Introduction
Leadership and management form the pillar of an organization’s achievement of its objectives, employee satisfaction, work environment, and many more. What it means to be considered a good leader or manager has proved to be one of the most hotly debated topics within scholarly literature and at general forums. However, navigating an ever-changing world requires that an organization understand the complexities of leadership and management. A study group discussion that explores different facets of what constitutes good and poor leadership is used in this paper to shed more light on such qualities. Aiming at revealing patterns and clues helpful for comprehending the current notion of leadership and management, we will present interpretations drawn from the analysis of this qualitative information.
Literature Review
Management and leadership are two different but interrelated concepts that are frequently confused with each other, although not synonymous terms. Leadership directs people or groups toward a common goal while stimulating creativity and promoting progress (Bolden et al., 2023). These characteristics include vision, motive, and willingness to lead followers. However, in comparison, management focuses more on organizational charts, processes, and efficiency. This entails arranging to deploy available resources to attain desirable objectives more cost-effectively.
The leadership and management field has experienced a considerable progression through various models. Transformational leadership emphasizes the ability of a leader to influence followers by going beyond issues of self-interest (Aboramadan & Kundi, 2020). Transactional leadership depends on clear-cut expectations, rewards, and punishment based on performance outcomes (Abbas & Ali, 2021). According to Dapper (2019) and Crosby (2020), autocratic, democratic, and laissez-faire comprise Lewin’s leadership styles, where the leader makes the decisions without consultation and follower participation in making decisions but preserving sole authority, respectively. According to trait theory, intelligence, self-confidence, determination, integrity, and sociability are essential for leading effectively.
Leadership has also emerged as an increasingly important term, with servant leadership emphasizing leaders’ commitment to meeting followers’ needs (Fischer & Sitkin, 2022). As per Gardner et al. (2021), leadership implies that true leaders instruct, stimulate, and motivate their staff members. These approaches offer helpful frameworks for understanding how leaders relate with their teams in a rapidly changing world of leadership, showing that flexibility and sensitivity to context are central to leadership effectiveness (Giles, 2016).
However, in a world of globalization, different people, and new technology, modern leadership faces fresh problems. Adaptive leadership takes precedence, encompassing a leader’s ability to be flexible and responsive to changes. With the increase in remote workers and virtual teams, a leader’s communication and emotional intelligence skills become imperative. According to Gómez-Hurtado et al. (2020), adaptable leaders should understand various cultural aspects across geopolitical boundaries and use technologies to promote cooperation within this complex landscape. Today’s leader has to understand all those challenging problems and help people succeed in difficult conditions of the contemporary workplace (Samimi et al., 2020).
This study aims to explore and analyze the diverse views on good and bad leaders/managers according to a focus group. Through qualitative data, we aim to find the hidden trends and meanings that explain the characteristics people perceive in successful leaders—an exploration of a broader picture of the modern changing world of leadership and organization theory and practices. By conducting such an analysis, we hope to offer detailed perspectives to facilitate leadership development programs as part of the more extensive conversation about great organizational leaders.
Methods
Data Collection Method:
A study group (focus group discussion), a variation of the famous focus group discussion, was deployed as the data collection technique used in this study (Hennink et al., 2019). Complex themes can be discussed using participant interactions within study groups, which also allows for the exchange of opinions, perceptions, and experiences at a personal level. Therefore, the study group became an appropriate platform for revealing participants’ views on what constitutes a good and bad leader/manager.
Several justifications underpin the selection of the study group methodology:
The first characteristic that defined the study group is the richness of data. This communication style allows for extensive information collection in group discussions where the number of exchanges per person is unrestricted (Sim & Waterfield, 2019). This opens up a discussion with different points of view concerning a particular issue. It offers a detailed perception of the matter considered.
Another thing about the study group process is that it also involves dynamic interactions, which take understanding to a higher level. This culminates in the joint construction of each other’s replies, reinforcing their comprehension of a particular matter (Vaismoradi et al., 2019). Many respondents open up their thoughts and express feelings because of the depth of its probes.
