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Trait theory approach
Trait leadership theory states that human beings have some inborn leadership traits; what makes the difference among leaders is the particular strength in an individual as well as how well someone uses his leadership skills and power; however, the theory supports improvements of the skills (Stephen 46).
Leader and manager
A leader is a person who creates an environment that enables him guides others toward a common goal by example; he/she offers his team members a chance to give their views and participate in decision-making (Crother-Laurin 4).
A manager is a person who issues instructions and controls the procedure to follow a certain way already predetermined, participation of subordinates in decision-making is minimal (Hannay 1-12).
What is the difference under the trait theory approach between manager and leader in terms of attitudes towards work?
The difference between leaders and managers is minimal however, it appears in how they handle situations and the attitude they hold for their works; managers manage tasks, thus he offers instructions, and requires them handled whereas leaders manage people, this means that he involves people in business decisions (DeRue, Scott and Susan 647-653). Managers’ attitude is that tasks must be accomplished irrespective of the way; but leaders have the attitude that the goals should be attained after the people are well managed and guided (Muller, MacLean and Biggs 23).
Richard Branson is a leader, has a positive attitude towards work, and respects the fact that the attainment of his corporate goals and objectives can be attained through proper people management; he involves his subordinates in decision-making. Other than involving staff, the leader has a program called Virgin Unite staff, where he meets with staff from different parts of the world to discuss issues of the company and get their views on the best strategies to remain competitive.
According to the company’s philosophy, the company is referred to as the virgin family; it is a hub of consultation and a favorable environment for employee’s growth and talent development. The above illustrations are different from the roles that a manager would play which would have involved less staff involvement (Virgin Company Official Website).
Works Cited
Crother-Laurin, Cyndi. Effective Teams: A Symptom of Healthy Leadership. The Journal for Quality and Participation 29.3. (2006): 4.
DeRue, D. Scott, and Susan J. Ashford. “Who Will Lead and Who Will Follow? a Social Process of Leadership Identity Construction in Organizations.” Academy of Management Review 35.4 (2010): 627-647.
Hannay, Maureen. “The Cross-Cultural Leader: The Application of Servant Leadership Theory in the International Context.” Journal of International Business & Cultural Studies 1.(2009): 1-12.
Muller, Juanita, MacLean Rowena, and Biggs Herbert. The impact of a supportive leadership program in a policing organization from the participants’ perspective. Work 32.1(2009): 69-79.
Stephen, Humphrey, Et Al. “Trait and Behavioral Theories of Leadership: An Integration and Meta-Analytic Test of Their Relative Validity.” Personnel Psychology 64.1 (2011): 7-52. Print.
Virgin Company Official Website. Virgin Company, 2011. Web.
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