Although some people treat the term's "manager ship" and "leadership" as synonyms, the two should be distinguished. As a matter of fact, there can be leaders of completely unorganized groups, but there can be managers, as conceived here, only where organized structures create roles. (Main, 1987) Separating leadership from manager ship has important analytical advantages. It permits leadership to be singled out for study without the encumbrance of qualifications relating to the more general issue of manager ship. Leadership is an important aspect of managing. (Kotler, 1990) As this paper will show the ability to lead effectively is one of the keys to being an effective manager, also, undertaking the other essentials of managing-doing the entire managerial job-has an important bearing on ensuring that a manager will be an effective leader. Managers must exercise all the function of their role in order to combine human and material resources to achieve objectives. The key to doing this is the existence of a clear role and a degree of discretion or authority to support manager's actions. The essence of leadership is follower ship. (Haller & Til, 1982) In other words, it is the willingness of people to follow that makes a person a leader. Moreover, people tend to follow those whom they see as providing a means of achieving their own desires, wants, and needs. Leadership and motivation are closely interconnected. By understanding motivation, one can appreciate better what people want and why they act as they do. Also, as noted in the previous chapter, leaders may not only respond to subordinates, motivations but also arouse or dampen them by means of the organizational climate they develop. Both these factors are as important to leadership as they are to manager ship. Defining Leadership: Leadership has different meaning to various authors. (Bass, 1981) Leadership is defined as influence, that is, the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals ideally, people should be encouraged to develop not only willingness to work but also willingness to work with zeal and confidence. Zeal is ardor, earnestness, and intensity in the execution of work; confidence reflects experience and technical ability. Leaders act to help a group attain objectives through the maximum application of its capabilities. They do not stand behind a group to push and prod, they place themselves before the group as they facilitate progress and inspire the group to accomplish organizational goals.
Leadership can be defined as the way through which one individual has impacts and influences the attitudes and behavior of other people at a workplace. The tasks of leaders in corporations include organizational as well as departmental activities. Leaders are responsible fr coordination of these activities so as to reach the goals successfully by motivating and inspiring team members. (DUYGULU, Ethem and Ciraklar, Nurcan, 2008). Besides, leaders are supposed to resolve issues by avoiding conflicting situations related to work and strive to boost progress on achieving the overall objectives of a company. Moreover, great leaders provide the required knowledge,
Leadership is the ability of a superior to influence the behaviour of subordinates and persuade them to follow a particular course of action (Barnard, 1938).It is the ultimate act which brings to success all of the potent potential that is in an organisation and its people and it transforms potential to reality (LEADERSHIP THEORIE...
Leadership is the procedure of influencing others to comprehend and concur about what should be done and how to do it, and the procedure of encouraging individual and aggregate endeavors to achieve shared targets/goals.
Leaders manage and managers lead but they are not one and the same (Bass 1990). In years past the concepts of leadership and management have often been meshed into one. Is the manager of a business able to lead? Is the leader able to manage his followers? Management is defined by certain functions which can possibly lead to leadership and leadership is characterised by certain activities which could play a role in management. However, a number of managers do not lead and some leaders do not manage (Zaleznik, 1977). Different styles of leadership exist, the basic being democratic, autocratic and laissez faire and several theorists. Both political and business leaders have their views on what leadership should be and the characteristics an effective leader should posses. Management on the other hand, also has several definitions but the views on management and who an effective manager is are often synonymous. This essay sets out to critically asses Dwight D. Eisenhower's definition of leadership in relation to business organisations and also how leadership differs from management while comparing it to other views on leadership. Grove (1986) stated that it is necessary for effective managers to have the same clarity of purpose and motivation attributed by effective leaders.
Leadership is the ability of an individual to influence, motivate and inspire others (Gill, 2006). It is therefore defined as a process whereby a leader influences a group of individuals to achieve a common goal (Northouse, 2013). A leader has to make a decision for something to happen and provide his followers with clear direction (Rost et al, 1991). It will evoke feelings of challenge, excitement and involvement for the followers to proceed with the task (Gill, 2006).
Leadership is that process in which one person sets the purpose or direction for one or more other persons and gets them to move along together with him or her and with each other in that direction with competence and full commitment (Elliott, 2009). Leadership is supposed to guide people to attain a particular set vision. Motivation is fundamental in the process of leadership as if there is no motivation there will be laxity among the people involved. It is also a critical scenario for leadership to have followers; this will infer a relationship between leaders and followers (Frank, 2003).
Leadership is the ability to inspire confidence, support and trust among the people who need to achieve organizational goals. (Chan & Maubourgne 1992) It invariably requires using power to influence the thoughts and actions of other people in order to create new approaches and imagine new areas to explore. This definition has emphasized on influencing people to achieve set goals. In other words, we can say, the objective of leadership is achieving goals, meanwhile, the application is influencing other people to motivate the energy and stimulate the potential towards the goals.
