Leadership & Management Theories Assignment

Student Otto Tawanda Chisiri

Lecturer Evanthia Papachristoforou

Student Number 11704d2560370

“Critically evaluate the application of leadership theories to a leader in an

organisational context (e.g. a company of your choice) and management

theories to a contemporary organisation.”

INTRODUCTION

“Everything rises and falls on Leadership” is one of the famous quotes by Dr

John Maxwell a leading American leadership author and public speaker.

Contemporaneously Simkins (2005) pronounces leadership as major factor and in

most cases the only contributing factor to organisational success or failure.

Intrinsically, Leadership is arguably one on the most important and extensively

studied subjects of social sciences. (Burns, 1978: 2) as cited by (Schedlitzki 12)

defines leadership as one of the most observed and least understood phenomena on

earth.

This easy is at pains to critically evaluate the leadership style of Strive Masiyiwa a

Zimbabwean and global entrepreneur and the application of authentic leadership

theory to his leadership style. The easy shall also look at factors influencing the

leadership style adapted by the subject

The second part of the essay critically evaluates the application of management

theories and in particular Dynamic Engagement approach to COT Management

Training Institute a company based in The Kingdom of Eswatini in Southern Africa, of

which I am its Training Director,

The essay begins with a brief reviewing of Leadership theories and styles before

critically evaluating and outlining the underlying predominant leadership theory and

style to be examined and their relations to the subject matter; It then explores
management theories and their development before critically evaluation their

application COT Management Training Institute.

Brief History of Leadership

Leadership is as old as the humanity itself. To those who believe in the bible story of

Adam and Eve and creation of man have always grappled with the pertinent question

– who was the leader in the garden between Adam and Eve? , since Adam was

influenced by Eve to eat the forbidden fruit. Through the passage of time great

ancient scholars and writer like Herodotus, Thucydides and Plutarch history of

humanity and monarch with particular emphasis on the leadership of the day so did

the Greek philosophers like Plato, Socrates and others. At the turn of the century,

The Great Man Theory dominated the leadership study and landscape during the

dawn of industrialisation. The adage “Leaders are born and not made” ruled the day.

Most of those in Leadership then were the ruling classes and aristocracy and as

such leadership study was confined to those of noble birth. This was propagated by

scholars like Thomas Carlyle the Scottish Historian. Opponents of this theory like

Hegel and Tolstoy argued that these great leaders like Napoleon could not have

achieved what they achieved just because of noble birth; they saw the commitment

of followers as the reason why great leaders accomplished all their deeds. To get the

support of their followers‟ charisma was needed and sociologists like Max weber

posited that leader‟s power lay in his ability to influence his followers. Further down

the line the trait theory was developed as scholars through studies realised that

successful leader‟s possessed certain similar traits like authenticity, humility honest

among others. More scholars and theorists like James McGregor and Burns defined

the difference between transactional and transformational leaders.

The search for a true leadership theory continues

DEFINING LEADERSHIP

Scholars tend to agree on disagreeing on the common definition of Leadership.

(Bass 1981) claim that they are as many different definitions of Leadership as they

are people that define it. In their much variety of definitions few common points and

philosophy stand out regardless of the angle taken by scholars and these are

“influence and followers”. Gibson 1985: Blanchard 1988) define Leadership as a

process of Influencing followers in their activities towards a goal, Maxwell (2015)

defines Leadership as, “….ability to Influence, nothing more and nothing less” whilst

Weirich and Kroontz (2005) defined leadership as an art, that which when you apply

it accordingly you can influence people so that they can willingly and enthusiastically

go about achieving set goals.

The difference between Leadership and Management

This brief section seeks to juxtapose the relationship between Leadership and

Management. This critical review of the body of knowledge is necessitated by the

fact that second part of the essay will constitute mainly on evaluating management

theories. Many people confuse Leadership with Management (kotter 1996) he further

explain that in organisation 70-90 per cent of organisational transformation is due to

Leadership and only 10-30 per cent can be attributed to management. Kotter defines

leadership role as establishing direction, align roles, motivating, mentoring, Inspiring

and producing change, whilst management focuses on budgeting, organizing,

staffing, controlling, producing predictability and maintaining order. (Warren Bennis,

1994) differentiate the leadership and management as, “Leaders are people who do

the right thing" and "Managers are people who do things right" (James Kouzes &
Barry Posner, 2013) adds his voice in the distinguishing the two, "Leadership has

about it a kinesthetic feel a sense of movement", whilst "Management is about

handing things, about maintaining order about organization and control".

