This article provides an overview of leadership and management and the role in decision-making process

1. Running head: MANAGEMENT AND LEADERSHIP 1
Overview of Management, Leadership, and Decision-making
By
Owiti Silas Osulah
(BSc. Mathematics, Monitoring and Evaluation)
©2018
silasowitiy@gmail.com

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Table of Contents
Leadership, Management, and Supervision........................................................................ 2
Principles of Leadership ..................................................................................................... 4
Leadership Styles................................................................................................................ 5
The Personality Style ...................................................................................................... 6
Transformational Style.................................................................................................... 6
Transactional Style.......................................................................................................... 7
Leadership Traits ................................................................................................................ 8
Effective Decision-Making................................................................................................. 9
Employee Performance and Motivation ............................................................................. 9
Conclusion ........................................................................................................................ 11
References......................................................................................................................... 12
Leadership, Management, and Supervision
Leadership is the capacity to impact followers and supporters on attaining a common goal
and objective through shared determinations. A leader is one capable of creating an impact on a
group of people to realize goals and purpose. Those under the influence of a leader are called
followers (Schroeder & Lombardo, 2013). When talking about leadership parties should
understand the meaning of a common goal. Standard meaning refers to an anticipated future or
ends circumstances of the organization. A common aim aids leaders and followers familiarize
themselves in a similar direction. However, it is not acceptable to associate shared purpose to a

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common objective. Shared tenacities speak more about how a leader and followers are destined
to common goals. An active leader is one who does all that necessary to grasp a common goal or
achieve surprising results. Effective leadership, if all parameters are objectively structured, is the
core of success and effectiveness in an organization.
Management entails the identification of the organization's missions, visions, aims,
objectives, procedures, and rules. Management activities manipulate the human capital to build
success and sustainability of an enterprise. The efficient management environment implies that
the human motivation, successful progress, and system outcomes are conspicuous (Schroeder &
Lombardo, 2013). It should be noted that management could occur in a legal or illegal
framework; however, it does not manipulate mechanism instead it exercises and implement the
factors of the mechanism. Since management involves the improvement of relations and lives, it
should not be considered as the institution's affair. Management is a multifaceted phenomenon
that can be widely applied to achieve the desired goals. The components of management are
communication, the humans, and the endeavors of the organization. The undertakings of the
organization are outlined in the plans, economic measurements, motivational strategies, and the
goals. Management processes incorporate the measuring of quantity and quality, adjustments of
plans, and meeting the goals. The functions of management include aspects such as forecasting,
planning, organizing, commanding, coordinating, and controlling.
Supervision in an organization means the processes for delivering instruction and
guidance and undertaking monitoring and observation of the employees while performing their
respective duties. Supervision ensures continuity in issuing an instruction. Through the
supervisors, all the instructions are communicated to the employee. Supervision ensures the
control of the organization and the matching of outcomes to plans. Whenever the employees are

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under constant supervision, deviation from plan is immediately detected and corrective measure
employed. When supervisors are engaged in the activities of the organization, resources will be
optimally utilized. Workers, who are monitored continuously, always use the resources in a
manner that reduces wastage. Besides, supervision guarantees discipline within the organization.
Under the guidance of a supervisor, the employees will follow a fixed schedule and execute the
plans in the right manner. Moreover, the supervisors are directly involved with the assistance and
are the best persons to give feedbacks. The reports regarding the work of every worker used in
appraisals trace back to supervisory activities. The feedback includes information such as
complaints, grievances, and problems of employees. Supervisors issue orders to all the workers
and make sure that they are clear, linking the communication gap between the superiors and
juniors. Best supervisory practices will improve motivation. A healthy relationship with the
supervisor improves the motivation level of the employees encouraging them to perform to their
capacity.
Principles of Leadership
Leadership is bound to some repetitive guidelines and norms. Effective leaders should
understand the principles guiding leadership. Leadership involves taking responsibility for
making decisions, bringing change, and empowering people to discover and use their potential.
Leadership entails setting examples. Excellence in orientation is prodigious to stimulate
development (Burns, 1978). Leaders should not only inform members what to do but also, show
by example. During complicates situations, leaders should step out with confidence and
determination. Leaders should make impacts apart from the setting of goals. They should go
beyond useful achievements. Leadership should make a positive change.

