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SUBJECT: LEADERSHIP AND MANAGEMENT

LECTURER: MR. LE NGUYEN VIEN VINH
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STUDENT: NGUYEN TAN DAT-BC00279

Table Contents
I. INTRODUCTION ..................................................................................................................................... 4
II.CONTENTS ............................................................................................................................................. 4
1. Theories of leadership ........................................................................................................................... 4
1.1 Traits approach of leadership .............................................................................................................. 4
1.2 Functional approach of leadership ....................................................................................................... 4
1.3 Contigency approach of leadership ...................................................................................................... 5
1.4 Visionary leadership ............................................................................................................................ 8
1.5 Servant leadership .............................................................................................................................. 8
1.6 Transformational leadership ............................................................................................................... 9
1.7 Transactional leadership ....................................................................................................................10
2. Theories of management .....................................................................................................................11
2.1 Fayol’s administrative management theory ........................................................................................11
2.2 Peter Drucker’s theory of management ..............................................................................................12
2.3 Mintzberg’s theory of management roles ...........................................................................................12
3. Leadership and management style .......................................................................................................13
3.1 Autocratic style ..................................................................................................................................13
3.2 Democratic style ................................................................................................................................15
3.3 Laissez-Faire (genuine) style ...............................................................................................................16
3.4 Example of different leadership and management styles and their application in a range of business
situations in different organizations .........................................................................................................17
4. The factors that influence the development of the culture in organizations ..........................................18
4.1 Definition of corporate culture ...........................................................................................................18
4.2 History ...............................................................................................................................................18
4.3 Primary function and technology ........................................................................................................19
4.4 Strategy .............................................................................................................................................19
4.5 Size………….................................................................................................................... ……………………19
4.6 Location .............................................................................................................................................19
4.7 Management and leadership..............................................................................................................19
4.8 The environment ................................................................................................................................19
III. CONCLUSION .......................................................................................................................................20
IV. REFERENCES ........................................................................................................................................20

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Table Of Figure
Figure 1: Characteristics that make up an effective leader. (Lerro, 2014) ........................................................................... 5
Figure 2. Fiedler’s Contingency Theory of Leadership. ......................................................................................................... 5
Figure 3: Expectancy thoeory the motivational link (Mullins and Christy, 2016:323).......................................................... 6
Figure 4 Hersey and Blanchard Situational Leadership Model. ........................................................................................... 7
Figure 5: Peter Drucker (Investor's Business Daily, 2017). ................................................................................................. 12
Figure 6: Henry Mintzberg (British Library, 2022). ............................................................................................................. 12
Figure 7: Napoleon Bonaparte (Tucker, 2021). .................................................................................................................. 17
Figure 8: Justin Trudeau (Ybox.vn, 2014). .......................................................................................................................... 18
Figure 9 Richard Branson(Britanncia, 2022) ...................................................................................................................... 18

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I. INTRODUCTION
In today's technological age, competition is increasing, requiring organizations to face complex challenges and
quickly adapt to change. Knowledge of management and leadership not only helps managers understand the
basic principles of running an organization effectively, but also plays an important role in developing and
managing employees. This lays the foundation for building a positive work environment, where employees
feel motivated and encouraged to contribute to the overall goals of the organization. Is the CEO of 9,000
employees and was sent by the company to attend a course to improve leadership and management skills.
This is a report on basic knowledge about management and leadership. In this report, the author will learn
about leadership styles as well as management styles and also learn about the advantages and disadvantages
of each style, in addition to analyzing impacts on office culture such as environment, scale, and history.
II. CONTENTS
1. Theories of leadership
1.1 Traits approach of leadership
Leadership consists of certain inherited characteristics, or personality traits, which distinguish leaders from
their followers. The qualities (traits) approach focuses attention on the man or woman in the job and not on
the job itself.
(Mullins and Christy, 2016:314)
1.2 Functional approach of leadership
This approach to leadership focuses attention not on the personality of the leader, nor on the man or woman
in the job, per se, but on the contents or functions of leadership. Leadership is always present in any group
engaged in a task. The functional approach views leadership in terms of how the leader’s behaviour aff ects,
and is aff ected by, the group of followers. This approach concentrates on the nature of the group, the
followers or subordinates.The functional approach believes the skills of leadership can be learned, developed
and perfected. In contrast to the view of Drucker (referred to above), Kotter makes the point that successful
companies do not wait for leaders to come along: They actively seek out people witheadership potential and
expose them to career experiences designed to develop that potential. Indeed, with careful selection,
nurturing and encouragement, dozens of people can play.
(Mullins and Christy, 2016:316)

