MASTERS IN INSTITUTIONAL MANAGEMENT AND LEADERSHIP (MIML 12)

. Coursework for Organisational Leadership and Management module (Code

MIML7111)

Understanding Leadership, Management and Organisation behaviour

While organizational leadership sets the goals and strategies for achieving
organizational success and organizational management establishes the
“how”—the processes and structures for executing the strategy,
organizational behaviour deals with a different “how”—how the individual
workers, teams and, in turn, the entire organization functions as a whole
and how that impacts performance and success.

Required:

As a student of Institutional Management and Leadership,

a) Critically examine the meaning of each of the three terminologies -

Leadership, Management and Organisation behaviour - with clear
illustrations. Your explanations should tease out any conflictual views
relating to these three terminologies/concepts

b) Demonstrate your understanding of “how organisational culture

influences leadership and management behaviour”. In your discussion
ensure that you ably elaborate the meaning of key concepts as well as
types of culture experienced in many organisations.

NAME : AYEBARE EUNICE

MODULE : 1 [Organisational Leadership and Management.]
REG NO : KLA23-601-04-03-04261
FACILITATOR : DR. KYOHAIRWE STELLA
Leadership is an action that focuses mainly on the action of inspiring people. Coming
up with a vision and plan of where and what you need people to achieve. There are
different ways of understanding leadership and practicing it as it crosses through to
even the different areas of life. Leadership as a term is an ability or capacity to
influence people and inspire them to follow a particular path and to consensually join
an understanding and interest to achieve a particular set goal. Its an act of controlling
and providing a sense of direction to people. Leadership is all about determination,
personality and the innate ability at the right time for a particular competitive
situation. (Laurie J. Mullins, n.d.)Leadership is an act of exerting influence on people
with a goal. In institutions leadership is the setting up and providing the nature of the
organisation. It entails the set up of the goal, mission and vision of the institution and
set up of strategic plans and ways of achieving more and fulfilling your goal.
Leadership is a subtle process of mutual influence fusing thought, feeling, and action
producing cooperative effort in the service of purposes embraced by both leader and
the led. (Bolman & Deal, n.d.-a)

Some schools of thought may argue that leadership is a natural born gift and a leader
is born with particular character traits that make them stand out like the great man
school of thought, (Leadership | Enhanced Reader, n.d.) Borgatta, E. F., Bales, R. F., &
Couch, A. S. (1963} however different studies have come been made that have proved
to show that leadership in as much as can be naturally inherent, many factors come in
to create good leadership, the concept of leadership can be trained, tamed and also
nourished to make it good leadership and also different things like situations,
environment economy, political environment play a vital role in the type of leadership
in conjunction with personal traits. Leadership as an action deals with great levels of
authority and also responsibility as it is mainly concerned with policy formulation and
formulation of rules and regulation that the institution follows.
(Bolman & Deal, n.d.-a)

Management is a continuous act, an executing function that occurs every day that
coordinates and directs individuals or resources to achieve the institutions goals with
effectiveness and efficiency. It’s an action of that is only rewarded and appreciated
through others work and proper management and coordination of resources can be
seen and appreciated only when employees, resources, and systems are governed and
well allocated with in the institution. The action of management contains the
consistent act of planning strategically, organizing of resources, deploying of human
and financial assets, mand setting objectives and indicators for measuring results in
the institution.

It can be simplified and understood as an act of getting things done with and through
others to achieve the institutional goal. As an action it involves the creation of
processes and structures to execute actions, it involves leadership, allocation of
resources, operationalizing actions and giving different functions to individuals in the
institution. It involves actions like planning for the effective and efficient execution of
the organization goals, organizing of resources that are necessary to use in the
institution for the achievement of the goals, supervising people and actions , talking
to people while advising and guiding them, Direction of work and instruction of
people to do actions of the institution,, controlling of actions people and flow of work
in the organization, reporting by giving feedback and reporting to the boss, budgeting
for the resources and providing a clear system, staffing of the right people to do the
tasks in the institution, and coordinating of all the functions of the institution to create
a sync and system that runs the whole institution. Management is both a discipline and
also action that is ever happening. according to laurie J. mullins , management can be
assessed as an art where it looks at the fact it engages people while letting people
involve different skills which are both in the employees and also the manager. This
becomes an art in a way that these skills are natural and also attained out of
experience but not necessarily calculated. Laurie still exposes management as a
science as it is structured with detailed formulations and systems and also that
management as a concept has been researched about and studied providing different
schools of thought that are currently directing the action of management.
(Laurie J. Mullins n.d.)

