Introduction
Changing consumer trends dictated by technological advancements and globalization of the modern market require a wise selection of leadership and management styles. While leadership and management are two distinct concepts, they have a close connection, which makes it complex to utilize one and leave the other. Leadership roles such as motivation and encouragement are vital in the creation of a workforce that has the drive to deliver. On the other hand, management roles such as supervision, the assignment of duties, and planning facilitate the timely completion of duties according to the company’s expectations. Theories like contingency, systems leadership and situational leadership play a practical role in elevating the understanding that managers and leaders have in handling the activities of contemporary companies such as fast fashion stores. Therefore, the report examines the difference between leadership and management, outlines their roles, and discusses leadership theories like contingency, situational leadership, and systems leadership.
Differences between Leaders and Managers
Leadership and Management
As the name denotes, leadership entails the act of guiding others in a particular direction. Leaders normally show the way so that the team under them follow and emulate their actions. In several instances, leaders participate in the process of delivering a service or a good. Moreover, leaders act as examples and benchmarks referred to by team members in the course of project delivery. Randall (2016) notes that leaders are like a compass that guides the direction that others in the team should follow. It is important to note that leaders assemble a team and propel them towards a vision that they hold on to irrespective of the challenges. The three main pillars that constitute leadership include people, purpose, and the individual who shows the direction. In the context above, the leader shows the way and is responsible for conceptualizing a purpose and rallying a team together.
On the other hand, managers act as supervisors overseeing the work that the subordinates undertake. Managers may not participate in implementing a project but will, in turn, give directives, share duties, and ensure that a particular project meets the set deadlines and provides the expected deliverables. From the perspective of Raducan and Raducan (2014), managers are usually in charge of certain parts of an organization tasked with a project and its deliverables. While leaders conceptualize ideas and challenge their teams to work towards them, managers ensure that the ideas become attainable. Therefore, it is logical to explain that the activities of a manager succeed those undertaken by a leader. After coming up with ideas, leaders then task the managers with them so that they assign the subordinates with the roles and facilitate their achievement.
Leadership and Management Roles
Leadership Roles
Application of Leadership Theories in Leadership and Management
Scholars such as Henry Fayol, Henry Mintzberg, and McGregor advanced theories that have gradually become useful in the study of leadership and management. In his theory of management, Henry Fayol alluded that organizations need managers who can undertake activities that include planning, controlling, organizing, commanding, and coordination. According to Kaplan and Owings (2016), Fayol coins the relevance of his management theory when he notes that employee performance and productivity in an enterprise augment when managers plan, control, organize, command, and coordinate their activities. In his theory, Fayol believes that managers should rally their teams together and guide them towards a particular direction defined by the organization. Moreover, he argues that managers need to create some level of confidence among their subordinates, a factor that improves the quality of products that they deliver.
Consequently, in his theory of management, Henry Mintzberg explains that managers should act as leaders. One of the momentous arguments presented by Mintzberg is the fact that managers have unique and inborn traits that differentiate them from those individuals who cannot lead (Mintzberg 2013). Scrutiny of Mintzberg’s theory of management brings issues like the development of employee skillset and teamwork to fore. The theory uses the issues to discuss the importance of management, which adopts guidance in enhancing the quality of operations in a company.
Another scholar who introduced a concept that has become useful in the study of management and leadership is Douglas McGregor who came up with theory X and Y about employee motivation and management. In his view, McGregor believed that employees need motivation and encouragement so that they attain the highest levels of innovation and productivity. Styron & Styron (2016) highlight the fact that the main objective that McGregor advocated for in theory X and Y was employee motivation and encouragement aimed at challenging them to think critically in the course of project delivery. Presently, theories of management advanced by Henry Fayol, Henry Mintzberg, and Douglas McGregor have proved to be useful in the execution of management and leadership practices..
Some of the leadership and management roles championed by the two scholars in their theories include:
Guiding and Motivating
The first role of a leader is guiding others towards a certain goal. After conceptualizing an idea, leaders then rally the team together and guide them towards the direction that they desire. In effect, the direction adopted by a leader is vital in improving the position of an organization or triggering a decline. In top management, leaders come up with ideas that can help the company meet the trendy and ever-changing client needs and after that provide insights to the members on how to accomplish the ideas. Acting as a guide is one of the major roles that delineate leadership from management. Randall (2016) elucidates that on several occasions, leaders are in the field with their teams taking part in the process of delivering goods or services. Besides conceptualizing and leading others towards the attainment of certain products, leaders show others how to develop them.
