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Programme: Pearson BTEC Level 4 Higher National Certificate in Business

Unit: Unit 4: Leadership and Management

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 Table of Contents

Introduction................................................................................................................................3
Analysis and discussion.............................................................................................................3
LO1 Examination of leadership and management theories and principles, and their impact on
the effectiveness of an organisation...........................................................................................3
P1 Discussion about different theories of leadership in relation to the management
activities in different organisations.........................................................................................3
P2 Explore different theories of management in relation to the management and leadership
activities in different organisations.........................................................................................4
M1 Analysis of the impact of the application of leadership and management theories on the
effectiveness of a large organisation......................................................................................5
LO2 Evaluation of the influence of different leadership and management styles on the culture
of organisations..........................................................................................................................6
P3 Assessment of the application of different leadership and management styles in a range
of business situations in different organisations.....................................................................6
P4 Examination of the factors that influence the development of the culture in
organisations...........................................................................................................................8
M2 Comparison of the impact of leadership and management styles on decision-making in
different organisations............................................................................................................8
D1 Critically analyse the impact of different approaches to leadership and management...10
Conclusion and Recommendation............................................................................................11
Conclusion............................................................................................................................11
Recommendation..................................................................................................................11
References (Bibliography).......................................................................................................12

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Introduction
Leadership and management are both connects with organisational success and it helps to
achieve goals. In this aspect, leadership refers to the way of focusing on inspiring and
motivating people (Guthrie and Devices, 2024). On the other hand, management only focuses
on planning, organising and controlling processes and resources. This case study is create to
describe a report of an organisation. In this case, the “Circle Health Group” business
organisation is choose to demonstrate the importance of leadership theories to analyse the
effects of leadership and management. This case study analysis will combine different
management approaches that are take by large business organisations.
Analysis and discussion
LO1 Examination of leadership and management theories and principles, and their
impact on the effectiveness of an organisation
P1 Discussion about different theories of leadership in relation to the management
activities in different organisations
Leadership is consider a big deal and leadership theories assist organisations in picking the
right leadership spending on job roles (Dugan, 2024). When it comes to describing
leadership, theory it is like an introduction manual for leadership and this considered as a tool
that helps to understand the inner functioning that makes a leader great. One major leadership
theory is behavioural theory, which focuses on the leader's behaviour and interaction with
teams (Alma Harris and Michelle Jones 2018). For instance, following this leadership style
leaders of “Spire Healthcare” like businesses emphasize their leadership skills and develop
their quality via experience. The manager of this brand follows this theory to work on a tight
deadline for releasing a new product.
Another leadership theory is Contingency theory, which suggests that there no size that fits
all approach to leadership. Based on the view of Atmaja, (2024, p.30), contingency theory
motivates leaders to analyse the context including team dynamics, environmental factors and
task complexity for determining the most effective leadership style. For instance, the leaders
of “Nuffield Health” improve their agility as well as adaptability allowing them to navigate
the complexities of the business world more effectively. Following this leadership, their
leaders or management team can allocate resources and develop strategies that align with
proper situational factors. In this aspect, contingency management is not effective in
increasing clarity among business functions (Steen et al., 2024). By following this theory,
business organisations such as Resco get the best approach during the time of making crucial
decisions.
One leadership theory is a transactional theory that helps to focus on giving clarity and
structure within organisations (Lama, 2024). For example, a large business named IMI
Healthcare follows transactional theory to enhance a significant presence to offer private
services and insurance. In addition, this brand provides a partnership scheme for enabling
their business function. On the other hand, “Circle Health Group” also applies transactional
theory to focus on giving clear service to their patients and staff members
(circlehealthgroup.co.uk 2025). Hence, for this, it could mentioned that the application of
transactional theory inspires leaders to follow proper strategies. The application of
transactional theory supports the brand to focus on clear expectations and performance-based
rewards and accountability (Catherin et al., 2025, p.200). This theory helps to achieve short-
term goals for potentially shifting to creativity along with long-term vision among Circle
Health Group.

