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Forum 2
Group 1
Liberty University
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Abstract
Management and leadership are two very important aspects of any organization.
Management and leadership are similar in the sense that they both have an organizational goal of
being successful but they also differ in many ways. The functions of management according to
Henry Fayol are planning, controlling, organizing, and leading (Satterlee, 2013, p. 64). These
functions enable managers to improve organizational effectiveness and drive their employees to
meet goals and expectations (Satterlee, 2013, p. 85-86). Leadership can be defined as the “ability
to influence others and is dependent upon whether the leader possesses that which followers seek
(Satterlee, 2013, p.5). This paper will address concepts related to both management and
leadership. The concepts will include the controlling function of management, emotional
intelligence, and the differences between transactional leaders and transformational leaders.
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Group Consensus
One of the three functions of management, control, stands out from the others. While
Satterlee (2013, p. 85) points out that all functions are equally important, it is often easy to
overlook the control portion of the job. It is certainly possible (and often the case) that managers
design a great, well-organized plan, but fail to monitor the execution and run into problems
meeting goals or deadlines as a result (Merchant, 1982). Managers must ensure that work is
being completed reasonably according to plan; they must also be willing to make adjustments to
personnel, timelines, or methodologies if deadlines or goals are not being met (Merchant, 1982).
While these adjustments may sometimes be difficult or unpopular, they may be necessary to
ensure overall success of the business. It is important for organizations to understand the
concept of control, or it is likely and almost guaranteed that they will veer off course.
To assist in the controlling leadership function, a manager could employ an
administrative management theory. Administrative management theory is the study of a business
which is centered on efficiency and effectiveness. Administrative management mainly focuses
on a concentration on the efficiency of a large quantity of people in a business. However the
scientific management approach would focus on the actual individual. Two big players in the
development of the theoretical concept of administrative management were Max Weber and
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Henri Fayol. Organizations can use efficiency and effectiveness by measuring an organization's
performance according to a best practices. Businesses are always on the hunt to seek
achievement of an effective and efficiently sound company.
Secondly the group found that emotional intelligence is an important concept for a
manger to have. According to the textbook, there are five dimensions of emotional intelligence.
The five dimensions include self-awareness, self-management, self-motivation, empathy and
social skills (Satterlee, 2013, p. 5). In today’s world, leaders are expected to wear many hats
within their organization that include guiding, motivating, inspiring, listening and persuading.
Coping with emotions is a very important part of a leader being successful and has not received
much attention over the years. One of the biggest challenges a leader could face in their
organization is learning how to manage relationships and emotions (Matthew & Gupta, 2015).
However, if a leader wants to effect change and be a true transformational leader, a prerequisite
is having high emotional intelligence (Duncan, 2017). Emotional intelligence involves the leader
being self-aware, managing themselves and being able to associate with others in the
organization where they can create a work environment where people feel good and are all
working towards a common goal.
Thirdly, the concept of the difference between the transactional and transformational
leadership as it pertains to influence, attitudes, and motivation. Be that as it may, transactional
leadership is categorized in several behaviors. First, a transactional leader employs contingent
rewards to inspire the preparations for unambiguous or implicit agreement on objectives to
obtain in order to achieve a desired rewards or performance (Vito, Higgins & Denney, 2014).
Secondly, the transactional leader practices a “management-by-exception format to implement a
monitoring program that allows them to gather behavioral information to predict or prevent the
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subordinate from deviating from the agreed upon goals of objectives” (Vito et al., 2014, p. 1).
However, the transformational leader is considered to be charismatic and exhibits an important
trait such as emotional intelligence (Satterlee, 2013). More importantly, it is noted that a
transformational leader can influence the team to do more than projected which points to the
charisma that is associated with this leadership style from the individual (Mathew & Gupta,
2015). Thirdly, an interesting concept that was noted as it pertains to a leader is that “a leader
cannot lead without followers” (Satterlee, 2013, p. 6). This is a valuable lesson that every leader
needs to understand in order to achieve the most effective outcome in a group setting; followers
must likewise support their leader and challenge when necessary, and maintain a healthy level of
autonomy (Shahzadi, 2017).