Apart from guiding others towards a certain objective, leaders also motivate their teams. The act of motivation is what keeps the team together at all times. When leaders come up with an idea, they create a feeling that it is workable and achievable. The creation of the feeling is, in fact, a motivation, which makes the team believe that they can execute the project. The act of motivation resonates well with the traits held by leaders that include fine communication skills and innovation. According to Randall (2016), communication skills held by leaders enable them to explain the requirements of a particular project holistically to the team before its commencement. By explaining the project comprehensively, leaders help their teams to grasp the contents of the idea and understand its requirements. Consequently, the innovative expertise demonstrated by leaders challenges the teams to try new ways of performing the project.
Generation of Commitment and Encouragement
The generation of commitment among a set of employees who are part of a team is another role linked to leadership. After creating an idea and rallying a team towards its achievement, a leader needs to generate commitment among the team members. Randall (2016) explains that commitment is what helps the members following a leader to give their best in delivering a project or an idea. Fundamentally, the best way to generate commitment among the employees is by participating and working with them in implementing a particular project. When the team sees the leader undertaking the project with them, they realize the seriousness it has, and the members provide their best. It is vital to state that leaders should be part of the delivery process because by taking part, they motivate the teams and make them feel that their efforts are recognizable.
Decision-Making
Decision-making is also another important role that leaders should have so that they deliver their duties effectively. After rallying people towards a given purpose, leaders need to make decisions that favor the situations presented before them. Currently, several unforeseen forces characterize the marketing environment, a phenomenon that calls for frequent decisions that suit these unexpected scenarios. Wise leaders will always follow the progress of an idea and make timely decisions, which serve to solve any impending challenges or advance the quality of the project. Leaders should not hold on to straitjacket opinions but need to exercise flexibility because it facilitates wise and informed response to any circumstance. Styron and Styron (2017) argue that whenever there is a challenge, the teams look up to their leader for solutions. As such, leaders need to have skills that help them make the right decisions on time.
Management Functions
Supervision
Unlike leaders who participate in the implementation of projects, managers oversee the activities undertaken by their subordinates. It is important to note that while leaders treat employees as teams, managers look at them as subordinates. Raducan and Raducan (2014) assert that the role of supervision is among the topmost roles that distinguish leadership from management. After coming up with ideas, management of organizations, which is a composition of leaders and managers, present them to departmental managers. It is important to state that when managers receive the projects from the management, they present them to the employees and supervise their progress.
It is unlikely to see managers participating in any part of project progress, but they often visit and assess the rate at which employees implement them. In the words of Balon (2014), managers provide directives that the subordinates should follow at all times. Notably, the act of supervising helps managers to make decisions that improve the quality of projects and make the necessary rectifications on time. Managers expect the subordinates to follow their directives and deliver the project according to the guidelines provided by the leaders. The act of ensuring that employees follow a set of directives is different from the perspective of leaders who challenge their teams to explore different ways of accomplishing a task.
Delegation of Duties and Decision-Making
To undertake their obligations successfully, managers usually delegate duties to their subordinates. Upon receiving tasks, managers delegate them to skilled employees who then handle them and provide regular reports. Styron and Styron (2017), elucidate that the act of delegation is unique from that practiced by leaders because instead of delegating to empower, managers assign duties intending to accomplish a particular task on time. Moreover, when managers delegate duties, they spent more time in the offices receiving reports and updates from the employees. The implication of the delegation role practiced by managers is the need to have a team of subordinates who understand their responsibilities because that act of guidance witnessed by a leader is deficient among managers.
Just like leaders, managers need to make decisions from time to time concerning a particular project. Upon receiving updates and reports from their subordinates, managers then make their conclusions and decisions on whether the projects need to continue, undergo some rectifications, or if the organization should terminate them. These decisions require expertise in decision-making because they determine the progress of an organization. Balon (2014) claims that a poor decision made by a manager can lead to a decline in the performance of a company, whereas an excellent decision helps the enterprise succeed. Therefore, decision-making is an important role, which all managers should have and practice effectively. It is worthwhile to explain that in a managerial position, decisions are regularly made. At times, decisions require critical thinking and some scale of urgency. Issues that touch on ethical areas and budget of an organization place managers in complex positions where they have to make correct decisions within a short time and after a process of critical thinking.