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P2 Explore different theories of management in relation to the
management and leadership activities in different organisations.
As opined by Islam et al., (2024, p.771), management theories offer large perspectives on
how organisations need to be structured and managed to achieve goals. There are different
theories that relate to management including scientific management theory, administrative
management theory and human relations theory (Kelly and Cole, 2020).
Scientific management theory focuses on specific tasks and methods via scientific analysis
and standardization that aims for maximum efficiency. The application of the theory helps the
healthcare industry to provide proper service to patients and staff members. For example,
“AstraZeneca” type business spans their discovery by following scientific management
theory by adding scientific ways into their function. The management theory helps
AstraZeneca to optimize manufacturing techniques and distribution. The ‘Scientific
management theory’ is applied to improve organisations' efficiency by following systematic
methods (Poazi and Timi, 2024). In addition, this theory also helps to reduce waste and
enhance the methods for creating distribution of goods. As healthcare organisations largely
depend on resources, the ‘scientific management’ theory supports them to enhance the quality
of care via methods like standardized procedures and optimised workflows.
Another management theory is the "Human relations theory" which is important for giving
employees satisfaction in productivity (Mullins, 2019). For example, "Circle Health Group"
this brand applies the "Human relation theory" to maintain work-life balance and it also
supports adhering to the rules that are crucial for organisational growth. On the contrary, in
the NHS this healthcare sector applies Human relation theory to provide healthcare to legal
residents. In addition, this healthcare industry also applies this theory primarily funded by
general taxation and National Insurance contributions. After applying the 'Human relations
theory', the NHS can enhance customer satisfaction and increase engagement leading to more
successful brand operations. In the end, it could be conclude that management theory plays a
vital role in improving business performance for concern about the structure.
M1 Analysis of the impact of the application of leadership and management theories on
the effectiveness of a large organisation.
Leadership and management theories can affect organisational efficiency and lead to the
option of improving performance. According to Guthrie and Devices, (2024), leadership
theory impact organisational performance, overall success and employee behaviour by
influencing motivation and decision-making. The main importance of leadership theory is
providing frameworks for leaders to analyse situations and make informed decisions to lead
to better outcomes. For example, the "Circle Health group" this brand mostly focused on
applying leadership theories to significantly boost employee motivation as well as
engagement. "Circle Health Group" brand leaders apply leadership theories to create a more
productive work environment. By following transactional leadership theories leaders get the
option of a better understanding of employees and it leads to a higher level of engagement for
achieving organisational success. The "Circular Health Group" applies transactional
leadership theory to foster efficiency and clarity via structured processes and clearly defined
roles that can help to achieve long-term vision. In addition, leaders apply leadership theory to
gain the chance to feel valued and empowered. Furthermore, following proper leadership
theory helps Circle Health Group to build strong teams to maintain work-life balance. In this
instance, it could be mention that leadership theory is necessary to build trust and loyalty
among team members. As stated by Ebrahim Abd Elwanes Emara et al., (2024, p.1498),
leaders who describe integrity and empathy mostly apply leadership theory to build loyalty to
increase stability. Concerning this, transactional leaders are mostly concerned about integrity
to create trust among the employees. Due to improving organisational efficiency, “Circle

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Health Group” fosters a sense of accountability and minimizes
confusion that creates a barrier to achieving a good service from the
brand.
The management theory is consider the framework that helps to make effective decisions and
streamline methods to increase productivity (Biswas et al., 2024, p.7). Management theory
supports brands to enhance employee engagement and in this aspect, Human relations theory
is applied. The "Circle Health Group" this brand follows this specific management theory for
reducing conflicts among organisations. In addition, 'Circle Health Group' follows
management theory to create a favourable working environment. As healthcare industry
employees sometimes fail to maintain work-life balance the application of "human relation
theory" supports the brand management team to understand the social dynamics as well as
needs. The management team of "Circle Health Group" follows this theory to develop
employee performance and engagement. The application of this increases the way of
collaboration that shows improvement and job satisfaction. Understanding the needs of
employees supports the brand to achieve higher levels of productivity and increase
engagement as well as commitment. The main impact of this theory is to enhance the option
of teamwork and build a supportive organisational culture where employees feel respected.
In the end, it could highlight that the leadership and management theory supports the
organisation to motivate the team members and empower the teams to make proper decisions.
LO2 Evaluation of the influence of different leadership and management styles on the
culture of organisations
P3 Assessment of the application of different leadership and management styles in a
range of business situations in different organisations.
A leader is a person who guides, motivates and inspires employees to achieve organisational
success (Fitriyah et al., 2024, p.1960). On the other hand, a manager is a professional who
takes a leadership role in any organisation and they are responsible for managing teams.
Hard skills of leaders and managers
Leaders need to have some hard skills including strategic planning, financial management
and data analysis and people management (Varenyk and Piskova, 2024, p.47). Along with
that, managers have project management skills, industry-specific expertise and data analysis
that is common among leaders.
Soft skills of leaders and managers
Leaders have some soft skills including adoptability skills, teamwork, problem-solving skills
and emotional intelligence. On the other hand, Managers have some soft skills including
communication skills, empathy skills and problem-solving skills.
Different types of leadership styles are divide by autocratic leadership style, democratic
leadership style and laissez-faire leadership style. Each kind of leader has different hard and
soft skills that are curricula for dividing them into parts.
Organisation Leadership styles Management styles