Lastly, the study team approach appropriately tackles the subjectivism aspect of leadership and management. Objective study groups are the best tools to elicit views and make decisions that deal with only subjective reasons and judgment (Vaismoradi et al., 2019). Through this, it is possible to compare whether the beliefs of people in leaders or managers are good or bad.
Data Analysis Method:
The theme-based approach to data analysis proved to be appropriate in this study. It is a systematic and sensitive process involving identifying, separating, and reporting on themes (patterns) drawn from emerging qualitative data using focus groups (Braun & Clarke, 2019). Lastly, thematic analysis is executed through the coding of data in order to look out for identical thoughts or trends, which could be arranged and organized for proper interpretation of the data.
Critical aspects for thematic analysis
Flexibility in Exploratory Studies:
Perception of participants on good and bad leaders/Managers-focus group transcript. The research design should have some flexibility because it has an exploratory nature, which means there are emerging themes among dynamic group interactions.
Comprehensive Understanding:
It is appropriate to adopt a thematic approach since it gives the most comprehensive picture of the data. The systematic exploration of different views related to leadership and management can be aided through thematic analysis (Mezmir, 2020).
Accessibility:
For instance, the subject of “thematic accessibility” should be emphasized, particularly how it relates to the emergent qualitative theme from the discussion by the focus group. According to Jackson et al. (2019), researchers need a tiny step to help them explore the data and learn about the participants’ comments.
Structured Framework for Data Interpretation:
A structural process for thematic analysis which involves interpreted qualitative data. As noted by Mezmir (2020), it can organize the divergent ideas and opinions recorded in the transcript into a coherent theme that makes sense when looking at the views expressed on the leadership and manager conversation.
Maintenance of Richness in Qualitative Data:
Thematic analysis enables an aspect of the richness of qualitative data to be upheld. This process is conversational and, as a result, allows for in-depth consideration of what the respondent perceives without over-generalizing the complexity of answering questions (Saldaña, 2023).
Findings
Themes on Effective Leadership/Management:
The study group explored various facets of effective leadership and management, identifying several recurring themes.
- Communication Skills: Effective communication became a recurring issue in leadership. Leaders/Managers have noted that participants want them to be able to express their intentions in simple terms, actively listen, and offer helpful comments. Transparent and open communication is a significant ability that makes an effective leader.
- Visionary Perspective: They stressed that leaders needed to be academic. Good leaders know the direction their organization is going towards, are long-range oriented and create a common goal among team members.
- Empathy and Emotional Intelligence: Good leadership/management requires empathy and emotional intelligence. A good leader should be in tune with their members, and therefore, the study group acknowledged that this is crucial for promoting an amiable working environment.
- Adaptability: Effective leadership was based on adaptability as a pivotal theme. The essence of a leader who knows different situations and approaches depending on team and environment dynamics was recognized by participants.
- Taking Responsibility: Responsibility and accountability were common issues. Efficient leaders were conceptualized as those who attribute successes and failures and create an environment of accountability amongst the teams’ members.
Themes on Qualities of a Good Manager/Leader:
Inspirational Vision and Strategic Focus:
Leaders should have a vision in addition to strategy focus, which is essential according to the study group. As participants pointed out, good leaders are more than just efficient operators in charge of resources. In this case, these leaders are depicted as people who can lead their teams on the quest for a shared vision and provide them with a goal in life. There was also the aspect of visionary leadership that can facilitate an empowered and focused workforce moving as one.
Responsibility and Accountability:
One of the striking aspects recorded in the transcript was the idea that influential leaders should be responsible and answerable for their conduct. Successful leaders accept responsibility instead of blaming others when things go wrong. This characteristic was essential for forming trust and creating a good working environment. Team members concluded that leaders, by example, build and maintain an accountable workplace culture.