Effective management requires a combination of technical skills, such as financial

analysis or project management, interpersonal skills, such as leadership and
communication, and conceptual skills, such as strategic thinking and problem-solving.
Managers also need to possess ethical and moral values to make responsible decisions
that benefit both the organization and its stakeholders.
Management is often times used and confused with leadership as to be one concept
how ever these are different concepts that have different roles. Leadership is more
concerned with policy implementation and formulation of rules and regulations than
with implementation hence it is possible to be leader but this does not mean you are a
good manager, in fact good leadership strategy and model is not guarantee for good
management. Implementation of these policies and rules is the key point to remember
on the contrary management as a job give you a task of being able to lead as you deal
with people since it deals with directing. It is key to know that a manager needs to
learn how to lead and it is key to be able to manage well. It not guarantees however
that a good manager is a good leader

Organizational Behaviour is concerned mainly with employment related matters such

as job, work, leaves, turnover, productivity, human performance and management.
Organisational behaviour includes the core topics of motivation, leader behaviour and
power, interpersonal communication, group and team structure and process, learning
attitude, perception and attitude, conflicts. Organisational Behaviour is also an applied
concept applying the knowledge gained about individuals, groups and the effect of
structure on behaviour towards the making organizations work more effectively. It is
concerned with the study of what people do in an organization and how that behaviour
affects the performance of the organization.

Organisation culture; Organizational culture refers to a system of shared meaning held

by members that distinguishes the organization from other organizations.

It is key to accept that the concept of organisation culture is wide and also strangely
different in different institutions. Organizational culture looks at the set of values,
beliefs, attitudes, systems, and rules that outline and influence employee behaviour
within an organisation. It is consistent and authentic behaviours in an organisation.
(Cameron & Quinn, n.d.)
Culture is the result of a complex group learning process
that is only partially influenced by leader behaviour. One key concept in
understanding the influence of organizational culture on leadership and management
behaviour is the concept of "fit." Fit is the alignment between an individual's values,
beliefs, and behaviours with those of the organization. When leaders and managers
share similar values and beliefs with the organizational culture, they are more likely to
exhibit behaviours that are consistent with that culture. On the other hand, when there
is a lack of fit between an individual and the organizational culture, it can lead to
conflicts and challenges in leadership and management. Culture as a concept is thus an
abstraction but its behavioural and attitudinal consequences are very concrete indeed.
(Bolden et al., 2003)

Managers are then tasked with responsibility of understanding the organisational

culture, making it comfortable and relatable and yet also adjusting t where necessary
to fit the different occurring situations at work place. There are various types of
cultures that can be experienced in organizations. One cited framework for
understanding organizational culture is the Competing Values Framework (CVF),
developed by Cameron and Quinn. (Cameron & Quinn, n.d.) The CVF identifies four
types of culture which include the Clan Culture, adhocracy Culture, Market Culture,
Hierarchy Culture.

The influence of organizational culture on leadership and management behaviour can

be seen in various ways. Firstly, it shapes the leadership style adopted by leaders and
managers. in a clan culture, leaders may adopt a more participative and democratic
leadership style that encourages employee involvement in decision-making.
(Schein, n.d.-a)

organizational culture influences the communication patterns within an organization

and affects the decision-making processes within an organization. (Schein, n.d.-b)

In conclusion, organizational culture has a significant impact on leadership and

management behaviour within an organization. (Bolman & Deal, n.d.-b) The concept
of fit between individuals and the organizational culture, as well as the influence of
organizational climate, play important roles in shaping behaviour. Understanding the
different types of cultures experienced in organizations, such as clan, adhocracy,
market, and hierarchy cultures, provides insights into how leadership and management
behaviour is influenced. By recognizing and aligning with the prevailing culture,
leaders and managers can effectively navigate the complexities of organizational
dynamics and promote a positive work environment.
 References

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Borgatta, E. F., Bales, R. F., & Couch, A. S. (1963). Some Findings Relevant to the
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Cameron, K. S., & Quinn, R. E. (n.d.). Diagnosing and Changing Organizational Culture
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