Drawing from either transactional or transformational leadership Essay

Drawing from either transactional or transformational leadership theories, critically reflect on the main differences between a - Essay Example He divides a manager’s duty into five primary functions that are planning, organising, commanding, coordinating and controlling, which in the 1900s, commanding was an accurate description of the relationship between a manager and the subordinates. On a practical perspective, managerial decisions form complex decision functions and especially when leading is one of them as it is such a complex matter. Managers as well as leaders have to take into considerations some important aspects that include goals/outcomes that need to be accomplished. The goals to be met need to be included in order to meet the challenges and gain full advantage of opportunities as well as set the stage for consideration of approaches to situations. Communication with internal and external stakeholders should be effective to prepare way for other people to become involved and for effective responses to questions that may follow. Ensuring the participation of those who can and should contribute to decision s and plans is a key component as well as the highest competence in all the activities being carried out. It is also expected that the shareholders and staff members as well as others feel satisfied with decisions and hence achieve the highest levels of cooperation and coordination. Norms are important in an organisation as they affect ethics and diversity. Finally the need for performance reviews cannot be left behind as they are a significant factor in the evaluation of critical decisions. Discussion on management and leadership Godfrey (1994, p.58) asserts that it is human nature to wish to sojourn comfortably in an adequately feathered nest but the world is restless and change is imperative. The skilled manager will accept this and, against all the inertia, work to cope with and to improve all that lies before him and he must accept that â€Å"stability† may not be his – but successful survival can be. It is useful for managers occasionally to review their attitude s and experiences and this article attempts to assist that process. It is couched in general terms so as to be as widely helpful as possible, irrespective as to whether the matter in hand is as it is a truism that any action of management may be badly planned, or otherwise mishandled, almost without being noticed by anyone until it is too late. But much management activity has always been and still is inadequate in some aspect, mainly because of the decay of old-fashioned virtues – â€Å"business acumen† is one that is often in very short supply. In any management situation the agenda for operation must be set as to what is involved; what is to be done and how is it all to be improved. The good manager will realize from the outset that it may be not only staff skills, available capital, business field, market complications and so on, but also management limitations which restrict his operations – and these are in his own hands. These limitations often surface as inadequate consideration of alternatives in the market, in associations such as with third parties, in technicalities, in the financial approach and in staff deployment. A promising activity can be sunk by insufficient attention, or perhaps by traditional attitude-taking, in any of these elements – all of which betrays an unwillingness to think things through with an open mind: not trying to be continually inventive, but nevertheless being always alive to new opportunities in every