Management And Its Activities Assignment Sample

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Introduction Of Management And Its Activities Assignment

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Two Theories of leadership and how it can lead to improvement in leadership style

Contingency Theory:

According to the theory of contingency leadership, a party's performance is indicated by the leadership that is suitable for the particular predicament. According to this hypothesis, individuals can be competent leaders in some circumstances but ineffective commanding officers in others (Safari, and Saleh, 2020). A person can classify their own leadership style by analyzing the situation that requires leadership and examining the appropriate leader. It enhances the method of the style of leadership by assisting in the analysis of dependent and independent variables for the purpose of achieving a productive workplace. According to the contingency strategy for management, there is no one best strategy for managing. Contingent circumstances are those that arise immediately. An organization's preparation, establishing, foremost, and monitoring must be tailored to the circumstances under which it operates. Despite some differences, all contingency management models have one thing in common: leadership. There is a huge involvement of the people in different or contingent situations that is beneficial and effective for the development of the leadership theory. Every leader responds differently to a diversity of influences at work, depending on their leadership style. Project scope, team size, resources, and deadlines are just some of the factors that can affect a leader's effectiveness (Sunder and Prashar, 2020). It is inevitable that leaders will face certain challenges and must acknowledge that how well they do depends in part on their circumstances. This is based on the contingency theory.

Using contingency theory, we can achieve an effective working environment because it analyzes independent and dependent variables. An organization's success can be improved by improving its employee work environment. Leaders' effectiveness is determined by two factors: their task or relationship incentives and the situation they are in. The contingency theory mainly leads to making an improvement in the leadership style which works mainly with the enhancement in the actions and motivates people for doing a better job. The work of the leader is based on the favorable situation that plays a very important role to develop the best scenario at the workplace (Abba, Yahaya, and Suleiman, 2018). It also improves the leadership style for the purpose of doing great work in the situation and considering it as the best way to deliver performance. However, it is essential to delegate the tasks to the right member for the improvement in activities that highly differs the performance. The contingency model is based on the principle that there is no immovable approach to solving a problem. Every organization has different requirements. In situations where leaders must be flexible and adapt to their team's maturity level, they modify their leadership style accordingly. Getting the job done requires them to change their approach. It enhances the level of confidence among the employees and leaders plays an essential role in the success of the business. Further, the contingency approach makes improvement in leadership skills and make changes for employees according to the requirement of business (Romero-Silva, Santos, and Hurtado, 2018).

Transformational Leadership Theory

By empowering supporters and supporting the purposes and aims of the individual followers, the leader, the larger group, and the organization, transformational leaders help followers grow and develop into leaders. Those who lead a transformational inspire employees to work beyond mandated prospects to accomplish a communal apparition, whereas those who lead a transactional focus more on extrinsic incentives for exact job objectives. Leadership that demonstrates transformational qualities enhances employee motivation and creates optimistic emotional conditions (Siangchokyoo, Klinger, and Campion, 2020). Performance at work is improved by employees with increased intrinsic motivation. As a result, they should be able to perform their work efficiently and be responsive. With the help of transformational theory, it allows the workers to feel connected and they make bonds very easily with other people so that they are close to the company. However, transformational leaders encourage by maximizing the process of self-efficacy among the followers through an appropriate facility within the group members (Asbari, Santoso, and Prasetya, 2020). The most effective transformational leaders know how to build cultures, stimulate employees' minds, model positive behaviors, and hold employees accountable for high performance. Subordinates are more likely to be involved in the work of transformational leaders. A higher level of involvement leads to greater efficiency and satisfaction, which results in a higher level of management and administrative presentation. There is a positive correlation between transformational leadership and a range of organizational outcomes.

According to the study, transformational leadership theory strongly predicts rational and reliant on choice-making styles, while instinctive and unprompted decision-making styles did not show any relations (Andriani, Kesumawati, and Kristiawan, 2018). The advancement evidenced by the presence, quest, and set of beliefs to participants is the fundamental basis of transformational leadership. Because one‘s eyesight is so convincing, one knows exactly what one wants from every interaction. Transformational leaders lead by providing purpose and challenge to their adherents. They work tirelessly and optimistically to nurture a spirit of cooperation and dedication. They presume that a ruler can only have maximum penetration if he practices what he espouses. Leaders are role models for followers to mimic. Through their actions, such representatives only ever earn the respect and confidence of their followers. They usually prioritize their subordinates' requirements instead of their own, forego private gains for each other, and exhibit high standards of conduct. Such officials' use of strength is intended to persuade them to work toward the firm's similar objectives. Leaders act as mentors to their adherents and recognize and reward others for their own innovative thinking and creativity. The believers are viewed unequally based on their knowledge and skills (Asbari, 2020). They are given the authority to make judgments and are frequently given adequate support to carry them out. Such leaders' supporters exhibit a high degree of job satisfaction and work engagement, as well as engaging in citizenship behaviors. With such a dedicated workforce, it will undoubtedly be beneficial to think about making an effort toward novel techniques of organizational transformation through the leadership.


Abba, M., Yahaya, L. and Suleiman, N., 2018. Explored and critique of contingency theory for management accounting research. Journal of Accounting and Financial Management ISSN, 4(5), p.2018.

Andriani, S., Kesumawati, N. and Kristiawan, M., 2018. The influence of the transformational leadership and work motivation on teachers performance. International Journal of Scientific & Technology Research, 7(7), pp.19-29.

Asbari, M., 2020. Is Transformational Leadership Suitable for Future Organizational Needs?. International Journal of Social, Policy and Law, 1(1), pp.51-55.

Asbari, M., Santoso, P.B. and Prasetya, A.B., 2020. Elitical And Antidemocratic Transformational Leadership Critics: Is It Still Relevant?(A Literature Study). INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW, 1(1), pp.12-16.

Romero-Silva, R., Santos, J. and Hurtado, M., 2018. A note on defining organisational systems for contingency theory in OM. Production Planning & Control29(16), pp.1343-1348.

Safari, A. and Saleh, A.S., 2020. Key determinants of SMEs’ export performance: a resource-based view and contingency theory approach using potential mediators. Journal of Business & Industrial Marketing.

Siangchokyoo, N., Klinger, R.L. and Campion, E.D., 2020. Follower transformation as the linchpin of transformational leadership theory: A systematic review and future research agenda. The Leadership Quarterly, 31(1), p.101341.

Sunder M, V. and Prashar, A., 2020. Empirical examination of critical failure factors of continuous improvement deployments: stage-wise results and a contingency theory perspective. International Journal of Production Research, 58(16), pp.4894-4915.

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