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Besides, leadership calls for a clear vision. Leaders should devote their efforts and time to
the apprehension of the vision. Vision is inspired organizations to take action and forge forward.
Leaders should inspire every member of the team with that vision. Depending on circumstances,
leaders should embrace flexibility in tasks and communication. Flexibility is a compelling trait
that helps one's decisions to be based on the value system. Leading involves communication,
influence, and engagements and therefore, leaders should prioritize the people. Moreover, it
recognizes that mistakes are proof that something is being done. Effective leaders admit mistakes
and gives room for learning (Schroeder & Lombardo, 2013). Leadership will be sufficient if
teamwork and unity are upheld. Embracing teams and devoting one's energy guarantee
achievements. Satisfaction should be short-term because ambitions are useless without
improvements.
Leadership Styles
Scholars have explained many leadership theories over the years. The methods are
analyzed based on the studies carried out. Depending on the circumstance, methods of
implementation, and parties involved principles of management are defined. Management grid
polished the Leadership Grid that acknowledged different types of administrative leadership
grounded in apprehension for invention and people. Consider team management in leadership
they found that it might be difficult to implement in some working circumstances. Fred Fiedler
(1996) established a "contingency or situational theory of leadership." He hypothesizes that there
exist three significant situations perceived to impact leaders' performance. He noted that leaders
to members relationships, tasks, and power influence effectiveness in leadership.
The "path-goal theory" (House, 1971) proposes that most prosperous leaders increase
subsidiary inspiration by projecting, and, or illuminating methods to scaled outcomes. House

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(1971) argues that the "path-goal theory" is the foundation of effective leadership. Hersey and
Blanchard (1996) acknowledged a realistic approach for evaluating the effectiveness of
leadership. They highlighted that a leader possesses task and associative characteristics and that
his/her effectiveness as a leader is contingent on how he/she leads and interconnects with the
situation. The theory based on personality offers a broad context for leaders. Personality is an
amalgamation of the mental, the physical, the social, and the emotional individualities and
character. Trait theory, on the other hand, is established by the qualities of the forerunner.
The Personality Style
The style allows organizations and institutions to design a leadership scheme based on
personality and characteristics. The personal attributes are linked to leadership effectiveness.
Each employee in the institution is recognized for his or her characteristics. The team leaders are
expected to build their awareness and consciousness of colleagues. Each team leader is tasked
with learning adjustments of their style to house the followers. "The Big Five personality
dimensions" (Burns, 1978) is the driving force of leadership undertakings. All leaders are
expected to watch the extent to which they are outgoing, social, talkative and the way they
express emotions. For example, leaders are expected to show trust, understanding, compassion,
cooperation, and affection. Moreover, for one to become a leader, he/she is tested to determine
whether he/she is considerate, goal-oriented, organized, and attentive to specifics. The leaders
are expected to strive and stabilize their emotions and moods. Besides, leaders are called to share
their imaginative and insightful power and their curiosity.
Transformational Style
A transforming leader should have "a relationship of mutual stimulation and elevation
that converts followers into leaders" (Burns, 1978). Transformational leadership arises when

