Leadership vs Management

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(Williams,1997) Study results showed; Once managers and leaders have balanced these partners on the internal seesaw, they will be able to balance them on the external seesaw. If internal and external seesaws are out of sync, the condition eventually magnifies itself in the form over managed or over led organizations (p.467). I however interpret these results in two different ways. The first realization I see with this result is that when our management side out ways our leadership side we tend to take an organization and run it like a business, when it comes to working at university most departments choose to run their as more of an organization rather than a business. What I mean by that is we tend to lose sight of missions, visions and goals of the department and we focus on the structure. The second realization is that when your leadership side out ways your management side we tend to take an organization and run it like a playground. We tend to lose the structure of the organization that you need to keep it running smoothly. This study shows proof that when it comes to leadership and management you need to have an equal balance of both to be successful in any organization or business. As I do see value in the results of this study there is however some limitations of the study. Throughout this study the main participants were male airline executives. Gender selection would be an internal validity issue. Also, the fact that this theory was only tested on airline executives shows to be a validity issue. Would this theory necessarily work on student staff at a university setting? Or would it work with professional staff in the medical field? This study has some external validity issues as well. There is no guarantee that t... ... middle of paper ... ...eloping future Texas community college leaders (Doctoral Dissertation). Available from ProQuest Dissertations and Theses database. (UMI No. 3462922) Kotter, J. (1990). A force for change. New York: The Free Press Richardson, J.M. (2007). Leaders vs. Managers: It is not what you think (Doctoral Dissertation). Available from ProQuest Dissertations and Theses database. ( UMI No. 3271291) Roueche, J. E., Baker, G. A., & Rose, R. R. (2002). Shared vision: Transformational leadership in American community colleges. Washington, D.C.: Community College Press, American Association of Community Colleges. Vaughan, G. B. (1986). The community college presidency. New York, N.Y.: Macmillan Publishing Company. Williams. G. (1997). Theory A: Personifying the Management-Leadership Continuum (Doctoral Dissertation). Available from ProQuest Dissertations and Theses database. (9817289)

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