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 1.3 Contigency approach of leadership
a. Favourabitity of leadership situation – Fiedler

Figure 1: Characteristics that make up an effective leader. (Lerro, 2014)

One of the fi rst leader–situation models was developed by Fiedler in his contingency theory of leadership eff
ectiveness. In order to measure the attitudes of the leader, Fiedler developed a ‘least preferred co-worker’
(LPC) scale. This measures the rating given by leaders about the person with whom they could work least well.
The questionnaire contains up to twenty items. Examples of items in the LPC scale are pleasant/unpleasant,
friendly/unfriendly, helpful/frustrating, distant/close, co-operative/unco-operative, boring/interesting, self-
assured/hesitant, open/guarded.
(Mullins and Christy, 2016:320)

Figure 2. Fiedler’s Contingency Theory of Leadership.

b. Quality and acceptance of leader’s decision – Vroom and Yetton
- Decision quality, or rationality, is the effect that the decision has on group performance.
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 - Decision acceptance refers to the motivation and commitment of group members in implementing the
decision.
(Mullins and Christy, 2016:322)
c. Path-goal theory – House, and House and Dessler
- A third contingency model of leadership is the path–goal theory, the main work on which has been
undertaken by House and by House and Dessler. The model is based on the belief that the individual’s
motivation is dependent upon expectations that increased effort to achieve an improved level of performance
will be successful, and expectations that improved performance will be instrumental in obtaining positive
rewards and avoiding negative outcomes.
- This is the ‘expectancy’ theory of motivation The underlying basis of expectancy theory is that people
are infl uenced by the expected results of their actions. Motivation is a function of the relationship between:
1. Eff ort expended and perceived level of performance;
2. The expectation that rewards (desired outcomes) will be related to performance.
3. The expectation that rewards (desired outcomes) are available. These relationships determine the
strength of the ‘motivational link’ (see Figure 3 ).

Figure 3: Expectancy thoeory the motivational link (Mullins and Christy, 2016:323).

- Performance depends upon the perceived expectation regarding eff ort expended and achieving the
desired outcome. For example, the desire for promotion will result in high performance only if the person
believes there is a strong possibility this will lead to promotion. If, however, the person believes promotion to
be based solely on age and length of service, there is no motivation to achieve high performance. A person’s
behaviour refl ects a conscious choice between the comparative evaluation of alternative behaviours. The
choice of behaviour is based on the expectancy of the most favourable consequences. More recent
approaches to expectancy theory have been associated with the work of Vroom and of Porter and Lawler.

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 - Path–goal theory of leadership suggests that the performance of subordinates is affected by the extent
to which the manager satisfies their expectations. Subordinates see leadership behaviour as a motivating
influence to the extent that it means:
+ Satisfaction of their needs is dependent upon effective performance.
+ The necessary direction, guidance, training and support, which would otherwise be lacking, are
provided.
(Mullins and Christy, 2016:323)
d. Readiness level of followers – Hersey and Blanchard

Figure 4 Hersey and Blanchard Situational Leadership Model.