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individuals engage. As leaders and follower interrelate, they build each member to high levels of
enthusiasm and standards. Transformational style of leadership is enhanced through proposed
mechanisms that shape, alter, and elevate the motives, ideas, and goals. Through the set policies,
followers achieve essential transformation in the progression. The style acknowledges the
existence of an extraordinary strength entangled in modifying leadership principle. For example,
to convert leaders into people who uphold moral, desire to achieve, and values, the style advises
the leaders to share free information with members (Schroeder & Lombardo, 2013). The self-
interest of members is deemed paramount and transformed into real dreams. Leaders undertake
activities that can increase followers' confidence. Elevated followers' expectations and
heightening the value of the leadership create outcomes for the follower. Moreover, leaders
encourage behavioral change and motivate others to higher levels of individual accomplishment.
Transactional Style
Transactional leadership involves planning, scheduling, controlling, and work together
with the followers on complicated duties. Without transactional leaders, neither assistance nor
organizational goals would be implemented. Transactional leadership pursues to maintain
solidity. The style focuses on maintenance of steady and quality routine from members to attain
organizational goals and objectives (Bryant, 2003). Using rewards, supports, and structure, the
leaders encourage effort and reliability. Workers who do their best are rewarded, and through
reward withholding, those who did not deliver are reproved. The Institution's Management
motivates their subordinates to achieve group and administrative goals. The power rests on the
employees' and leaders to make sure that they have control over the desired outcomes. For
example, a faculty leader must decide how the goals are to be achieved in his department. The
style recognizes high-performing subordinates or those achieving their goals by giving rewards.

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The programs for encouraging and motivating the staff increase the beliefs in their capacity to
achieving set goals and performance. Through positive attitude and aggressiveness expected
outcomes are reached. The leaders, besides, identifies efforts and work done by subordinates. If
the work is done is standard and appealing, then appropriate recommendations are made for
promotions.
Leadership Traits
Efficient team leadership is cultivated upon grasping a wide assortment of skill. The
skills range from implementation, policies making and establishing procedures. The expertise
should be used to motivate staff to achieve high criterions. Besides the tangible advantages,
working as a team points to great contentment. The pleasure derived will correlate with positive
structural results. An active and productive leader will always be willing to work with others in
groups and agreements to make mediation that is more momentous. The leader believes that no
party can be able to make it alone unless they work as a team. The frontrunner can picture a
range of opportunities ahead of the current phase of development (Burns, 1978). Effective
leaders will have a great sagacity of timing; they are patient and willing to wait until the time is
right to make a significant interpolation to strike and achieve decisively. He/she is always alert
and prepared to seize a prospect. The leader invests in time developing people, their capability
and for the future of the organization. Besides, he/she will manage the current needs of the
institution. Best leaders believe in pragmatic leadership leading all the departmental heads to
strategize developments that lead to tactics. The tactics developed and outlined, will eventually
incorporate the vision, mission, and objectives for the success of the organization. The strategies
the leader uses are based on a convincing appraisal of the situation utilizing available resources
and the opportunities that exist to maximize outputs and realize goals.

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Effective Decision-Making
Effective decision-making is a vital tool for organizations to step outside normal patterns
of thinking, make innovative solutions, and generate significant ideas. Leaders should consider
brainstorming as a method of generating ideas. People outside the organization might influence
or be affected by decisions made in an organization. Leaders should learn how to make effective
decisions. When leaders are making decisions, they need to have enough information to avoid
biases. The leaders should take some time to gather the necessary data to inform their decision
but avoid conflicting information. When avoiding analysis parallelism, the parties involved
should decide the information that is important and set timescale for decision-making. It is worth
to know the views of other people. Decisions involve prospect of change, and people find it
difficult (Schroeder & Lombardo, 2013). Therefore, leaders should have in mind that the
complexity of finding a solution increases with increase in the number of people involved. When
making a decision, leaders should understand the problem, the causes, and expected impacts if
interventions are not employed. Understanding the problem ensures a higher probability of
finding the solutions. Creating a list of possible solutions will enable the leader to have the most
appropriate and effective solution (Bryant, 2003). Once the leader contends with the selection of
realistic alternatives, an evaluation of the feasibility, risks, and implications is done. Next is to
decide by choosing the best alternative. When implementing the decision, it is essential to
monitor continuously the effectiveness of the solution.
Employee Performance and Motivation
Organizations cannot fully claim total assurance to have found a method of driving
consistent performance. Motivating the employees is a purposeful challenge requiring adequate
attention. Bolstering the motivation and efficient performance of employees takes time.