Biblical Integration
It is important for one to consider emotional intelligence, controlling leadership, and
transactional versus transformational leadership. All of these above topics can be found in
scriptures in the Bible.
“You call me ‘Teacher’ and ‘Lord,’ and rightly so, for that is what I am. Now that I, your
Lord and Teacher, have washed your feet, you also should wash one another’s feet. I have
set you an example that you should do as I have done for you. Very truly I tell you, no
servant is greater than his master, nor is a messenger greater than the one who sent
him. Now that you know these things, you will be blessed if you do them” (John 13:13-
17, NIV).
These verses explain thate since the Lord has blessed us, we should bless others. As
leaders in our workplace and leaders in Christ, it will behoove us to try to bless and help others.
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Some organizations today conduct unethical activities in order to make a profit. The Lord would
not approve of this and would definitely frown upon us. It is our dutyies as leaders to conduct
our daily business in an ethical and honorable way that glorifies Christ.
Strategies
In regards to emotional intelligence this can be integrated into an organization by
conducting classes with leaders. Emotional intelligence classes could be conducted with
supervisors, managers, and executives. In this strategy, the new ability/skill may be integrated
throughout the organization. Our group feels that if there was a lecture or emotional intelligence
class, then it would give an opportunity for all leaders to learn a new skill or sharpen their skills.
Secondly controlling leadership could be implemented in an organization only if the
organization has a well-rounded leader. If an organization decides to employ a leader who likes
to make decisions without getting ideas from employees, it could render itself as a terrible
strategy. A good leader/manager must be able to talk to his/her employees and explain drastic
organizational changes with minimal resistance. To assist in the controlling leadership function, a
manager could employ an administrative management theory. Administrative management
theory is the study of a business which is centered on efficiency and effectiveness. Through
careful planning, an organization can become successful in a controlling type of leadership. The
organization must ensure that managers/leaders hold employees responsible for completing their
assignment and task in their entirety.
Lastly, for leadership in an organization, having transactional and transformational
leaders are important to the balance of an organization. According to Satterlee (2013),
“Leadership is also the ability to influence others and is dependent upon whether the leader
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possesses that which followers seek" (p 5). Leadership can also be defined as transactional
leadership or transformational leadership. Transactional leaders typically guide their followers in
the direction of established goals by an organization through the action of clarifying roles and
task requirement. Transformational leaders rely mainly on the expression of feelings to convey a
message. To have these types of leaders in an organization, it will all start with the recruitment
process. In an interview, it is essential to ask behavioral questions in order to know how potential
leaders will react in certain situations.
Conclusion
It is important for one to consider emotional intelligence, controlling leadership, and
transactional versus transformational leadership. When organizations try to implement these
strategies, they will need to take great care in their planning. Without careful planning, a good
plan can become detrimental to an organization. Leaders in an organization can have a great
effect on how they form their culture. A strong culture in an organization, can keep an
organization focused not only on their goals, but also their vision.
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References:
Duncan, P., Green, M., Gergen, E., & Ecung, W. (2017). Authentic leadership: Is it more than
emotional intelligence?. Administrative Issues Journal: Education, Practice & Research,
7(2), 11-22. doi:10.5929/2017.7.2.2
Mathew, M., & Gupta, K. S. (2015). Transformational leadership: Emotional intelligence. SCMS
Journal of Indian Management, 12(2), 75.
Merchant, K. A. (1982). The control function of management. Sloan Management Review (Pre-
1986), 23(4), 43. Retrieved from http://ezproxy.liberty.edu/login?
url=https://search-proquest- com.ezproxy.liberty.edu/docview/206766218?
accountid=12085
Satterlee, A. (2013). Organizational management and leadership: A Christian perspective (2nd
ed.). Raleigh, NC: Synergistics International.
Shahzadi, G., John, A., Qadeer, F., & Mehnaz, S. (2017). Followership behavior and leaders’
trust: Do political skills matter?. Pakistan Journal of Commerce & Social Sciences, 11(2),
653-670.
Vito, G. F., Higgins, G. E., & Denney, A. S. (2014). Transactional and transformational
leadership. Policing: An International Journal of Police Strategies &
Management, 37(4), 809-822. doi:10.1108/PIJPSM-01-2014-0008
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