A major variable in the style of leadership adopted by the manager is the nature of subordinate staff . This
view is developed by Hersey and Blanchard, who present a form of situational leadership based on the
‘readiness’ level of the people the leader is attempting to infl uence. Readiness is the extent to which followers
have the ability and willingness to accomplish a specifi c task. It is not a personal characteristic of the individual
but how ready the individual is to perform a particular task. Readiness (R) is divided into a continuum of four
levels: R1 (low), R2 and R3 (moderate)and R4 (high):
+ R1 – low follower readiness – refers to followers who are both unable and unwilling and who lack
commitment and motivation, or who are unable and insecure.
+ R2 – low to moderate follower readiness – refers to followers who are unable but willing and who
lack ability but are motivated to make an effort, or who are unable but confident.
+ R3 – moderate to high follower readiness – refers to followers who are able but unwilling, and who
have the ability to perform but are unwilling to apply their ability, or who are able but insecure.

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 + R4 – high follower readiness – refers to followers who are both able and willing and who have the
ability and commitment to perform, or who are able and confident.
(Mullins and Christy, 2016:324,325)
1.4 Visionary leadership
a. Definition
Visionary leadership is a type of leadership that focuses on creating a vision for the future and inspiring
others to make it a reality. It involves setting clear goals, creating a sense of purp ose, and motivating
those around them to take action in order to achieve the desired outcome. Visionary leaders have strong
communication skills, act as mentors, and are able to look at the big picture while inspiring their teams to
work together. They are also creative problem solvers who can think outside the box and find innovative
solutions to even the most difficult challenges.
(Status.net,2020)
b. Advantages and disadvantages
- Advantages:
+ Innovation: Visionary leaders are focused on moving past the status quo and ushering in new
projects, acquisitions or initiatives.
+ Motivation: Visionary leaders have a way of drawing people in and inspiring them to work towards a
common goal.
+ Communication: Visionary leaders prioritize communication. Their role is to create a vision that
inspires people to actually make it happen and they can only do that if they can effectively communicate with
the team.
+ Optimism: Visionary leaders are big picture thinkers whose optimistic charm is contagious.
+ Empathy: Visionaries are able to connect with the team at a level that fosters a reciprocating
relationship of trust and understanding.
- Disadvantages:
+ Risk: There are high levels of risk associated with visionary leadership.
+ Burnout: Employees may burn out when they are constantly asking ‘What if’ and never actually
finishing a project.
(Teamly, 2022)
1.5 Servant leadership
a. Definition
According to the Greenleaf Center, a nonprofit founded by servant leadership founder Robert K. Greenleaf,
servant leadership is "a philosophy and set of practices that enrich lives." lives of individuals, building better
institutions and ultimately creating a more equitable and caring environment " world”. With servant

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leadership, leaders focus on improving the whole - direct reports, organization, industry or community - rather
than just themselves. And they do it. This is by putting the needs of others above your own desires.
(Kendra Cherry, 2022)
b. Advantages and disadvantages
- Advantages
+ Decisions are based on the benefit of all: Instead of having corporate decisions made in a way that
benefits the leadership team, servant leadership includes the entire organization. A decision should be made
in the best interest of everyone working for the company.
+ It encourages empathy: When leaders make decisions in this kind of environment, they do so by
looking at the situation in the shoes of others. That allows leaders to refuse requests if it doesn’t benefit
everyone for some reason.
+ People grow in a servant leadership environment: This type of environment encourages people to
work together for their mutual benefit. It creates diversity within the workplace that helps everyone through
the lens of different perspectives.
+ It serves the customer: When people serve the organization over their own needs, the customer wins
too.
(Kendra Cherry, 2022)
- Disadvantages
+ Decisions take longer to be made: Because a decision must benefit all instead of some, a corporation
can get bogged down in research or different perspectives. This slows down the implementation process and
could be costly from a revenue standpoint.
+ It may require retraining : Servant leadership is not how many supervisors, managers, and executives
learned how to think. An organization wanting to implement this type of environment will often need to spend
time and money retraining their personnel in how to think in such a way.
+ The role of the leader is lessened: As a servant leader, there is a required to do what your staff asks
of you if it is for the benefit of the company. The only time it is appropriate to refuse is when it is deemed that
a request is self-serving. That can cause many leaders to work harder and longer hours in a support role instead
of a leadership role.
(Kendra Cherry, 2022)
1.6 Transformational leadership
a. Definition
Transformational leadership is a leadership style that empowers people to accomplish positive
change through big vision, inspiration, and a call to action. Leaders enable change by emotionally connecting
with their audience and inspiring them to achieve something greater than themselves. By communicating