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Therefore, organizations should design and implement plans to motivate their employees to
sustain productivity.
Organizations should make their expectations clear to make the employees aware of the
expected goals. The goals should be achievable and measurable and will become the standards
for evaluating their performance. The management should also provide immediate and
continuous feedback to the employee to help them know that their actions affect the company.
Employees are motivated when goals are set, and they receive continuous feedback (Schroeder &
Lombardo, 2013). Employees are encouraged when they discover that they are making progress.
It is worth noting that some employees are motivated by negative feedback they receive
concerning their performance. Negative feedback and corrections should be done in private. The
management should consider corrections as a learning opportunity for the employee. Leaders
should keep an open mind when correcting their members and recognize that some problems
might be outside of an employee's control. Besides, the management should build confidence in
their employees. Employers who regularly consider their employees as worthless or
underperforming will eventually destroy their emotions (Barley & Dunsford, 2003). Employees
with damaged emotions will not readily accept to change their behavior or feel the need to
improve. Weaknesses of employees should be presented in the way suggesting they can do much
better. In transformational leadership, the perception of leaders' trust is a crucial component.
When employees feel under-appreciated, it encourages complacency. Employees love
praise because they thrive on it, and even some are willing to sacrifice incentive and bonuses for
public recognition. The organization needs to recognize positive employees and trends within the
institution. Leaders should publicly announce instances of employees making a particularly
outstanding presentation, significant sales, or a notable accomplishment tied with some

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incentives to accolades, such as bonuses, gifts, or certificates. When the management praises the
employees in front of others, then they will be motivated to their continued performance
(Schroeder & Lombardo, 2013). Every organization should consider rewards as a motivational
factor for employees. The annual bonus trips are good deals for performing staffs. The problem
with such rewards is that it leaves the rest of the staff feeling; however, there is no point in
working hard because few people reap the rewards. However, the rewards offer individuals the
desire to perform better to be linked to the joy and happiness of receiving similar and better
rewards as possible. Setting up series of other smaller rewards throughout the year motivates
ongoing performance and excellence. Besides, organizations should vary the basis for the awards
to ensure that all employees can achieve the targets and receive the appreciations too. The
management should recognize that several types of excellence motivate the employees to focus
on additional areas of their performance.
Conclusion
Effective leadership is a multi-dimensional concept in an organization. It involves various
phenomena that require a comprehensive approach to maximizing the expected result. If
organizations employ a skillfully simple structure of leadership, effectiveness will be achieved
both in the short-term and long-term. The parameters of leadership are all equally important and
intertwine to bring about the realization of the vision, strategy, and mission. Leadership,
management, and supervision are more critical to human activity than just a notion about it.
Every organization craves for leadership that enables a non-profit inclination to fulfill its
mission. An effective leader will help during times of jeopardy and make an institution
successful. The absence of effective leadership is similarly theatrical in its effects. Without
guidance, an organization will deteriorate and lose focus. Literature about companies emphasizes

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on decision-making and suggests that if the administration is timely and complete, then things
will run smooth. A decision by itself creates no impact. Besides, after a making a decision,
institutions face the challenge of application. Problems of execution and supervision are real
issues; however, the question of how best execution can be carried out is ambiguous (Barley &
Dunsford, 2003).
References
Barley, L., & Dunsford, H. (2003). A Review of Leadership Theory and Competency frameworks
Centre for Leadership Studies. Crossmead: University of Exeter
Bryant, S. E. (2003). The Role of Transformational and Transactional Leadership in Creating,
Sharing and Exploiting Organizational Knowledge. Journal of Leadership and
Organizational Studies.
Burns, J. M. (1978) Leadership. New York: Harper & Row.
Fiedler, F. E. (1996). Research on Leadership Selection and Training: One View of the Future.
Administrative Science Quarterly.
Hersey, P. & Blanchard, K. H. (1996). Great Ideas: Revisiting the Life-Cycle Theory of
Leadership. Training & Development (January 1996), pp. 42–47.
House, J. R. (1971). A Path-Goal Theory of Leader Effectiveness. Administrative Science
Quarterly.

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Schroeder, D. & Lombardo, F. (2013). Management and Supervision of Law Enforcement
Personnel. (5th
Ed.). Charlottesville, VA: LexisNexis-Gould Publications.