The above image is credited to (ICE's business psych blog, 2018)

Leadership in Context

Authentic leadership is emerging as the source of hope and solution to the modern

day crisis in leadership practice (Kim Bradley-Cole 2014) The recession of the 1990s

compounded by corporate scandals of Enron, World.com, Anderson among other big

institutions, brought about a new thinking into organisational leadership and how

scholars view leadership theory and gave rise to the clarion call for Authentic

Leadership. A recent study by Gallop in 2017 unsurprisingly bare that, the America

public hold their leaders and the organisations they are leading in low esteem Gallup

(2017). The discoveries of the study expose the need of finding a leadership theory

that produces leaders and organisation that brings trust in the hearts of their
followers. (Pfeffer, 1998; Beer, 2009) concedes that the world has been crying and is

in short supply of leaders that are trustworthy, genuine and committed to their people

and organisations. Trustworthiness as a virtue is what authentic leaders as people of

high integrity (Mayer et al., 1995). Many leadership theories have produced a lot of

Leaders but many falls short of being authentic leaders. Though the Authentic

leadership theory is considered to be in early stages of development (Gardner et al.,

2011; Klenke, 2007), of late there has been a lot of scholarly writings with the works

of (Walumbwa et al., 2008; Ladkin and Taylors, 2010) helping to develop its

components.

This essay seeks to critically evaluate how authentic Leadership practised by Strive

Masiyiwa shows deep committeemen to the welfare of others and demonstrate

ethics as a whole mark of Leadership. According to Luthans and Avollo (2003) an

authentic leader is a leader that is true to self, gritty, possess strong ethical and

moral values. The authentic leader should have all the combinations of positive

leader capabilities. ( Emuwa 2017) citing (George, 2003), concludes that “ Authentic

leaders know who they are, are purpose driven and do not compromise their values

in difficult situations” this is hallmark of Strive Masiyiwa a case example being his

prolonged battle for his licence rights in Nigeria and refusal to succumb to pressure

to bow down to corrupt practices “Dealing With Corruption Is Simple, Just Say No”

Strive Masiyiwa 2014

Strive Masiyiwa and the practise of Authentic Leadership (AL)

(Gardner et al., 2005) describe the construct of Authentic Leadership as: self-

awareness, self-knowledge, self-regulation, and self-sacrifice. It is further argued by

(Sparrows, 2005).that Authentic leadership is relational and it includes having

authentic relations with followers (Avolio and Gardner, 2005; Gardner et al., 2005).

Authentic leaders stand out of the rest because their actions are premised on

morality and ethical behaviours. In addition to this Authentic Leaders hold dear their

values and beliefs allowing no contradiction between what they believe and daily

actions. ((Avolio and Gardner, 2005; Wang et al.,2014).

Strive Masiyiwa born 29 January 1961 is aptly described by Forbes Africa 2014 as

King of Africa Telecommunications and frontrunner of fibre optics. Born in a village in

the then (Rhodesia ) Zimbabwe to his rise as an entrepreneur and building a billion

dollar industry in the face of backlash from his on government and danger s from

foreign governments reads like a fairy story equivalent to adventure of lollipop. In this

incredible journey strive Masiyiwa leadership style is based on , honest integrity and

trustworthiness. This demonstration of trustworthiness, genuineness and upright

personality is the hallmark of authentic leadership (Walumbwa et al., 2008).

As observed by Bass and Steidlmeier (1999) authentic leaders are interested in

transforming others and bringing the best out of them Strive Masiyiwa has exceled in

this area as he has been named the most influential business leaders on face book

(Malaba, 2018) .according to Africa Independent Magazine ahead of ahead of richer

billionaires. Like Bill Gates, Michael Bloomberg and Richard Branson among others

Anderson and Chen (2002) echoed this same perspective, after noting that authentic
leaders pour themselves into their followers as they seek to develop potential in their

followers. Through his Facebook page which has more than 2.5 million followers

Strive Masiyiwa mentors millions of young leaders and equips them with information

that can transform their business. His quest to develop others has seen him being

appointed to sit on International boards like The Rockefeller Foundation, US Council

on Foreign Relations International Advisory Board, the Asia Society, the Africa

Progress Panel (APP), Alliance for a Green Revolution in Africa (AGRA),

The Micronutrient Initiative of Canada, Grow Africa, The African Union's (AU) EBOLA

Fund, Morehouse College Board, and The Pan African Strategic Institute. United

Nations Advisory Panels, United States Holocaust Memorial Museum's Committee

on Conscience, (En.wikipedia.org. 2018).