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a positive vision of the future, they motivate and encourage their followers to keep pushing forward. The end
result is collective action that leads to innovation, massive transformation, and the betterment of society.
(Colin Baker, 2023 )
b. Advantages and disadvantages
- Advantages
+ It can effectively motivate team members to maximize productivity.
+ It creates achievable goals for individuals at all levels.
+ It eliminates confusion within the chain of command.
- Disadvantages
+ It eliminates individuality from the production process.
+ It limits the amount of innovation that is achievable.
+ It creates more followers than leaders.
(Brandon Gaille, 2018)
1.7 Transactional leadership
a. Definition
Transactional leadership is a leadership style that utilizes rewards and punishments to motivate and direct
followers. This approach to leadership, also sometimes referred to as managerial leadership, emphasizes the
importance of structure, organization, supervision, performance, and outcomes. The goals and tasks for the
group are highly structured, and members are rewarded when they achieve these goals and reprimanded if
they miss deadlines.
(Kendra Cherry, 2022)
b. Advantages and disadvantages
- Advantages
+ Reduces turnover costs.
+ United in a common cause.
+ Creates and manages change.
- Disadvantages
+ It's too big-picture.
+ Can lead to employee burnout.
+ Can be risky and disruptive.
(Kendra Cherry, 2022)

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2. Theories of management
2.1 Fayol’s administrative management theory
+ Division of work: Utilizing the benefits of specialization, the goal is to generate more and better work
with the same amount of effort. The division of labor has its limitations, though, and we should not go over
them, according to experience and a sense of proportion.
+ Authority and responsibility: The logical extension of authority is responsibility. Responsibility
develops whenever authority is used. The use of penalties is crucial to effective management since it is
required to promote positive behavior and deter its opposite. The manager's personal integrity is the strongest
deterrent against abuse of power.
+ Discipline: For an organization to run effectively, discipline is necessary. In essence, discipline is the
visible sign that an organization and its members respect the agreements they have made. In cases of offenses
against discipline, the manager must select the best type of sanction.
+ Unity of command: Any action an employee does should only be directed by one superior; otherwise,
authority is endangered, and stability, discipline, and order are all at risk. Conflicts inevitably arise from dual
command.
+ Unity of direction: Any group of activities with the same goal should have one leader and one strategy
in order to ensure unity of action, coordination, and concentration of effort.
+ Subordination of individual interest to general interest: Individual or group interests should not take
precedence over those of the organization.
+ Remuneration of personnel: As far as feasible, compensation should satisfy both the employee and
the employer. Payment procedures may have an impact on how effectively an organization performs,
therefore they must be fair, inspire zeal by rewarding focused work, and avoid overpaying.
+ Centralisation: Is always, in some capacity, present in any organization. It depends on the
organization in issue as to how much centralization there should be.
+ Scalar chain: The line of command running from the highest levels of power to the lowest. The
requirement to allow for some amount of initiative at all levels of authority must be balanced with respect for
line authority and activities that call for immediate response.
+ Order: Both the physical and social orders are included in this. Avoiding loss is what material order is
all about. Each object should have a designated location, and it should be in that designated place. Each
employee has a designated position in society, and they must all be in that designated places. Good selection
and organization are necessary for social order.
+ Equity: When interacting with employees at all rungs of the hierarchical chain, the desire for fairness
and equality of treatment must be taken into consideration.

