, whereas the board’s charges and wages have been decreased by 25% (Investegate, 2020). The board members, including Dominic Blakemore, accepted a wage deduction. This is an example of effective leadership on Mr Blakemore’s part, as they worked together with the members on decision-making. The compensation drop indicates how flexible Mr Blakemore was in mitigating the possibility of suffering losses due to the board members’ high salaries. Flexible managers can adjust their plans in response to setbacks or unexpected incidents (Evans and Bahrami, 2020). Additionally, adaptable managers are competent to adjust to systemic adjustments as they arise. They may adjust their strategy to include new technology and combat difficulties while still meeting their aims. Additionally, flexible managers may incorporate new habits into pre-existing circumstances. This enables individuals to demonstrate their inventiveness and devise unique solutions to issues in their profession.
Response by Dominic Blakemore
Managers are seen as problem solvers when they are faced with insurmountable challenges. The outbreak of the COVID-19 virus needed managers within organizations to develop strategies that would avert financial losses. Dominic Blakemore had previously said that it expects office employees to continue working remotely even after the epidemic receded (Investegate, 2020). However, he noted that customers would become more regimented in their approach to remote work, and therefore he would employ workplace canteens and catering to attract more customers.
The firm concentrated on expanding its operations in hospitals, schools, and nursing homes, where administrators sought caterers capable of managing this new situation’s health, protection, and cleanliness standards. The FTSE 100 food firm reported a 5% decline in revenues to £19.9 billion while operating earnings plummeted more than fourfold to £294 million (Investegate, 2020). Covid-19 control measures were implemented in March 2020 to help prevent its transmission (Investegate, 2020). Progressive reopening since then has resulted in the reopening of all categories apart from sports and leisure. Dominic Blakemore reported that around 50% of our company is shut, and the remaining locations are all working under strengthened health and safety regulations, as well as stricter criteria and norms for Personal Protective gears (Investegate, 2020). The firm recognized and rewarded essential support staff with incentives and other perks. They provide assistance via Training and Career development and have established funds or other methods to assist workers who may experience financial hardship as a consequence of these measures.
The CEO’s attention shifted to restoring facilities while maintaining social distance. The firm developed a system and new criteria for safely reopening divisions based on their expertise in Asian countries. The company upgraded its health and safety policies, including advice on personal protective equipment (PPE), cleanliness requirements, and site layout options (Investegate, 2020). Furthermore, as divisions reopened, the company intensified its collaboration with customers to adapt products and delivery methods, including take-away, pre-packaged food, delivery, and contactless transactions. Finally, the company evaluated and agreed on conditions with customers to reflect the increased labour costs associated with securely preparing and delivering meals.
Reference List
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Evans, S. and Bahrami, H., (2020). Super-flexibility in practice: insights from a crisis. Global Journal of Flexible Systems Management, 21(3), pp.207-214.
He, L., Standen, P. and Coetzer, A., (2017). The perceived personal characteristics of entrepreneurial leaders. Small Enterprise Research, 24(2), pp.97-119.
Investegate., (2020). Compass Group PLC: Update on Covid-19 and Half Year Results. Web.
Kakkar, H. and Sivanathan, N., (2017). When the appeal of a dominant leader is greater than a prestige leader. Proceedings of the National Academy of Sciences, 114(26), pp.6734-6739.
Leitch, C.M. and Volery, T., (2017). Entrepreneurial leadership: insights and directions. International Small Business Journal, 35(2), pp.147-156.
Leroy, H., Segers, J., Van Dierendonck, D. and Den Hartog, D., (2018). Managing people in organizations: integrating the study of HRM and leadership. Human Resource Management Review, 28(3), pp.249-257.
Singh, H., Singh, R. and Kota, B.H., (2018). The mediating role of influence, vision and entrepreneurial context. Serbian Journal of Management, 13(1), pp.185-195.