Empathetic and Motivational Leadership:
Leaders were urged to exhibit empathy and motivation towards their followers in the discussion. According to Herrity (2023), effective managers are characterized as knowing what is bothering their subordinates to create a conducive situation for them. They highlighted that being able to give direction and inspiration to foster more enthusiasm at work, better workforce self-motivation, and a high spirit of teamwork were critical aspects to be included in this list. Leaders can create a healthy environment to work in, promoting collaboration when they put the interests of their employees first.
Open Communication and Inclusivity:
The qualities of a good manager/leader were revealed to be centred on effective communication. The transcript talked about how leaders need to be open when it comes to communication and ensure there is dialogue among people with different views. It was believed to be essential in creating a foundation for trust, fostering cooperation, and enabling the maximum realization of the team’s potential. From that point on, their study group understood that leadership based on transparency leads to innovativeness and constant improvement in the culture at hand.
Adaptability and Innovation:
In addition, the study group investigated the traits of flexibility and creativity among competent managers and leaders. The discussion focused on cases of successful leaders who showed flexibility in their approach to change and drove innovation in the environment. The adaptability was associated with a visionary style that promotes innovative ways of addressing challenges and seizing possibilities. Finally, the participants noted that innovation is a significant contributor to organizational resilience in the future.
Theme on Qualities of Bad Leaders/Managers:
Accusatory Leadership Style:
One prevalent aspect discussed was the accusatory leadership style attributed to bad managers. Participants highlighted instances where managers were portrayed as deflecting blame onto team members in the face of challenges or failures. The consensus was that such an approach erodes team morale and impedes constructive resolution of issues. The discussion underscored the importance of leaders taking accountability for setbacks and fostering a culture of collective problem-solving rather than scapegoating team members.
Lack of Vision and Inspiration:
Study teams bring ill effects on managers and other leaders in an organization who still need to create a compelling vision that can motivate or inspire other people to carry out associated tasks. The leaders I viewed poorly emphasized their short-term objectives and concerns, ignoring the more excellent vision that could have united and inspired their troops. Three main demotivating factors include a lack of passionate leadership, which caused some team members not to feel enthusiastic, engaged, and committed. The authors believed it could be detrimental to any effort towards creating a motivating and forwarding-looking corporate climate.
Failure in Responsibility and Motivation:
The other notable thing came about the poor leader failing his functions and his roles regarding motivation. The discussion highlighted instances of poor management whereby managers could not recognize or address employees’ needs. The team members’ lack of motivation and engagement resulted from this failure in interpersonal skills and empathy. All agreed that any leader or manager worth his pay must own up to their responsibilities, develop a good working relationship within the workplace, and motivate workers to realize their potential.
Authoritarian and Blunt Communication:
Communication methods related to bad leaders in the context of the study group focusing on autocratic and direct style. Some people reported instances where their leaders/managers acted authoritarian. These had stifled communication and hindered free expression from other team members. This was seen to be against the idea of team cooperation and creativity. Compared to the discussion above, influential leaders should work on developing an environment for accessible and all-inclusive communication that allows different views for discussion and constructive criticism.
Lack of Adaptability and Innovation:
Bad leaders/managers, as portrayed by the study group, were presented as resistors of the innovative change. Leadership under different conditions was given and considered. Scenarios of leaders failing to adjust themselves or their organization were considered. This has led to a situation where nothing new happens, and growth opportunities are overlooked. The failure to foster a culture of innovation, which resulted in low adaptability and flexibility of the firm, was attributed to this lack of adaptability. Change leadership entails getting ready to create new ways, relying on innovations, and making an open-minded workplace environment.
Theme on Differences between Leaders and Managers:
Strategic Focus:
Strategically, their difference was markedly expressed as leaders versus management. Managers are said to focus on operational effectiveness, which involves resource control. The essence of the function of managers is that they organize the activities of a team in a daily routine, pursuing short-term objectives and performing current assignments. However, leaders were represented looking at things from a strategic point of view, taking the team toward an overall vision going beyond short-term issues. Leaders’ strategic acumen encompasses envisioning upcoming trends and problems, promoting an advanced outlook that harmonizes with the company’s objectives for the future.