Jean Case, CEO of the Case Foundation and chairman of the Board of Trustees of

the National Geographic Society writing in Forbes magazine March 2014 describes

Strive Masiyiwa as a crusader “whose life-long commitment to help others has set

him apart and is inspired by his vision, persistence, and s fearless spirit,” ( Jean

Case: Forbes 2014)

Also as part of transforming others and sharing information Strive Masiyiwa holds

lecture series in which he interacts with entrepreneurs across Africa cities. These

series dubbed Town Hal meetings are also aired live on Facebook page as he seeks

to transform the African entrepreneurship landscape and mindset. “It is a mindset. It is

about finding solutions, being resourceful. Making use of what you have.” (Strive Masiyiwa

2017}

Throughout his career and business dealings Strive Masiyiwa has opposed and

abhorred corrupt practises , in many instances he has lost many business

opportunities due to his stance against corruption. Masiyiwa and & Rarr; 2018). As

observed by (Avolio and Gardner, 2005; 2005; Fields, 2007; Walumbwa et al., 2008),

Authentic Leaders are known for moral uprightness and strong values. In addition to

that their trustworthiness and geniuses they live their values in everyday sphere of

life. Their character which is the strong basis of their actions is often based on their

faith and helps them to withstand external pressure (Bass and Steidlmeier, 1999;

Michie and Gooty, 2005). This view is unambiguously brought forth by strive

Masiyiwa.

For me personally, dealing with corruption has never been difficult

because of my faith. In my own mind, to quote, the Apostle Paul, "I am

fully persuaded" that there is no person or force, in all the universe that

has the capacity to stop something which God has given me. This is a

deep, deep conviction for me. I believe that I will never ever be

disadvantaged because I walked away from a corrupt deal. In fact, on

this the bible is clear: if I walk away, or lose anything because of my

conviction that it is wrong, God will replace it with something much

bigger and better,…… In this life" (Mark 10:29- 30)”. (Strive Masiyiwa

2018)

The above statement by Strive Masiyiwa further buttresses the view by Atwijuka

(2017), citing (Avolio et al., 2004, p. 803). Who describes authentic leaders as

people who, “know who they are what they believe and value, and act upon those

values and beliefs while transparently interacting with others”.

Relating to his fight against corruption in Nigeria Strive Masiyiwa says

 Then came the fateful day when I was told that our company must pay a

total of $9m in bribes to senior politicians (in state government) who had

facilitated the raising of the money to pay for the license. I refused to

authorize the illegal payments. The shareholders met and voted Econet

Wireless Nigeria out.– Masiyiwa. (Oladepo and Oladepo, 2018).

In the instance we see Strive Masiyiwa losing the licence as James Ibori, the

Governor of Delta State, who had demanded $4,5m to be paid to him as a bribe

chasing Econet and Strive Masiyiwa out of the country and consequently losing their

licence and right to operate in Nigeria, (Africa, F. and Mangena, A. (2018). ). What

followed was years of legal battle (strive Masiyiwa 2018) and they eventually won

their shares back. This ethical behaviour displayed by Strive Masiyiwa in his

leadership resonates with the findings of Brown et al, (2005), who ascribe ethics as a

basic component of authentic Leadership..

Strive Masiyiwa has managed to grow his business from Zimbabwe to South Africa,

Botswana , Lesotho Nigeria India , New Zealand Dubai United kingdom among other

nations. This unprecedented growth and expansion according to Datta (2015) is

sign of leader‟s effectiveness as company stated goals and vision are achieved.

One outstanding character and quality of authentic leadership is their demonstrated

love and deep care for others (Peck, 2003). These leaders value others and go out

of their way n providing for others Koestenbaum (2002,). During The Ebola break out

in West Africa Strive Masiyiwa mobilised both financial and human resources to fight

the scourge. These leadership qualities have seen him being a recipient of the

International Rescue Committee‟s Freedom Award as well as the UN Foundation

Global Leadership Award for his fight against Ebola. This according to Kouzes and

Posner (2011) caring and helping others demonstrate the leader‟s credibility and

love and only leaders with high sense of Self-Awareness display this ability to

demonstrate love for those whom they serve.