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 + Stability of tenure of personnel: The management staff of successful organizations is often stable,
however personnel changes are unavoidable and tenure stability depends on the organization's size.
+ Initiative: This is a source of strength for the company and need to be promoted. To encourage
initiative and preserve respect for authority and discipline, tact and honesty are necessary.
+ Esprit de corps: Should be encouraged because the organization's power is on the peace and unity of
its members. It is important to adhere to the unity of command philosophy. The risks of team division and
rule, as well as the misuse of textual communication, must be avoided. Utilize verbal connections wherever
feasible.
(Mullins and Christy, 2016:534)
2.2 Peter Drucker’s theory of management
Humans are at the center of management. Its goal is to enable individuals
to work together effectively and to render irrelevant their deficiencies.
This is the fundamental idea of organization, which is why management is
the key, deciding element. Our capacity to contribute and succeed, as well
as our ability to make a living, depend on management.

Figure 5: Peter Drucker (Investor's Business Daily, 2017).

The understanding of human nature is ultimately necessary for management. It goes considerably beyond, in
my opinion. The adoption of some fundamental principles is the first requirement for successful management.
Without honesty, integrity, or respect for the interests of others, it cannot be accomplished. Second, the
biggest obstacle managers have is in comprehending universal human vices like envy, jealously, status, bias,
perception, temperament, drive, and talent.
(Mullins and Christy, 2016:378)
2.3 Mintzberg’s theory of management roles
Because of this official standing and power, management functions may be
viewed as a collection of 10 managerial responsibilities that can be further
classified into three divisions:
+ Interpersonal roles.
+ Informational roles.
+ Decisional roles.
(Mullins and Christy, 2016:363)
Figure 6: Henry Mintzberg (British Library, 2022).

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3. Leadership and management style
3.1 Autocratic style
a. Definition
Autocratic leadership is a management style wherein one person controls all the decisions and takes very little
inputs from other group members. Autocratic leaders make choices or decisions based on their own beliefs
and do not involve others for their suggestion or advice.
(The Economic Times, 2023)
b. Characteristics
Some characteristics of autocratic leadership:
+ Allows little or no input from group members.
+ Requires leaders to make almost all of the decisions.
+ Provides leaders with the ability to dictate work methods and processes.
+ Leaves the group feeling like they aren't trusted with decisions or important tasks.
+ Tends to create highly structured and very rigid environments.
+ Discourages creativity and out-of-the-box thinking.
+ Establishes rules and tends to be clearly outlined and communicated.
(Kendra Cherry, 2023)
c. Advantages and disadvantages
- Advantages
+ It allows for fast decisions to be made: When there is an autocratic leadership established within an
organization, there are fewer levels of administration that must be kept informed of each decision. There is
also less feedback from various levels of management which must be processed. That is because there is one
person and they are in charge of all arrangements. This improves the speed of decisions because only one
person is weighing the pros and cons of each choice, not a C-Suite.
+ It improves overall communication: When there are multiple levels of leadership within an
organization, a command from the top becomes like a childhood game of Telephone. Each level of
management can inadvertently (or purposely) put their own spin on the communication come from the
leadership. By the time the information reaches the front-line employees doing most of the work, the entire
original message could be lost. Autocratic leadership eliminates this issue because the command goes straight
to the workers involved.
+ It improves productivity: Because autocratic leaders are able to move information throughout an
organization quickly, there are fewer delays in productivity. Workers are less likely to stop their projects or
ask for later deadlines because they receive timely decisions and communication from their leadership. That