Application of Leadership and Management Roles in Organisations
While leadership and management roles are distinct and often practiced by different individuals, there are scenarios when organizations need a combination of their roles. The rising competition experienced by organizations in the modern world compels individuals in the management to adopt a combination of leadership and management roles. Remarkably, while the two concepts are different and often contrast each other, they have a close connection. Companies cannot succeed if they utilize one concept in the absence of another. For instance, if an organization utilizes management and excludes leadership, employees may not get the necessary drive to deliver the best. Randall (2016) alludes that motivation and encouragement are some of the leadership roles that are useful in an organization. These roles help companies to have a workforce that delivers the best about quality and client satisfaction.
Situations/Instances where Leadership and Management Roles Apply
Some of the instances where the two roles are required comprise the process of service delivery or production of goods. To successfully develop products or deliver services that match client expectations, enterprises need to combine roles linked to leadership and management. In the aforementioned context, leadership roles like motivation and innovation play an instrumental role in the development of products that match the trends in the market. On the other hand, management roles that comprise supervision, planning, and delegation facilitate the timely delivery of these services or products so that they enter the market at the right time (Raducan & Raducan 2014). Notably, a combination of leadership and management roles is important because it has facilitated the progress of several companies in modern societies (Balon 2014). The success witnessed in several organizations that have applied leadership and management roles is a factor that substantiates the importance of using the two concepts together especially in the light of the increasing competition.
Application of Leadership and Management Roles and Leadership Theories in Fast Fashion Retail Store
In fast fashion retail stores, leadership and management roles are instrumental in ensuring that the stores meet client demands. Fundamentally, the fast fashion industry is dynamic and vulnerable to technological advancements. The implication of the vulnerability demonstrated by the fast fashion industry is unpredictable consumer shifts, which call for continuous research. As such, roles such as creativity, motivation, and organized supervision executed by managers and leaders have a practical position in the fast fashion industry. To match client demands, fast fashion companies should always adopt a combination of management and leadership strategies so that the products that they deliver is similar to what competing firms offer to potential clients in the market. To understand the importance of the combination in the fast fashion industry clearly, there is a need to study the various theories of leadership, which comprise contingency, situational leadership, and systems leadership. The relevance of studying leadership theories takes effect because modern leaders and managers apply them in their daily engagements.
Fundamentally, leadership and management roles play a pivotal role in improving the rate of traffic witnessed in fast fashion retail stores. Large companies such as Zara, H&M, The Gap, and Cheil Industries apply a combination of leadership and management skills to drive innovation and improve product quality in their enterprises (Olanubi 2017). It is important to explain that leadership roles such as motivation and innovation combined with managerial functions like planning and effective coordination are vital ingredients that increase the level of purchases placed by clients. Notably, there are several strategies that companies can apply to address low traffic witnessed during off-peak seasons or when the weather is bad. LS Retail (2016) outlines three strategies that spark traffic in fast fashion retail stores. Online interaction with potential clients, the introduction of special events and discounts, and the use of appealing and eye-catching displays are the three strategies outlined by LS Retail (2016).
When a fast fashion retail store employs a superb online platform, it will be better placed to understand consumer dynamics and convert them into finished products. Moreover, the introduction of events such as performances by popular artists can play a role in attracting clients especially during off peaks or times of bad weather when traffic is low. Another important strategy that can increase turnout is ensuring that the products have an eye-catching arrangement. LS Retail (2016) explains that clients who may be reluctant to visit the store and check the product brands may eventually enter if the products are arranged appealingly. Therefore, the application of the three strategies is very important in improving the rate of traffic even during instances of bad weather or off-peak seasons.
Application of Leadership and Management Theories
Contingency, Situational, and Systems Theories of Leadership
Pioneered by Fred Fiedler, contingency theory emerged in the late 1950s to address issues relating to leadership and management in organizations. The theory explains that individuals do not have a definite method of leadership but instead, the type of management relies on the context of performance (Nawaz & Khan 2016). In theory, three major issues make up the context within which leaders define the right style of management. The three issues comprise personal relationships, working environment, and the nature of appreciation and reprimand accorded to employees. Therefore, the theory explains that leaders need to decipher the state of these factors and employ the right type of leadership, which fits the context. In the case of a fast-fashion store, the theory of contingency is useful because it enables leaders to examine the workplace and apply the best style. Moreover, in cases where the working environment and employee relationship is poor, leaders will utilize the provisions of the theory to ensure that the relationship improves so that the process of service delivery augments.
