Mintzberg’s Managerial Roles, Sources Of Power, And Situational Leadership In Organizational Management

Mintzberg’s Managerial Roles and Their Demonstration in a Scenario

1.Describe Mintzberg’s Managerial roles. How would you demonstrate each of these management roles in this scenario?

2.Describe which sources of power are available to you as the leader of this project? Explain which would be the most effective option/s in this scenario and why?

3.Describe the concept of Situational Leadership. Using suitable examples explain how you would apply Situational Leadership in this scenario?

 1.

Figure 1: Mintzberg managerial roles

According to the Mintzberg managerial roles, a store manager of the franchise must be a good entrepreneur when it comes to problem-solving, considering new ideas and opportunities, taking risks and moving the team forward. The appointed store manager is required to be a disturbance handler, as when conflict takes place it is the responsibility of the manager to address the situation and get the same on track again to ensure a positive working environment and high productivity. Store manager, as a resource allocator, is required to make optimum utilization of available resources to get things done in an optimal manner while meeting the desired goals and objectives. Further, the resources can be inclusive of available budget, employees or raw material (Kumar, 2015). Managing resources is said to be one of most important responsibility of a store manager, as it leads to greater accessibility of resources even at the time of resource shortfall. The franchisee’s store manager must have the ability to negotiate effectively, from own team to external team, it is necessary for the manager to negotiate the terms and ensure a win-win situation. Negotiation with the team means getting the team indulged in the entire mission and vision, and encouraging them to implement a role that better suit their personal goals and abilities. 

It is vital for the store manager in the current context to act as a monitor, means getting engaged with the tracking changes in the organization. As business is never stable, so the manager is required to continuously monitor each and every situation and make rapid changes when necessary (Mintzberg, 2015).  The skill of disseminating must be present in the store manager, to gather valuable information, so that the entire team and organization is benefitted. The information will help in getting feedbacks which will be helpful for the store to retain long-term success. Being the head of the store, the manager must act representatively during meetings. As a spokesperson, it is important for the manager to have the optimal confidence to speak in front of groups and team.

Sources of Power Available to a Leader in a Project and Effective Options in a Scenario

One of the significant roles of the store manager is to figurehead the entire group, this is considered as an interpersonal skill, as it is all about providing assistance and support to the rest of the team at the time of need or confusion. For this aspect, the store manager must possess confidence so that team can have a feeling of reassurance and protection (Arevalo, Laud & Johnson, 2016). The store manager must lead their team in every possible way; this can be inclusive of assisting them in conducting their job at the right time in a right way. This can be done through, setting structure, emphasizing the specific skills of each team member while providing them with viable reward and recognition. The major role of the store manager is to act in liaison manner, which means interfacing a range of people on the interior and exterior basis. This role possesses communication only, and it says that every manager must communicate effectively to ensure the development of skills and keeping things on track. 

2.There are various types of power available to the store manager, and the same are enumerated as below:

Formal (legitimate) power: this power is exercised on the position of the project manager’s position (Kerzner & Kerzner, 2017). The right for influencing team activities on the basis of job position is referred as a legitimate power.

Reward: this power is rooted in providing fair rewards. The ability to offer rewards for compliance gaining is known as reward power.

Coercive: This power arises from the capability to penalize group members. This power relates to the capability to enforce punishment in order to earn compliance.

Expert: This power arises from acting as a technological expert or project specialized (Harrison & Lock, 2017). This power comes from the respect earned on the basis of experience, talent and skills.

Referent: this power is based on charisma and reputation. This power is all about affirmative personal characteristics or integrity. 

In the current situation, the franchise expects store manager to make use of legitimate and reward power so as to positively influence the team members to move forward to their and organizational goals. The store manager is required to exercise the legitimate power initially, which is derived from their retained position in the hierarchy of organization (Antonakis & Day, 2017). In order to practice the positional power in an effective manner, the store manager must be believed to have gained it legitimately. The store manager must make use of their power for the benefit of other, in an ethical and viable manner. They must not misuse their power for their own benefit; rather they must consider the needs of the organization and their team first. The power of legitimate takes place when subordinates in the project recognize individual authority (Arevalo, Laud & Johnson, 2016). In the case, the store manager has the legitimate power and determines the entire direction of corporate and the required resources of the corporate. This power refers to the capability to administer some sense of obligation or the idea of responsibility.