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creates a positive impact on the work environment, which leads to more accurate work and consistent
production.
+ It handles crisis situations effectively: Autocratic leaders are able to handle a crisis situation easily
because they are the ones who are in charge. If there is a short-term problem, the expertise of the leader can
be used to create a solution. For long-term issues, the autocratic leader can direct traffic in specific ways with
more efficiency than a C-Suite, creating solutions that can quickly move an organization out of a troublesome
state.
+ It reduces employee stress: Although an autocratic leader can have a challenging personality, most
employees prefer to work in an environment where there are clear expectations set for them. Even workers
who like to explore creative solutions don’t mind an autocratic leader when they are allowed to pitch new
ideas or offer an alternative decision based on their personal experience. At the end of the day, the autocratic
leader is like the captain of a ship: every decision is a weight on their shoulders and they are ultimately
responsible for what happens.
+ It counters team inexperience: If an autocratic leader is put in charge of an inexperienced team,
they’ll be able to get the job done by outlining specific instructions to follow. Workers can benefit from the
competencies offered by their leader, replicating productivity by using the leader’s knowledge and experience
as a workplace asset. When there isn’t enough time to learn something new or a project must be completed
rapidly, this type of leadership is the best option.
(Brandon Gaille, 2018)
- Disadvantages:
+ It often leads to micromanagement: Those in this sort of position typically oversee every minute
aspect of the work being done since their reputation is at stake, not the reputation of the person doing the
task. Because they are always required to report on what they are doing at any given moment, many autocratic
leaders develop become severe micromanagers who make it impossible for employees to do their duties.
When this occurs, production levels frequently see a long-term decline rather than an increase.
+ It does not offer a sense of professional ownership: Autocratic leaders impose their will and make
this clear. They get to claim exclusive ownership of the completed work. Because there is little motivation to
do so, employees typically do not take ownership of the job they accomplish. If it fails, they won't be held
accountable, and if it works, they won't be given credit. This causes staff morale to gradually decline over time.
Additionally, it makes things difficult for the boss since they could be held accountable for a worker's activities
even though they were instructed to do something entirely different.
+ It creates a work culture based on the leader: There may be a lot of benefits for employees in a firm
when an authoritarian leader is ethically consistent and committed to fostering a fair workplace. However,
there is no one who can effectively hold the leader accountable if they uphold dubious ethics and fail to foster

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justice. Poor working conditions are unlikely to alter since the work culture is primarily determined by the
ethics and morals of the boss.
+ It creates a system of dependence: Workers are compelled to depend entirely on the authoritarian
boss for all of their input, directives, and job responsibilities. When faced with a choice in their employment,
they are essentially compelled to seek the leader's guidance rather than making the choice alone. Because
employees might grow so reliant on a leader's ability to make decisions that nothing gets done if the leader is
absent for any reason, it becomes practically hard for leaders to leave the business.
+ It creates a lack of trust: The capacity of employees to have faith in their leaders, and vice versa, is
what results in a good working relationship. The autocratic leadership style is one that is based on mistrust. In
order to secure outcomes, leaders must operate under the assumption that their team members are not doing
as they should. These encounters don't foster long-lasting professional relationships, which eventually leads
to productivity issues since employees feel less motivated.
(Brandon Gaille, 2018)
3.2 Democratic style
a. Definition
Democratic leadership, also known as participative leadership or shared leadership, is a leadership style in
which members of the group participate in the decision-making process. This type of leadership can apply to
any organization, from private businesses to schools to the government. With a democratic leadership style,
everyone is given the opportunity to participate, ideas are exchanged freely, and discussion is encouraged.
While this process tends to focus on group equality and the free flow of ideas, the democratic leader is still
there to offer guidance and control.
(Jameslopresti, 2022)
b. Characteristics
- Promote creativity: Leaders that practice shared leadership put their teams in charge of coming up with
ideas and solutions. This trust motivates teams to collaborate in novel ways without micromanaging, which
fosters organizational innovation.
- Inclusive: Democratic team members should be participating, say democratic leaders. When a decision
has to be made, everyone is present at the table. Team members will feel appreciated as a result of this
strategy, which lessens power disputes.
- Collaborative: Democratic leadership, in contrast to other leadership philosophies, promotes teamwork.
Employees must only rely on the boss's directives to complete tasks. Instead, they are forced to find answers
on their own, certain that their leader would take charge if a problem arises.

