Schneider, S. C. and Barsoux, J. 2003. Managing across cultures. Harlow, England: Financial Times Prentice Hall. Wankel, C. and Defillippi, R. 2004.
Building credibility and trust are the foremost characteristics of leadership (Winston & Pattersom, 2006). Difference between Leadership and Management Leadership and management are considered as overlapping concepts because leadership is one of the dimensions of management. Many academic professionals, theorists and researchers are of the view that the difference between leadership and management is important and that both the terms should not be used interchangeably. Leaders set new goals and vision for a group of people that are following them, they are pioneer in setting new directions for their group. On the other hand managers control the people and give them directions to follow and these directions are already developed by the organization which they are managing (Myers, 1995).
Patton, M. Q. (2001) (3rd Ed.). Qualitative evaluation and research methods. London, United States: Sage Publications Inc.
One hand, as in the situational approach it is advised for a leader to adopt the development level of his or her subordinates. Otherhand, in the contingency theory, it is advised to a leader to match his or her styles with precise situation variables. But in this theory the focus is specifically on the relationship between the leader 's approach; and style with the characteristics of the subordinates in an organization, along with the work setting or the management. While this specific theory assures that subordinates will be aggravated if they think they are competent of performing their work, and also if they think their effort will not go to waste, rather will meet the goal of the organization; it shows how much a leader can accomplish if he or she took the initiative to motivate their subordinates in their everyday work. It will be challenging for leaders at the time to accomplish this goal, however, it is on the leader which approach they would choose to accolade or add enhancement in the work setting to ensure nothing is missing from the management location.
Miller, R. L., Butler, J., & Consentino, C. (2004). Fellowership effectiveness: An extension of Fiedler’s contingency model. Leadership & Organization Development Journal, 25(3/4), 362-368. doi: 10.1108/01437730410538680 Navahandi, A. (2006). The art and science of leadership (4th ed.).