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Leadership and Management
William Fa
School of Business, Liberty University
Author Note
William Fa
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to William Fa. Email:
WFFA@liberty.edu
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Leadership and Management
According to Satterlee (2018), the author describes “management and leadership are not
synonymous, and both are needed for an organization to succeed” (p. 5). The role of leadership is
a unique characteristic that is required for a professional manager to have, even though many of
the duties of managing could fit under the scope of leadership. Mangers may focus on solving a
problem, whereas leadership is concerned with shaping change. The following ideas have stood
out as particularly relevant since they discuss characteristics of leadership that are essential to
consider for the efficient administration of any business.
Three Concepts
Transactional vs. Transformational Leadership
Among the styles of leadership which are particularly relevant are transactional and
transformational leadership styles. Transactional leadership encompasses three types: contingent
reward, active management-by-exception, and passive management-by-exception (Alrowwad et
al., 2020). Contingent reward is a primary factor of motivation, encompasses the capacity and
steadfastness of leader in clearly specifying their expectations to followers in addition to
clarifying the associated outcomes and benefits. In this regard, a project manager who guarantees
reward to those who demonstrate extraordinary work can expect higher performance from the
project team members, by which on the other hand, management-by-exception (active)
encompasses managing quality where the leader will attempt to preserve the organization’s status
quo (Alrowwad et al., 2020). Inversely, in the context of management-by-exception (passive),
actions will only be taken following the emergence of problems (Alrowwad et al., 2020).
Each leadership style has a unique follower importance, whereas transformational
leadership concentrates on identifying with the needs of both leader and the followers,
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transactional leadership offers to followers something they want in exchange for something the
leader wants, the main difference between transformational and transactional leadership is what
leaders and followers offer one another (Puni et al., 2021). Transformational leaders, in contrast,
are leaders who inspire their employees or followers to achieve a common vision or goal, in
which this style of leadership depends on the ability of the leader to inspire followers to become
more efficient and more ethical (Alrowwad et al., 2020). Transformational leadership emerges in
times of change and distress, a pattern of transformational leadership emerges when leaders are
increasingly interested in their staff, creating awareness of duties and missions for teams or
groups, and providing incentives to staff to prioritize work over personal interests. In addition, a
transformational or transactional leadership style is not inherently superior or inferior to the
other. Rather, these terms are used to indicate that an organization's leadership style may need to
be adapted depending on the stage of growth as well as the short-term and long-term goals of the
organization.
Transformational leadership is significantly and positively linked to organizational
innovation, while the climate of the organization has been used as a mediating variable which
lends support to knowledge creation and innovation (Alrowwad et al., 2020). Leaders who
embrace transactional leadership attempt to exchange interests with employees, implying that
better performance on the side of the employees would result in them receiving conventional
rewards, while low standard of performance would result in punishments or a smaller number of
returns. According to Alrowwad et al. (2020), both transactional or transformational styles of
leadership, as well as the combination of both, can significantly impact creativity and innovation.
In addition, transactional style of leadership stimulates innovation, learning process, high
performance, and competitiveness of the organization, in which a leader understands his or her
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position when they can have impact and power on the followers when utilizing his or her power
to effectively attain the goals set by the organization.
Followership
According to Liu (2019) the author claims that followers are said to become servant
leaders themselves. In addition, the success of an organization will not only be dependent on its
leader, but also on the people who follow that leader. An organization's reliance on a loyal
following according to Satterlee (2018) is that “by mastering the role of followership, a
subordinate prepares for the role of leadership” (p. 7). In addition to the importance of the
relationship between follower and leader, the shift from follower to leader is what makes the
notion of followership so essential. According to McAuley (2019), followership characteristics
can be a constructive component in building organizational trust.
Followership as with leadership is negotiated between organizational members in which
followers are not homogenous blank slates who statically sit within organizational hierarchies
(Liu, 2019). In addition, followership are dynamic, socially constructed subjectivities that may
accede or resist leadership. In the same way that there would be no leaders without followers,
one might also say that the contrary is true: that there would be no followers without leaders.
Furthermore, all employees spurned their construction as followers, positioning themselves
instead as equal or superior to their manager (Liu, 2019).