Leadership is a process by which an individual influences others to accomplish a mutual objective and most scholars can agree that leadership can be defined as the nature of the influencing process. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and ski...
Management is tasks. Management is a discipline. But management is also people (Drucker, 1999) Management is a very broad term and has been given many different definitions. Smith and Stewart (1999) define it as ‘The system of planning, organising, actuating and controlling the co-ordination of resources for the efficient and effective delivery and exchange of products and services’ (p7). This definition incorporates 4 major principles that almost every definition will include. These 4 categories are compressed functions that G. R. Terry developed in 1960. They are planning, organising, actuating (leading) and controlling. This is a development of the 1916 description by Fayol who, instead of inserting actuating (leading), inserted command and coordinate. The Smith and Stewart (1999) definition includes the modern conception of human resource management. It considers people as individuals to lead instead of personnel management which identifies people as the collective to command. This type of management is implemented in many different organisations both sporting and in general business. Honda implements this notion and has an ethos where everyone in the organisation, from the cleaners to the CEO’s has a voice. They express this notion of individual importance in their slogan † ‘the power of dreams’. Leadership, therefore, is a very iconic part of management and is too vast an area to identify as a single behaviour. The term ‘leadership’ is often confused with ‘management’. Even within a work organisation you cannot identify a manager necessarily by a person’s job title (Mullins, 1999) but by the way they lead (Cole, 1999). A manager, therefore, is a title whereas leadership is a personality trait that a manager should possess. Leadership qualities can be broken down to sub categories or behaviours such as ‘communication’. Communication in the basic skill form is obviously invaluable to a manager’s success. Managers spend most of their time communicating by spoken, written or electronic means with their supervisors, peers, subordinates or customers (Mintzberg, 1973). The importance and differences in communication can be seen in most sporting contexts form football (where Jose Mourinho passed notes to his Chelsea players to communicate his instructions privately) to boxing (where the coach is ever present and vocal during the fight in their designated corner).Therefore it is clear that the continued development of this skill will ultimately underpin a successful manager (Boddy & Patton, 1998). This, however, is communication in its basic form.
Leadership has been defined in different ways, a definitaion of leadership that would be most commonly accepted would be “the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization…”(House et al., 1999, p. 184 as cited in Yukl, 2013, p. 19). After a comprehensive review of different leadership literature, Stogdill (1974, p. 259, as cited in Yukl, 2013, p. 18) concluded that “There are almost as many definitions of leadership as there are persons who have attempted to define the concept." Leadership can be viewed from two different angles one is shared influence process and other as a specialized role. Researcher who view leadership as a specialized role consider attributes as a factor in selecting a designated leader. On the contrast, theorist who emphasises on influence process considers “Leadership” as a social process or a pattern of relationship.
Stroup, J. (2004). Managing leadership: toward a new and usable understanding of what leadership is and how to manage it. Lincoln, NE. iUniverse, Inc. Retrieved July 20, 2011 from http://managingleadership.com/blog/2008/09/04/great-man-theory/
The aim of this paper is to highlight the various theories as to the qualities needed by a manager, and to argue how the manager’s position does not exclusively require leadership, whilst also offering how an emphasis on leadership is required within certain situations and by certain managers.
Leadership, without doubt, is a significantly important function of management. It helps to aggrandize efficiency and to fulfil an organization’s goals. Leadership is the ability of a manager to induce the subordinates to work with confidence, determination, courage and zeal. It is also defined as ability to influence a group towards the realization of a goal. Leaders should have the capability of developing future visions, and to drive the organizational members to want to attain the visions. This paper states my points in which I duly believe, justifies the importance of an outstanding leader in any organization.
Managers should be able to lead the members of their work groups toward the accomplishment of the organization’s goals. Leading is defined as motivating and directing the members of the organization so that they contribute to the achievement of the goals of the organization. In order for leaders and managers to be effective they must understand the dynamics of individual and group behavior, to be able to motivate their employees, and be effective communicators. It is said that a good ...
In today’s complex management environment, I believe that the mindset of a manger weigh the same as their views and attitude on the job. Certainly, Jonathan Gosling an established scholar and the director of the Centre for Leadership Studies at the University of Exeter provide an excellent view on the diverse talent requirements in effective management. The main issue identified by the author is the connection between leadership and management. Separation of management and leadership is impractical. However not all good leaders are good managers and vice versa. Gosling, and Mintzberg (2003), argues that management without leadership promotes uninspired behavior, which hinders business activities. On the other hand, leadership devoid of management results in disconnect of actions and ideas. I concur with the author’s argument on the relationship between management and leadership. I believe that good managers should be good leaders too. However, most organizations do not enjoy both the benefits of effective leadership and management. In particular, most organizations lack either of these ...