In the corporate world riddled by scandals and corruption, there is no doubt in my

mind that Authentic Leadership is the antidote prescribed by the doctor to the

challenges face by Leadership today. The world is crying out for leaders who are

authentic, caring and of high moral standing. In all spheres be in sports, medicine

politics, business authentic leadership is the answer, Many Leaders in the world are

struggling to earn trust of their followers (Gallup 2017), that‟s where the

trustworthiness, genuineness and transparency of Authentic leadership provides

solid connections and platform to build relationship and earning follower

commitment, Showing that you honour people and relationships and you are

committed to their welfare can be a valuable resource that creates a perfuming

organisation that excels and compete successfully as evidenced by the success of

Strive Masiyiwa globally (Greenleaf, R.K. (1998), The moral uprightness of the

leader also help followers develop high moral conviction (Bass & Riggio, 2006)
Management Theories in Practice at COT Management Training Institute

COT Management Training Institute

COT Management Training a management training and consultancy services

organisation located in the Kingdom of Swaziland and is a training provider offering

over 500 short term training programmes to the private and public sector throughout

the UK, Europe, Africa, Asia and the Middle East.

The organisation is focused on helping their clients improve their performance

customer Management.

Evolution of Management

The need for management is as old as the society itself, whenever people came

together as a group to accomplish an activity be it hunting or farming in the ancient

days there was a need for management to be applied as far planning, leading

organising and controlling of the chores was concerned. (Fayol 1916), With the

evolution of industrialisation in the 19th Century and throughout the 20th century

management became more formalised as capitalist sought ways to maximise the

return of their capital. The birth of formalised management was on the back of the

need to increase productivity and organise work in the big factories that were

mushrooming in Europe and America. Management theories are the foundation upon

which management practises based. Which basically are Planning, Leading

organising and controlling (Mintzberg 1973, Katz 1974, Koontz 1984. ,Taylor 1911)

These early management father as they are popularly known believed that when

these theories are applied in any organisation success was inevitable, (Fayol 1916)
These scholars of management believed that it was possible to organise work and

accomplish task in a right way. (Gilbreth1911).

Taylor defined management as the “art of knowing what to do and seeing that it is

done in the best and cheapest way: (Taylor 1916). On the other hand, “Management

is the creation and maintenance of an internal environment in an enterprise where

individuals, working in groups, can perform efficiently and effectively towards the

attainment of group goals.” (Koontz and O'Donnell 1980), many scholars hold the

view that management fundamental are the same regardless of the organisation type

or the position on the hierarchy held by practising manager. These fundamentals are

planning, organising, motivating, leading, staffing or controlling. (Hick and Gullet,

1981), those who hold this view also infer that they can be transferable form

organisation to an organisation. However the above traditional definitions of

management continues to be put under spotlight by the ever changing environment

as organisation are becoming more complex and sophisticated in their dealings. This

has necessitated the developing and the need of adopting new methods and

philosophies of management and has led to the evolution of management.

As different theories and writings on management were being put forward there was

now ever pressing need to capture the theories and classify them for easy

understanding and following of the development of the subject. Scholars like Stoner,

Freeman and Gilbert (2004), Cole (2004) Robbins and Coulter (2009) Mullins (2011)

helped provide clarity as far as categorisation of the theories was concerned. This

essay shall be guided by Mullins (2011) classifications and shall look briefly at each