Circle Health The leaders of “Circle Health The management style,

Group(leadership Group” make independent which is follow by Circle
style- autocratic decisions with little to not input Health Group, is
Management style- from team members and focus on participative management
participative efficiency and control. This brand style where they follow the
management style) has one leader who makes approach of emphasising
decisions to gain future success. powers and consents with
senior leaders. They all
follow this management

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 style to promote
collaboration and focus on
both individual needs and
business.

NHS The NHS Group embraces The management style of

Group(leadership transformational, distributed and NHS Group is Laissez-faire
style-democratic democratic leadership styles for where they promote
leadership style, following a patient-oriented employee dependency and
management style - approach (nhs.uk 2025) This creativity.
laissez-faire brand inspires its team members
management style) to achieve vision and leads to
improved patient care as well as
employee engagement.

AstraZeneca(leadersh "AstraZeneca" a pharmaceutical The management style

ip-transformational brand blends with transactional which is follow by
leadership styles, and transformational leadership AstraZeneca is transactional
management style - styles (astrazeneca.com 2025). management style where
transactional The reason behind following this they ensure efficiency to
management style) leadership style is to implement a foster innovation and
coaching culture to unleash global motivation while hiring
talent. employees.

P4 Examination of the factors that influence the development of the culture in

organisations.
The organisational culture encompasses the beliefs, attitudes and shared values to shape the
organisation (Mubanga and Lesa, 2024, p.150). There are fundamental strategies that support
any brand's underlying beliefs. Due to improve business function leaders of “Circle Health
Group” influence employee behaviour and they add some principles related to leadership,
communication, work environment and professional growth opportunities to the governor's
organisation operations. The main importance of culture is it shapes the perceptions of
employee behaviours and values and enhances the chance of solving critical problems. In
this aspect, it could be mention that when a healthcare brand has a food culture it fosters
collaboration and employee engagement for both employees and patients. Furthermore,
having a good organisational culture attracts more candidates to join this brand (Kaur et al.,
2024, p.256). Due to concerns about this, the Circle Health Group leaders and managers play
a vital role in creating a good organisational culture. In addition, leaders of the "Circle
Health Group" brand boost employee retention by encouraging them they keep
communicating with their team members to take their time to engage in meaningful
dialogues.
For example, the leaders of Astrazeneca' follow leadership theories to foster a sense of trust
as well as collaboration. For example, on the other hand, the management team of the "NHS
group" facilitates opportunities for employees to relax. Furthermore, the Circle health group
offers training opportunities to build up careers.
The management team of Circle Health Group develop employee initiatives like a ‘Safer
Staffing Framework’, and ‘recruitment master class’ along with partnerships to maintain open