Situational leadership theory is another important model used by leaders in companies, which include fast fashion retail stores. According to the provisions of the theory, leaders should align their characters with the levels of their employees. Some of the styles provided by the theory as useful in the context of situational leadership include directive and supportive. Nawaz and Khan (2016) explain that the situational theory has provisions that compel leaders to either support their employees or direct them to do certain tasks. By aligning their characters, leaders assess the maturity, expertise, and psychological preparedness of their teams before exercising the styles outlined by the theory. To ensure that the designs offered by the fast fashion stores are up to the required standards, leaders need to either direct, support, or delegate duties to their employees after examining their abilities and scales of maturity, something that confirms the relevance of situational theory.
Unlike contingency and situational leadership theories, systems leadership theory is holistic and envisions the development of individuals and organizations. According to Kotter and Cohen (2014), systemic leaders look at management from a perspective where development focuses on organizations and the workforce. Therefore, in the application of the style, leaders embark on the development of individuals and improvement of the organization so that the working environment facilitates the delivery of high-end products. In a fast-fashion store, the theory can be practical in amplifying the quality of products delivered. Since the theory leads to a workforce that has the right set of expertise and an organization that has the requisite resources, the overall process of delivery become swift, efficient, and exceptional.
Advantages and Disadvantages of Contingency, Situational, and System Theories of Leadership
Contingency Theory
Fundamentally, some of the advantages associated with contingency theory include flexibility, credibility, and easy application. The provisions contained in theory are not only easily applicable but are also suited to a wide range of situations implying that leaders can adjust the theory to match the demands advanced by several organizations. Moreover, the theory has its base on research that utilized the least preferred co-worker (LPC) scale. The scale improves the understanding of the nature of the relationship held by employees in an enterprise. Using the scale, the theory helps leaders understand how to implement the style.
On the contrary, the disadvantages that affect the quality of the theory include its inability to address complexities presented by teams that are not subjects of close supervision and the straitjacket nature of the LPC scale. Chuang, Jackson, and Jiang (2016) elucidate that the effectiveness of contingency theory is high when applied in areas where leaders can closely monitor their employees. However, in teams that operate in different contexts, the theory may not provide reliable results. Moreover, the absence of a room in the LPC scale implies that employees cannot provide data outside the provided range. The implication of the limited nature of the scale is subjectivity, which hampers the quality of information collected in an organization.
Situational Leadership Theory
The merits of the situational leadership theory center on easy application and flexibility. The theory is easy to apply especially when an individual has the knowledge concerning its provisions. With the knowledge of the theory, leaders can adopt a style that suits the context under review. For instance, if leaders notice that the employees do not have the required skills to perform a particular task, they can apply a supportive style as they roll out training programs for them. The easy to use the benefit of the theory has a close relationship with flexibility, which is another benefit linked to the theory. Unlike other theories that limit the choices held by a leader, the situational theory refers to the spectrum that gives room for assessment and selection of the right style to use in any context.
Conversely, the demerits associated with the theory comprise limited coverage of gender disparities and cultural diversities. Currently, women have become involved in leadership roles, a development that challenges the applicability of the theory. It is important to explain that unlike men, women have unique behaviors that determine their styles of leadership. As such, theories like situational and contingency that only cover situational issues are not effective when handling organizations led by women (Chuang, Jackson & Jiang 2016). Additionally, the theory does not help in addressing challenges, which take place when there is a cultural clash in a company. Just like in the case of gender disparities, the situational focus proposed by the theory renders it incapable of addressing cultural issues.
Systems Leadership Theory
High adaptation and amplified flexibility are some of the major advantages associated with systems theory. Since the theory looks at individual and organizational goals, its level of adaptability is high compared to the other leadership theories. According to Nawaz and Khan (2016), the spectrum envisioned by the theory is high and enables it to address some issues that affect organizations. Moreover, the level of flexibility in systems theory is high making it useful for several organizations. Since the theory encompasses organizational and individual development goals, it is important for leaders because it enables them to handle a wide array of issues that affect modern companies.
The demerits of the theory include a slow process of decision-making and an undefined relationship between organizational and individual development. Due to the need to incorporate individual and organizational development objectivities, the process of making decisions is slow, rendering the theory inefficient particularly in cases of emergencies. According to the claim outlined by Chuang, Jackson, and Jiang (2016), the link between the development of individuals and organizations as dictated by the theory is not well detailed.
Conclusion
While leadership and management appear similar, they are different and have unique styles of implementation. Consequently, the roles outlined by both concepts play a pivotal role in improving the nature of service and product delivery in organizations. To boost an understanding of the importance of leadership and management, there is a need to study various theories of leadership. Contingency, systems leadership, and situational leadership are useful in comprehending the importance of management and leadership in enterprises.
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