theory.
Management Theories and its Classification

Author(s) Classification Observation

Stoner, 1. Scientific Management School *Separated
Freeman 2. Classical Organisation Theory School Scientific
and Gilbert 3. The Behavioural School from
(2004) 4. The Management Science School (Quantitative) Classical
5. The Systems Approach School.
6. The Contingency Approach *Identified
7. The Era of Dynamic Engagement New School
(No. 7)
Cole (2004) 1. Classical Theories *Separated
2.Bureaucracy Bureaucracy
3. Human Relations and Social Psychological Schools from
4. Systems and Contingency Approaches Classical
5. Modern Approaches to Management School.
Lawal 1. Classical School of Management * Agreed
(2012) 2. Organic or Neo-Classical School (Human Relations with Stoner
and Behavioural Theories) et al. (2004)
3. System and Contingency School by
4. Dynamic Engagement Era Identifying
New School
(No. 4)
Robbins 1. Classical Approach *Recognised
and Coulter 2. Quantitative Approach Quantitative
(2009) 3. Behavioural Approach as a
4. Contemporary Approach (Systems and Management
Contingency) Approach
Jones and Scientific Management Theory *Recognised
George 2. Administrative Management Theory Management
(2003) 3. Behavioural Management Theory Science as a
4. Management Science Theory (Quantitative Mgt, Management
Operations Mgt, Total Quality Mgt) Approach
5. Organisation Environment Theory (System and
Contingency Approach)
Mullins 1. The Classical Approach *Grouped
(2011) 2. The Human Relations and Neo- Human Relations Scientific
Approach and
3. The Systems Approach Bureaucracy
4. The Contingency Approach theories as
Classical
Approach
Source Adeniyi Damilola OLAREWAJU Dissertation PhD university of Lagos 2014
Classical approach school of thought gained relevance and dominance in the 1880s

into the 1920s. It was premised on the fact that increase in efficiency of the

organisation results in the increase of production. Managers who practised this

theory primary focus were on determining the way to perform a job. Since skilled

workers were in short supply the remedy for the industrialist in increasing productivity

was in increasing efficiency of the workers Stoner et al. (2004). Under classical

approach you find management theories Scientific Management dominated by the

works of Fredrick Taylor whose principles were no limited to but included enhanced

productive efficiency of each worker-Principles . This was achieved through Co-

operation not individualism ,efficiency &prosperity and Equitable division of work and

responsibility between management and labour. (Taylor 1916)

After The first World War and great depression, there was the great golden age of

Unionism. More emphasis was now being given not just to the scientific organisation

of work but also the understanding the employees and their needs. The interest in

humans and their needs gave birth to the Human relations movement. Instead of

consolidating the Hunan relations movement brought about a lot fragmentation as

hundreds of experiments that were carried out brought varied results.

The fragmentation period chartered an era of attempted integration. Systems

approach was to be used as a way of trying to integrate various management

philosophies , The organisation in this approach is described as either an „open

system‟ that interacts with its environment or a „closed system‟ which has no

interaction with its environment

The 1970s saw the emergence of contingency approach. The proponents of this

approach believed that there was no single correct way of managing am organisation

but that circumstances dictated the approach to be used by the managers.

The advocates of the theory went farther and analysed different scenario and came

up with different management approaches that would be relevant to the situation

that‟s why it is known as Situational Approach in other circles.

The search for the Holy Grail continues and of late there is a Dynamic engagement

theory. This theory stipulates that managers need to rethink traditional approaches

to management due to human relations and speed of change around them. The

underlying fundamentals of the theory are words DYNAMIC which means change,

growth and constant activity and ENGAGEMENT meaning deep involvement with

others. This approach allows us to see the organisation as an integral part of the

world J.A. STONE. (1996) believes that "Managers who deal the twenty-first century

should be considered citizens of the world". According to Popat (20 13), the dynamic

engagement approach focuses on o the managers ability to influence conditions

around them and the industry. In other words managers are not merely reacting to

situations around them but are players who create these situations. This theory will

be analysed in detailed as it the theory that is at practise at COT Management

Training Institute.

Interconnection of the Management Practice and Theory

Management is basically about theory and practice (Lawal, 2012). Theory is the net

that keep the fish from falling out whilst practise is where the rubber meet the road.

For one to be successful in Management practise they have to keep abreast to

changes in the theory on the other hand theory must be grounded in practice Stoner
(1978). The relationship between the two is best captured by Inyang (2008), who

asserts that management theory avails the platform for management practice, In

other words management practice is about putting into action management theories

as managers seek to achieve organisational goals. McGregor (1987) further

postulate that theory and practice function together and leads to mutual

understanding of both if one have an understanding of the other. Meaning therefore

it will be futile to have theory without practice or practice without theory.