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 - Trust-building: Participatory leaders, above all, have faith in their teams to complete tasks. They adhere
to Douglas McGregor's Theory Y model, an upbeat strategy that presupposes employees are self-motivated,
view their jobs as rewarding, and are capable of coming up with original solutions to issues on their own.
(Jameslopresti, 2022)
c. Advantages and disadvantages
- Advantages
+ More ideas and creative solutions.
+ Group member commitment.
+ High productivity.
+ Improved group morale.
- Disadvantages
+ Communication failures.
+ Poor decision-making by unskilled groups.
+ Minority or individual opinions overridden.
+ Potential security issues.
(Kendra Cherry, 2022)
3.3 Laissez-Faire (genuine) style
a. Definition
Laissez-faire leadership, also known as delegative leadership, is a type of leadership style in which leaders are
hands-off and allow group members to make the decisions. Researchers have found that this is generally the
leadership style that leads to the lowest productivity among group members.
(Steven Gans, 2022)
b. Characteristics
+ Hands-off approach.
+ Leaders provide all training and support.
+ Decisions are left to employees.
+ Comfort with mistakes.
+ Accountability falls to the leader.
(Steven Gans, 2022)
c. Advantages and disadvantages
- Advantages
+ It encourages personal growth: Because leaders are so hands-off in their approach, employees have
a chance to be hands-on. This leadership style creates an environment that facilitates growth and
development.

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 + It encourages innovation: The freedom given to employees can encourage creativity and innovation.
+ It allows for faster decision-making: Since there is no micromanagement, employees under laissez-
faire leadership have the autonomy to make their own decisions. They are able to make quick decisions
without waiting weeks for an approval process.
- Disadvantages
+ Lack of role clarity: In some situations, the laissez-faire style leads to poorly defined roles within the
group. Since team members receive little to no guidance, they might not really be sure about their role within
the group and what they are supposed to be doing with their time.
+ Poor involvement with the group: Laissez-faire leaders are often seen as uninvolved and withdrawn,
which can lead to a lack of cohesiveness within the group. Since the leader seems unconcerned with what is
happening, followers sometimes pick up on this and express less care and concern for the project.
+ Low accountability: Some leaders take advantage of this style as a way to avoid responsibility for the
group's failures. When goals are not met, the leader can blame members of the team for not completing tasks
or living up to expectations.
+ Passivity: At its worst, laissez-faire leadership represents passivity or even an outright avoidance of
true leadership. In such cases, these leaders do nothing to try to motivate followers, don't recognize the efforts
of team members, and make no attempts at involvement with the group.
(MSEd, 2022)
3.4 Example of different leadership and management styles and their application in a range of business
situations in different organizations
- Autocratic Leadership
Napoleon Bonaparte used an autocratic leadership style by making decisions forcefully and not accepting
opposing opinions. He had absolute control over the French army and had built a
strong system of power based on the obedience and loyalty of his generals.
One of the ways that Napoleon used autocratic leadership was that he organized
direct control on the battlefield. He gave orders and devised military strategy
without having to consult with other generals. His decision is final and the generals
under him must obey without objection.
Figure 7: Napoleon Bonaparte (Tucker, 2021).

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- Democratic style: Justin Trudeau, Prime Minister of Canada, has used a democratic leadership style by
creating an open work environment and encouraging participation from all government and corporate
members. Trudeau stated that he wants to build a friendly and open government where voters and social
leadership groups can participate in policy decisions. He often convenes public
meetings and listens to the architectural opinions of experts and stakeholders
before making decisions. Trudeau is committed to tax justice, fiscal
stewardship and resilient social policy that ensures the rights of all. He sought
consensus and fairness in the allocation of resources and opportunities.
Figure 8: Justin Trudeau (Ybox.vn, 2014).
- Laissez-Faire (Genuine) style:
Richard Branson, founder of Virgin Group, used the Laissez-Faire (Genuine) leadership style by encouraging freedom
and creativity in his employees' work. Branson believes that to achieve success
and breakthroughs, employees need to be encouraged to develop creative ideas
and freely implement them. He created a work environment where employees
were not bound by rigid rules, allowing them the freedom to make decisions and
implement new ideas. Branson often cites the natural motivation of his
employees as an important factor in success. He creates a dedicated work
environment where employees are encouraged to lead themselves and achieve
their goals by pursuing their passion and creativity.
Figure 9 Richard Branson(Britanncia, 2022)