Decision-Making Roles:
Within the study group, an important issue discussed was what they did during the decision-making process. Managers were depicted as addressing issues at hand while increasing productivity efficiency. Leaders, however, were shown to focus on strategic thinking that incorporated how it impacted the organization’s growth. The difference highlights their various perspectives about their decision-making roles: an employee’s perspective as a manager focuses on short-term challenges, and that of a person as a leader reflects on the impact of organizational vision.
Responsibility and Accountability:
However, the debate did not stop describing the burdens of duty and liability. Managers were said to have narrow responsibilities and were responsible only for controlling their daily teams’ activities. On the other hand, leaders were expected to take on broader responsibilities of ensuring that collective visions and objectives are achieved. The distinction between responsibility points out the various roles that a leader and a manager play in an organization, whereby the former pushes for the execution of strategic goals. At the same time, the latter focuses on the smooth running of operations.
Adaptability and Innovation:
The study group also focused on leadership adaptability and innovation as part of the theme. The team developed into an organization that adapted to change and uncertainty through its leaders, who were viewed as “change and uncertainty navigators.” Strategic focus goes beyond dealing with existing problems and guiding organizations through the changing business environment. This conversation showed leaders as drivers of innovation, promoting a group of people to find new thoughts and procedures that would align with the tactical point.
Theme on Managerial Challenges:
Balancing Short-Term Goals and Long-Term Vision:
Among the managerial issues discussed by the study group is the sensitivity that goes with short-term plans and longer perspectives. Participants expressed the pressure of administrative decisions between short-term organizational efficiency and long-term policy implementation. This challenge reveals a necessity for leaders to manage both the short-term activities of an organization and those long-term factors oriented towards growing an organization.
Adopting Inclusive Leadership:
One of the major issues highlighted involved the need for leaders to be inclusive in their leadership style. Using their exploratory study group, they examined how a manager tackles the challenge of ensuring “different voices” are heard and that every team member understands feeling valuable. The talk explored how to develop an environment of appreciation for diverse cultures, which leads to a feeling of togetherness in a team setup.
Strategic Problem-Solving:
The challenge of strategic problem-solving focuses on the fact that managers have to deal with complex and embedded issues in organizational settings. The participants in the study understood that competent managers should have skills including situation appraisals, making informed choices, and strategies that lead to organizational success.
Conclusion
In conclusion, the research group revealed a fantastic collection of views about the qualities of successful and unsuccessful leaders and managers, representing several topics related to managerial and leadership issues. Effective leadership was explored with issues to do with communicative capacities, ability to visualize the future, compassion, adaptability, and commitment. Together, they form a solid basis for an excellent working atmosphere, happy employees, and a successful company. Alternatively, research into negative leadership revealed such issues as an accusing style, no vision or inspiration, missed incentive and motivation, and autocratic communication, which proved harmful to collaboration effectiveness and organizations’ results.
One of the topics discussed in the study group related to differences between leaders and managers revealed distinct roles in that leaders pay greater attention to strategic visions. In contrast, managers focus more on operational efficiency. Specifically for an organization, decision-making, role responsibility, and ability to adapt were crucial factors that set apart the two functions. Managerial issues were also explored in the thematic part, revealing a fine line between short-term aims versus long-term vision, team approach in leadership, and a manager’s strategic problem-solving process.
The study group discussion and thematic analysis approach used in this analysis provide additional views to an ongoing debate about leadership and management. The results are significant for the leaders in the organization as they need open communication and flexibility to understand their teams better. It also implies having a good vision of the organization’s direction. For organizations navigating through the dynamic modern professional landscape, these form a basis of leadership practices and development approaches dealing with managerial problems. The primary purpose is to improve leadership skills and promote an organization’s culture.
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