Dynamic Engagement Theory and its Practice and COT Management Training

Institute

Most management theories that are being practised today evolved in the late 20 th

century.. Since the inception of these theories at the dawn of industrialisation they

has been rapid change in the organisations and globalisation has blurred boundaries

between culture and nations. The whole has become a “global village: and

manager‟s citizens thereof. It is un such times the theory of dynamic engagement

was born Hagos Meressa Weldu (2011) the scholar behind the term Dynamic

engagement theory

Leitch M. (2002) explains that the major need for Dynamic Engagement is that

normally management takes place in a predictable environment and is all about

getting things done. When managing is in uncertain condition and uncertainty exists

the dynamic engagement approach is full aware that an organization environment is

not some set of fixed, impersonal forces. Ay Cot Management Training Institute we

are fully aware that we are operating in an dynamic environment that is ever

changing.
Our management practice is premised on understanding and applying the six

principles of Dynamic engagement theory which are:

1. New Organizational Environment

We are fully persuaded that our operating environment is not a fixed. Impersonal

force but rather a an ever changing web with participants in the environment

constantly interacting As a result we make sure that our managers are not only

focused on their “little kingdoms” but are alive to the to the needs of other managers

both within and out of the organisation. In this we apply the Michael Potter theory of

competitive strategy as we influence conditions in our industry and beyond in our

daily interactions with other industry players such as buyers,, customers and

suppliers among other stakeholders. As propounded by Edward and Jean Gerner

Stead we place ecology at the centre of our management theory.

2. Ethics and Social Responsibility

“Managers using a dynamic engagement approach pay close attention to the values

that guide people in their organizations” Popat K (2013.) At COT Management

training Institute we embody values held by our people as well as those outside our

organisation. Our managers in their dealings are guided by these set of values. As

expressed by Peters and Waterman (1982) based on conclusions they made from

the study „Excellent‟ companies; we believe that our managers must have the moral

courage and this should be seen by placing values on top of their Agendas. At COT

Management Training Institute we hold our values deep and we believe that they

must be the embodiment of all our management decisions. The major reasons we

practice dynamic engagement approach is that we want to move values and ethics

form the peripheries of our decision making to the heart of our decision making.
3. Globalization and Management

At COT management we offer our trainings and workshops to clients all over the

whole from Afghanistan, Zimbabwe, China Malawi, South Africa to India among

many other countries. As a result of our operations our managers are aware of the

fact that the world is at their doorstep. In a single our managers can receive class

from all the four corners of the globe. The world of business has drastically changed

for that of the 1920s. This understating of globalisation is of paramount importance to

a 21st century business.

4, Inventing and Reinventing Organizations

At COT Management Training Institute we are constantly searching for ways to

unleash potential creativity of our managers and employees. As a result through

dynamic engagement approach we challenge our managers to always rethink the

standard organisation structures and as result we do not have permanent structures

but all our organisational structures can be changed and modified as out managers

sees fit. We have borrowed heavily from the works of Michael Hammer and James

Champ, who urge managers rethink the process all the time and replace processes

that do not bring about efficiency to the organisation.

5. Cultures
And
Multiculturalism

At COT Management Training Institute as an organisation that operates in different

countries we pay close attention and embrace values that people from different

cultural backgrounds bring to the organisation. As a result diversity training is

mandatory to all out managers and employees. To us diversity in not a means of

diving us but we harness the differences for the organisational learning and growth ,
We promote and acknowledge the uniqueness and the authenticity of our employees

and customers as well as the stakeholders. The ability to appreciate differences and

diversity is high score rank in promotion. We also believe that culture is dynamic and

we seek to learn from each other rather than stereotyping people based on archaic

categorisations.

6. Quality


Throughdynamic
engagement
approach,
Total
Quality
Management
(TQM)

is our managers vocabulary first syllabi. Quality at COT Management Training

Institute is the buzzword and in all our dealings our managers are guided by quality

control standards. This adherence to quality has seen us being certified in several

areas on ISO quality standards and among their responsibilities as managers is keep

the quality standards and improving them

Why we adopted the Dynamic engagement at COT Management training

Institute

As everyone is aware that uncertainty exits including in the setting of goals, the

biggest question is then how to manage the uncertainty, Dynamic engagement

allows our managers to make better decisions, reduce paralysis as they are able to

engage with their environment. The use of Dynamic engagement also reduces the

agency problem as our mangers have the authority to make decisions even of

changing the structure of the organisation to make the organisation more effective.

Most management theories are based on the premise of fixed goals and static

environment. Yet the reality is a changing and dynamic organisation and goals

Conclusions

The essay brought to the fore the management theories as well as Leadership

theories. The writer also juxtaposed management theories as well as its practice at

COT Management Training Institute. The leadership theories were not only

highlighted but were carefully applied to the leadership style of Strive Masiyiwa

.
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