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communication, learning and team building (circlehealthgroup.co.uk
2025). After attending these training programmes employees get the
chance to learn new ways of improving strategies for recruitment. Due to the reason of
creating a better work environment, this brand prioritizes, understanding employee needs to
improve their experience.
M2 Comparison of the impact of leadership and management styles on decision-making
in different organisations.
The leadership styles and management styles are different in different organisations here are
some examples that will be given to prove that fact. For example, 'AstraZeneca' follows
'transformational' leadership styles to foster collaboration during the time of making crucial
decisions. Along with that, this kind of leader applies innovative technologies to building a
collaborative environment. The 'transactional' leaders of 'AstraZeneca' foster the culture of
innovation to make effective decisions. The leaders of 'AstraZeneca' empower their team
members to participate in decision-making porches that support the brand to apply variable
strategies (astrazeneca.com 2025).
Another leadership style which followed by the ‘NHS group’ is the democratic leadership
style which inspires the team members to make informed decisions to achieve success. On
the other hand, following a laissez-faire management style supports the brand to a remote
employee dependency to make effective decisions (Ling and Teh, 2024). Along with that
following a laissez-faire management, style guides the team to delegating authority in
different levels of the organisation. At the time of making decisions, the management team of
NHS Group prioritizes employee needs and also gives preference to patients.
The ‘Circle Health Group this brand follows an autocratic leadership style that can lead to
quick decisions. The main reason for following this autocratic leadership style is to maintain
a clear chain of command (Djamali et al., 2025, p.50). In addition, the autocratic leadership
style supports the brand to follow clear goals during the time of making decisions. Perhaps
this leadership style can create challenges during the time of making decisions because facing
struggle on changing circumstances and unexpected challenges. After the above-mentioned
comparison, it could be mention that leadership and management style play an important role
in decision-making and it helps the brand to reach goals. “Circle Health Group” creates
independent decisions by ensuring innovative technologies for taking ownership and
accountability.
M3 Evaluate the necessity of organisational culture on the performance of different
organisations.
Organizational culture significantly impact performance by influencing employee
engagement and motivation with company goals. As stated by Putra and Kudri, 2024. p.72), a
strong culture makes employees feel valued and motivated to contribute to their best
performance. Healthcare businesses named AstraZeneca, NHS group and "Circle Health
Group" embrace new ideas by having a good organisational culture. NHS Group utilises
proper organisational culture to shape employee behaviour and foster collaboration for
customer perception that impacts business success. The organisational culture of NHS Group
is positive and directly impacts staff safety, patient safety and overall service quality that
contributes to the efficiency of the healthcare system. In addition to maintaining a good
organisational culture, all the leaders of NHS GRoup learn from their mistakes to lead the
option of improving employee morale.
In addition, AstraZeneca has a good organisational culture which help them to deliver
employee experience and creates the chance to feel valued. Due to maintaining a good work
culture, this brand strives to lead the way through the requirements of patients. They prefer to
push away the boundaries of scientific knowledge and work in a creative way with partners

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and shareholders. This brand focuses on following ethical standards
that are paramount and guiding all aspects of business globally.
Another brand named "Circle Health Group" fosters a culture that gives values to build
positive leadership. The focus of the Circle Health group's organisational culture is they aim
to follow freedom to overcome this strategy. This brand focuses on actively working in an
open environment overall for UK brands and hospitals.
D1 Critically analyse the impact of different approaches to leadership and management.
Leadership and management approaches play an important role in creating a good
organisational culture. These two kinds of theories also support making uniform decisions for
achieving goals.
Leadership approach
The leadership approach which followed by "Circle Health Group" is a devolved leadership
approach to making decisions. The above-mentioned two criteria leadership styles are
mention that improve the brand functionality. It has been observe that different types of
leadership styles affect the culture of the brand in this focus on "Circle Health Group". The
application of leadership theory can support the brand in effective team management. The
leaders of this brand foster the option of building a good work environment. Following
proper leadership theory can support aligning organisational values and shaping the method
of employee interaction. The main impact of the leadership approach is driving
organisational success.
Management approach
The management approach also supports the managers in influencing how projects are
completed and how employees feel motivated and the company culture can be shape with
guidelines. The Circle Health Group this brand employs a partnership approach for the
development of leadership (circlehealthgroup.co.uk 2025). It has been realised that a well-
suited management style can motivate employees to engage in the work environment and
lead to the chance of increasing the way of developing skills and feeling empowered.
Additionally, a good management style influences the team members to delegate tasks
properly. After building a strong team, the healthcare brand fosters a management style that
suits different situations and team members. Having a proper management approach helps
brands to achieve goals.
Conclusion and Recommendation
Conclusion
In conclusion, it could be said that having proper leadership and management styles improves
brand operations. In this task, some leadership styles and management styles are mention for
improving the brand function. This task contains an exploration of different theories that help
to complete management strategies. The impact of leadership and management styles are
discussed here based on different healthcare brand.
Recommendation
After the abovementioned analysis, two recommendations can be provide including leaders
and managers.
Consider the risks during the time of following a proper leadership style
The leaders of Circle Health Group could identify the risks and based on those risks could
follow effective leadership styles. After the identification of the risks, the brand could
achieve long-term stability by solving them.
Discover the most effective management styles for building organisational culture.
The Circle health Group this brand could choose the necessary management style for gaining
high performing business goals. The management style brand could help the brand to push
boundaries during the time of making decisions.

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