4. The factors that influence the development of the culture in organizations

4.1 Definition of corporate culture
The rules, beliefs, attitudes, and practices that are common to your firm and contribute to its overall identity
are referred to as its culture. At its best, it serves as the unnoticeable glue that holds your team together and
creates the stage for the everyday stories that your workers tell, which add to the broader narrative of your
firm.
(Belle Wong, 2023)
4.2 History
The culture of an organization is first influenced by the goals and strategies used to create it, by its existence,
and by the owners' and senior management's views and values. A pivotal moment in the organization's history,
such a merger or significant reorganization, or the emergence of a new senior management group, might spur
cultural innovation. By conveying the culture and character of the firm, a company history may be a useful
introduction tool to promote a growth plan and aid in the integration of acquisitions and new hires. Cultural
disputes and an inability to integrate diverse cultures can lead to merger and acquisition failure.
(Belle Wong, 2023)
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 4.3 Primary function and technology
The principal purpose and type of an organization's "business" have a significant impact on its culture. This
covers the selection and caliber of the goods and services offered, the value of a company's reputation, andthe
nature of its clients. The major purpose of the organization will decide the types of technical proceduresand
work techniques, which will also have an impact on the company's structure and culture.
(Belle Wong, 2023)
4.4 Strategy
Profitability may be the goal of a corporate organization, but this is not a clear or sufficient criterion for
managerial success on its own. How much emphasis, for instance, is placed on growth and development or
long-term survival? How much emphasis is placed on averting dangers and uncertainties? Or how much
attention is paid to larger societal obligations? In all of its major operational areas, the organization must pay
attention to its objectives. Culture will be impacted by the aims and resulting tactics, and it may also be
influenced by changes in culture.
(Belle Wong, 2023)
4.5 Size
Larger organizations often have more formalized cultures and structures. The likelihood of having different
departments and perhaps split-site operations increases with growth. Communication issues and rivalry within
departments may result from this, necessitating effective coordination. Structure and culture will be impacted
by a sudden increase or decrease in size and rate of growth, as well as any changes in staffing that follow.
(Belle Wong, 2023)
4.6 Location
Geographical location and physical qualities may have a significant impact on culture; for instance, whether a
business is located in a busy city center or a calm rural area can affect the consumers it attracts and the
employees it hires. As an illustration, either a restaurant or a motel. Additionally, location might influence the
type of services offered, the perception of 'border', separate character, and growth chances.
(Belle Wong, 2023)
4.7 Management and leadership
Corporate culture may be significantly influenced by top executives. Examples include the important roles
played by Sir Richard Branson, The Body Shop creator Anita Roddick, and Marjorie Scardino's shift in style after
becoming Pearson's new CEO.
(Belle Wong, 2023)
4.8 The environment
The organization has to be receptive to environmental influences from outside in order to function effectively.
For instance, the organization needs a structure and culture that are responsive to change and easily adaptable

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if it functions in a dynamic environment. A structure that is organic is more likely to adjust to new possibilities
and obstacles, dangers, and restrictions brought on by the outside world.
(Belle Wong, 2023)
III. CONCLUSION
In the above report, the author learned about different leadership and management styles. Management and
leadership are not simply about running an organization's activities, but also play an important role in creating
a positive organizational culture and the ability to effectively manage employees. Good leadership can create
an environment that stimulates dialogue and collaboration, encourages innovation, and is willing to support
the personal and professional development of employees. At the same time, learn about the pros and cons of
each style as well as learn about the factors that affect office culture. From this report, we can see that
knowledge of management and leadership is a key factor to create a good foundation for courses and
employee management. Because of limited time, the author has not yet thoroughly researched examples of
applying styles to make reports better. Future authors should learn more about the styles as well as which
large businesses have applied them. Successfully apply those leadership and management styles.
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