Leadership
and management play a significant role in the success of an organization and
hence it is important to note that Drucker (1955) said, the ability of any organization
to succeed, depend on how well its management perform in the future. Managers who
receive leadership and management development are guaranteed to possess the
managerial and leadership skills necessary for success (Armstrong and Taylor, 2014).
Leadership
According
to Dixon (1994), leadership defines to have a strong influence over others
that they are compelled to work together to accomplish a goal, that they may
not have taken as easily if left to their own selves. Armstrong and Taylor (2014)
describe leadership as, motivating others to put up their best effort in order
to accomplish a goal. It includes creating and sharing a future oriented
vision, inspiring individuals and winning their support.
Management
A common definition of management is “getting things done through people,” which highlights the importance of leadership in the field. However, managers are also in charge of controlling and overseeing the company, through the management of their other resources, including technology, work processes and finances (Armstrong and Taylor, 2014). Hersey and Blanchard (1998) claim that management is just leadership applied to business settings or in other words, management is a subset of the larger process of leadership.
Difference between Leadership and Management
According
to Bennis (1989), leaders concentrate on defying the rules and encouraging
effectiveness, whereas managers prioritize efficiency, adherence to the law and
embrace the status quo. Kotter (1991) states that, leaders set direction,
handle change and inspire others, whereas managers plan, budget, organize and
control. Moreover, Katz (1955) claims that management is a unidirectional
authority relationship, but leadership is a multidirectional influence
relationship.
Leadership Development
According to Bolden (2010), key elements of leadership development are personal support, reflection, practice, self-awareness and opportunities to implement learning into practice. While Burgoyne (2010) claims that the acquisition, development and utilization of leadership capability or the potential for it, comprise leadership development in the broadest sense. Participants in leadership development programs prepare for leadership positions and situations that go beyond their current experience. Burgoyne (2010) identified several leadership development activities which include;
- Work placements where one of the goals is to develop leadership capabilities.
- Education, training and development of individuals, including the methods of coaching, mentoring and more formal education.
- Soft organisation development processes, such as team building, culture change and values creating initiatives.
Management Development
The
goals of management development are to help managers perform better in their
current positions, equip them to take on more responsibility in the future and
enhance their leadership abilities (Armstrong and Taylor, 2014). Besides, Baldwin
and Patgett (1994) state that management development is a complex process by
which people learn to perform effectively in a managerial position.
Application of Leadership and Management Development in the Tea Plantation Industry
Leadership and management development programs promote innovation and technology usage to enhance productivity and allow regional plantation companies to remain competitive in the dynamic tea industry. Managers and employees are trained on modern agricultural machinery (used for tea plucking, digging etc.) which will increase yield, reduce cost of production, enhance profits and expedite decision making processes.
Figure 16 Use of advanced machinery in Tea Plantations
Source:
(Hayleys Agriculture, 2023)
In
addition, leadership and management development programs focus on implementing strict
quality control measures at every stage of tea production to ensure that Sri
Lankan tea maintains its premium status in global markets. This complex process
involves training on pest and disease management, soil health maintenance and best
factory practices in accordance to international quality standards.
For
example, Talawakelle Tea Estates PLC achieved the first HACCP Certification at Great
Western Tea Estate in 2001. In January 2006, company also achieved the first
ISO 22000 Food Safety Management Systems certification, showcasing its commitment
in quality tea manufacturing process (The World of Hayleys, 2024).
References
Armstrong, M. and Taylor,
S. (2014) Armstrong’s Handbook of Human Resource Management Practice.
13th edition. London: Kogan Page Limited.
Baldwin, T.T. and
Patgett, M.Y. (1994) Management development: a review and a commentary.
Bennis, W.G. (1989) On
Becoming a Leader. New York: Addison Wesley.
Bolden, R. (2010) Leadership,
management and organizational development.
Burgoyne, J. (2010) Crafting
a leadership and management development strategy.
Dixon, N.F. (1994) On
the Psychology of Military Incompetence. London: Pimlico.
Drucker, P. (1955) The
Practice of Management. Oxford: Heinemann.
Hayleys Agriculture,
(2023) Revolutionizing Tea Production: Hayleys Agriculture Showcases
Advanced Machinery at Meddegedara Tea Estate – June 2023. [Online] Available
from: https://www.hayleysagriculture.com/blog/revolutionizing-tea-production-hayleys-agriculture-showcases-advanced-machinery-at-meddegedara-tea-estate/
[Accessed: 11 April 2024].
Hersey, P. and Blanchard,
K.H. (1998) Management of Organizational Behaviour. Englewood Cliffs: Prentice
Hall.
Katz, R.L. (1955) Skills
of an effective administrator. Harvard Business Review.
Kotter, J.P. (1991) Power,
dependence and effective management, Boston: Harvard Business School
Publications.
Agreed. Furthermore, a leader's individualized consideration, intellectual stimulation, and inspirational motivation are essential elements in creating an open culture, fostering independent thinking, and inspiring unique perspectives whereas idealized influence refers to the role model's high integrity and ethical behavior, which helps gain the trust of subordinates and workers in the tea plantation company (Rathnayake, 2020)
ReplyDeleteYes Thanushi. Besides, Muczyk and Adler (2002) state that in order to fulfil many of the managerial responsibilities, deal with change, and communicate with a wide range of stakeholders on behalf of their companies, leaders must possess high levels of energy and adaptability.
DeleteAbsolutely, the differentiation between leadership and management is succinctly articulated by various scholars. Bennis highlights how leaders prioritize effectiveness over adherence to rules (Bennis, 1989). Similarly, Kotter emphasizes the role of leaders in setting direction and inspiring change (Kotter, 1991). Katz further distinguishes between management's unidirectional authority and leadership's multidirectional influence (Katz, 1955). These perspectives collectively underscore the nuanced differences between the two roles.
ReplyDeleteExactly Damith. Gomez (2023) explains that leadership is all about vision and motivation. The long term success of an organisation is primarily dependent on its leaders, while managers are excellent at organising, planning and managing resources in order to guarantee that tasks are finished on schedule and within budget.
DeleteAgreed moreover to an extend of research on leadership theories conducted in the 1980s, culture offers a framework or logic for understanding the actions of leaders (Dorfman,
ReplyDeleteHanges & Brodbeck, 2006).
Bennis and Burt (1985) claim that the leader must behave as a master, a good strategist, organising and directing each employee to work together to achieve goals. The new leader is the one who inspires people to take action, transform followers into leaders and may transform leaders into agents of change.
Delete