Management is compared with the leadership in different areas such as that are relating to the organizational performance including direction is provided to the employees, and relationships will be built as well as developing the personal leadership, and outcomes will be created. Management provides direction to the employees and it leads to improving their performance whereas the leaders have to focus on improving the performance and lead the organizational growth, as well as motivate leaders to improve the performance. Leaders conduct an informal discussion with employees which leads to building relationships among employees, and management focuses on formal discussion like meetings which leads to building only formal relationships among employees. Personal leadership qualities will be developed among employees, and it leads to ensuring their personal growth as well. Outcomes will be created of employees and it leads to improving the overall performance growth of the organization, and outcomes will be generated better. Followers of the organization such as employees and other stakeholders will be aligned where there is proper management, and leadership can be used for aligning the leaders in one direction (Tudor Car, et al., 2018).
Management is mainly focusing on improving the performance of the organization whereas the leaders are to focus on building formal relationships with employees, and they are creating a better working environment for the organization, and it leads to encouragement among employees, and they will be motivated among employees, leadership qualities will be developed among employees, and the followers get the right direction (Tudor Car, et al., 2018).
Fielder’s Contingency Model of Leadership defines that the effectiveness of the group depends on the appropriate match where the leader’s style can be improved, and there will be demands of the situation. Effective leadership is another factor of Fielder’s Contingency Model of Leadership and it maintains the effective leadership for matching the leader’s style for the right setting (Meirovich, et al., 2015).
Three factors that cover under the Fielder’s Contingency Model of Leadership are such as the Leader-Member Relations, another one is Task Structure, and the last one is Leader’s Position Power. It can be used in three different areas such as in Leader-Member Relations, also in structuring the tasks, and there is position of the leader. In the leader-member relations, mutual trust, and respect will be built among employees and managers, as well as in leaders and members, the confidence will be built among employees, as well as in leaders and the subordinates. In the Task structure, it refers to that the tasks will be clear and structured, but if the task structure is low, then the group tasks are ambiguous, and there is no clear solution for achieving the goals of the organization. Next is Leader Position power in which it has described how much the leader has power over to this group, and it also leads to the extent the leader can give the awards to their employees or group members as well as punish their group members (Meirovich, et al., 2015).
Personality dimensions of Extroversion and agreeableness are such as –
Extraversion includes different traits such as they are very talkative, and assertive, which leads to an increase in their performance, and they are very energetic as well. Dimensions of extraversion include that people are more emotional expressiveness, and there is a high amount of expressiveness, and it leads to improving the overall performance of the growth. Extraversion leads to person’s inclination and they are seeking the simulation in the outside world, and they are getting the attention of other people, and others earn to the friendship, power status, and there is admiration and power and there is earning friendship (Docherty, et al., 2016).
Under agreeableness, the different traits areas are very friendly, cooperative, and they are very compassionate, and the people who have low agreeableness traits, then it leads that they are very distant, and the traits of agreeableness include they are being kind, and they are sympathetic, as well as are affectionate. Personality dimensions of agreeableness include that they are affectionate, and altruisms, and there are other prosocial behaviors, and it leads to low traits performance, and there will be more competition, and there is even manipulation (Docherty, et al., 2016).
Docherty, A.R., Moscati, A., Peterson, R., Edwards, A.C., Adkins, D.E., Bacanu, S.A., Bigdeli, T.B., Webb, B.T., Flint, J. and Kendler, K.S., 2016. SNP-based heritability estimates of the personality dimensions and polygenic prediction of both neuroticism and major depression: findings from CONVERGE. Translational psychiatry, 6(10), pp.e926-e926. https://www.nature.com/articles/tp2016177
Tudor Car, L., Kyaw, B.M. and Atun, R., 2018. The role of eLearning in health management and leadership capacity building in health system: a systematic review. Human resources for health, 16(1), pp.1-9. https://link.springer.com/article/10.1186/s12960-018-0305-9
Meirovich, G. and Gu, J., 2015. Empirical and theoretical validity of Hersey–Blanchard’s contingency model. Journal of Applied Management and Entrepreneurship, 20(3), pp.56-73. https://www.researchgate.net/profile/Gavriel-Meirovich-2/publication/284178161_Empirical_and_theoretical_validity_of_Hersey-Blanchard’s_contingency_model_a_critical_analysis/links/564e1eb108ae1ef9296c5885/Empirical-and-theoretical-validity-of-Hersey-Blanchards-contingency-model-a-critical-analysis.pdf