Followership is invariably shaped by systems of domination and maintained by processes
of differentiation. The innovation process of followers can be directly and indirectly impacted by
their leaders via motivation and needs of higher level (Alrowwad et al., 2020). Followers who
are effective are not only reliant on being passive and submitting unquestioningly to a dominant
leader. Leaders indirectly make available conducive environment to enable the employees to
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exercise their creativity without worrying about negative outcomes. It is important that leaders
could lead and adapt their approach to the followers so that they could achieve the set goals and
the sought-after outcomes (Alrowwad et al., 2020).
Types of Power
In the dynamic that exists between management and workers, there is also the element of
power that is used to coerce the workers into behaving in a particular way. Satterlee (2018)
identifies five distinct varieties of power, which include legitimate power, reward power,
coercive power, expert power, and referent power. To provide a concise explanation, legitimate
power can be found in the role of a manager; reward power can be found in the ability to give
and deny something to an employee as a reward; coercive power is the ability to gain
compliance; expert power can be found in the existence of specific expertise, talent, or
capabilities; and referent power can be found in the personality traits and characteristics of an
individual. When dealing with a variety of followers and circumstances, it is vital to hold and
wield a variety of forms of power to maximize one's effectiveness, this is analogous to the many
methods of leadership. According to Alrowwad et al. (2020), a leader understands his or her
position when they can have the impact and power on the followers.
A leader utilizes his or her power to effectively attain the goals set by the organization, in
this regard, it is termed as leadership management (Alrowwad et al., 2020). The dimension of
idealized influence such as charisma is associated with leaders who behave like a role model,
exhibit an impression of power and confidence, make powerful decisions, show high morality,
and act based on deep values and beliefs. In addition to the use of power, inspirational
motivation is comprising leaders who eagerly and confidently construct a vision for the future
and kindle the exact feelings among followers. More importantly, coercive power proved
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successful in encouraging employee initiative and initiative in business ventures. It is possible to
employ any kind of power to bring about the changes and effects that one desires; nevertheless,
the specific use of each form of power will differ depending on the circumstances and the people
who are involved.
Biblical Integration
There are many different methods to demonstrate how the Biblical context integrate with
those presented earlier. The Bible refers to the qualifications needed to serve as an administrator
in a local church, which are the characteristics that most closely resemble those of a manager in a
secular setting (Holman Christian Standard Bible, 2009/1999, 1 Timothy 3). A manager needs to
carry himself in such a way that he may be trusted and followed as a leader, just as it is
something that would be anticipated of a manager who operates in the capacity of a
transformative leader.
In the same way that there are great expectations given to a leader to be monitoring and
providing for God's church, there should also be high expectations given on management of an
organization to be able to encourage and inspire followers who are under their supervision. The
Bible tells us that “not domineering over those in your charge, but being examples to the flock”
(Holman Christian Standard Bible, 2009/1999, 1 Peter 5:3). This is the essence of the
transformative leader idea.
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References
Alrowwad, A., Abualoush, S.H., & Masa’deh, R. (2020). Innovation and intellectual capital as
intermediary variables among transformational leadership, transactional leadership, and
organizational performance. The Journal of Management Development, 39(2), 196-222.
https://doi.org/10.1108/JMD-02-2019-0062
Holman Christian Standard Bible. (2009). The Holy Bible. (1999)
Liu, H. (2019). Just the servant: An intersectional critique of servant leadership. Journal of
Business Ethics, 156(4), 1099-1112. https://doi.org/10.1007/s10551-017-3633-0
McAuley, C. (2019). Relationships matter-ideas for transforming the nonprofit boardroom.
Performance Improvement (International Society for Performance Improvement), 58(4),
13-20. https://doi.org/10.1002/pfi.21848
Puni, A., Hilton, S.K., & Quao, B. (2021). The interaction effect of transactional-
transformational leadership on employee commitment in a developing country.
Management Research Review, 44(3), 399-417. https://doi.org/10.1108/MRR-03-2020-
0153
Satterlee, A. (2018). Principles of management and leadership: A Christian perspective.
McGraw-Hill Custom.
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