Situational Leadership in Organizational Management: An Explanation and Its Application in a Scenario

The store manager must exercise the reward power that takes place from their own ability to influence the distribution of incentives within the organization. Further, these incentives can be inclusive of positive appraisals, salary improvement and promotions. By providing rewards and recognition based on the performance, the employee will motivated and tend to work in a more effective manner. Further, for making use of reward power, the manager must motivate other by providing promotions, awards and raises (Madsen, 2015). This power is the scale by which managers can make use of rewards to influence the team; the manager has the power to reward employees for their conduct and actions of meeting or surpassing performance expectations (Cashman, 2017).  So the store manager must use the reward power well to encourage employees greatly. Rewards and recognition must be used to affect the team in a positive manner while creating a shared vision and mission.

3.Situational leadership means when the organizational manager makes an adjustment in their styles to suit the development level of the team, for better influencing. This leadership style is of flexible nature, it amends to the current working environment and organizational need (McCleskey, 2014). It is not based on the specified skills of the manager; rather the manager changes their styles to fit the requirement of their team and organization as a whole. 

Since the store manager is appointed for six months for getting the business on track, so the manager make use situational leadership style by considering the overall situation of organization and then amend oneself with organizational need and requirement (Sethuraman & Suresh, 2014). The manager must offer some power to team member as well to share their ideas and opinions while the manager is required to be strict at the same time to meet the ultimate goals of the organization (Thompson & Glasø, 2015). For the current situation of the franchisee, the store manager must interpret the situation for influencing, and after considering this, they must adjust their conduct in relation to contingencies of the scenario. After this step, the store manager must effectively communicate, cooperate and interact with subordinates so that they can also change and agree to the changing environment (Lynch, 2015).  Moreover, the manager must make an advance and manage the movement to meet the get the franchise back on track, while aiding the franchise in ensuring long-term haul.

The store manager while adapting situational leadership must maintain awareness for their inherent leadership based strengths and development areas (Thompson & Glasø, 2015). Along with this, the store manager must conduct effective conversations and guidance with the mix of flexibility and strictness to better influence the fluctuations in the organization. Furthermore, the store manager must create a competent and productive team for better engagement for the achievement overall objectives (DuBois, Hanlon, Koch, Nyatuga & Kerr, 2015. By considering the situational leadership in a better way, the store manager will be able to drive behaviour while ensuring business outcomes.

In the situational leadership theory, the manager must adapt to the management employees in a flexible manner to get the best out of subordinates and respond rapidly to the business changes. By considering this aspect, the manager must act flexible and make changes according to the situation (Sethuraman & Suresh, 2014). It is believed that business address in good as well as uncertain situations, so the manager must adopt methods, strategies and techniques to deal with this situation thereby ensuring that these uncertainties do not harm the business. Hence, the store manager must be open to amending other related methods to leadership such as they can adopt directing style for those employees who are not skilled so that in given time period manager can prove oneself, and make the business competitive and performance oriented. 

References

Antonakis, J., & Day, D. V. (Eds.). (2017). The nature of leadership. Sage publications.

Arevalo, J. A., Laud, R. L., & Johnson, M. (2016). Managerial Roles Perceptions and Engagement: An Examination of Theory and Practice. In Academy of Management Proceedings (Vol. 2016, No. 1, p. 12071). Briarcliff Manor, NY 10510: Academy of Management.

Cashman, K. (2017). Leadership from the inside out: Becoming a leader for life. Berrett-Koehler Publishers.

DuBois, M., Hanlon, J., Koch, J., Nyatuga, B., & Kerr, N. (2015). Leadership styles of effective project managers: Techniques and traits to lead high performance teams. Journal of Economic Development, Management, IT, Finance, and Marketing, 7(1), 30.

Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.

Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Kumar, P. (2015). An Analytical study on Mintzberg’s Framework: Managerial Roles. International Journal of Research in Management & Business Studies (IJRMBS), 2, 12-18.

Lynch, B. (2015). Partnering for performance in situational leadership: a person-centred leadership approach. International Practice Development Journal, 5.

Madsen, S. (2015). The power of project leadership: 7 keys to help you transform from project manager to project leader. Kogan Page Publishers.

McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117.

Mintzberg, H. (2015). Henry MINTZBERG, The Nature of Managerial Work (1973) & Simply Managing: What Manager Do-And Can Do Better (2013). [email protected] [email protected] gement, 18(2), 186-188.

Sethuraman, K., & Suresh, J. (2014). Effective leadership styles. International Business Research, 7(9), 165.

Thompson, G., & Glasø, L. (2015). Situational leadership theory: a test from three perspectives. Leadership & Organization Development Journal, 36(5), 527-544.