Management and Leadership
explanatory Essay
1062 words
Management and Leadership
Management and leadership are two words that are considered synonymous but describe two different concepts. According to the dictionary, management is the act, manner, or practice of managing; handling, supervision, or control; leadership is the capacity or ability to lead. In many organizations, management is a job description; leadership is a positive trait. The purpose of this paper is to distinguish between the two, to look at the responsibilities that come with leadership, and make suggestions about creating and maintaining a healthy organizational culture.
Management is 'the process of working with people and resources to accomplish organizational goals' (Bateman-Snell, 2003, p. 14). Management is a theory and a way of doing business. Management is a process that is exercised in order for an organization to be successful. This process is usually broken down into four established functions: planning, organizing, leading, and controlling (Bateman-Snell, 2003, p. 14). The people within an organization that practice management are called managers.
Managers are 'principally administrators' they write business plans, set budgets and monitor progress? (Maccoby, 2000, para 1). Other tasks handled by managers are problem-solving and facilitating meetings. Managers usually achieve their position through experience and understanding. A manager obtains authority through time and loyalty. A manager knows how the organization works and may also possess a good technical knowledge. People follow a manager because as employees, they are forced to, but preferably ?a manager is also a leader that people want to follow? (Maccoby, 2000, para 8).
Leadership is ?one of the many assets a successful manager must possess? (The Difference, 1997, para 2). While management can be considered a position, leadership can be considered a relationship. Leadership is the connection between the leader and led that makes management successful. This connection can strengthen the organization and make the work more focused and effective. Leadership is the ability to get people to follow. A person who exhibits the trait of leadership is called a leader.
A leader is a person who ?influences others to attain goals? (McGraw-Hill, 2003, p. 366). A leader exhibits special qualities that induce people to admire her. These qualities can include drive, moti...
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...rs and great leaders. There are a variety of ways to practice good management and effective leadership. There is no one best way. Leadership is constant and continual developmental process. A successful leader appreciates the responsibilities that come with the role. The leader must find the right steps to establish and maintain a healthy organizational culture. It is important to design the culture by involving employees and inspiring them to follow it. By doing this, the culture will be a fulfilling one, and satisfied employees make a successful organization.
Works Cited
Bateman-Snell (Ed.). (2003). Management: The New Competitive Landscape, Sixth Edition. New York: McGraw-Hill.
Maccoby, M. (2000). Understanding the Difference between Management and Leadership. Research Technology Management, 43. Retrieved January 29, 2005 from http://www.maccoby.com/Articles/UtDBMaL.html.
Schein, E. (n.d.) Organizational Culture and Leadership. Retrieved January 30, 2005, from http://www.tnellen.com/ted/tc/schein.html.
The Difference between Management and Leadership (n.d.). Retrieved January 29, 2005, from http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Intro/leader.html.
In this essay, the author
- Explains management and leadership are two words that are considered synonymous but describe two different concepts. management is the act, manner, or practice of managing, handling, supervision or control.
- Explains management is the process of working with people and resources to accomplish organizational goals. it is a theory and way of doing business.
- Explains that managers are 'principally administrators' they write business plans, set budgets, and monitor progress. they achieve their position through experience and understanding.
- Explains leadership is one of the many assets a successful manager must possess. leadership is the connection between the leader and led that makes management successful.
- Explains that a leader exhibits special qualities that induce people to admire her, such as drive, motivation, integrity, and self-confidence.
- Explains that organizations should practice two forms of responsibility: social and corporate, according to investorwords.com. an effective leader's goal is to support these responsibilities.
- Explains that a leader must create and maintain an organizational culture, which is defined as shared assumptions that the group learned as it solved external adaptation and internal integration.
- Explains how leaders can create a healthy organizational culture by establishing rules, defining mission and vision, and identifying the company's needs.
- Opines that a leader should set an example and encourage others to strive for excellence.
- Opines that a leader should make small steps to prepare an organization and its employees for change.
- Concludes that a successful organization needs good managers and great leaders. there is no one best way to practice good management and effective leadership.
- Explains that management: the new competitive landscape, sixth edition, mcgraw-hill. maccoby, m. (2000). understanding the difference between management and leadership.
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- Explains that the early results aimed at confirming this theory were inconclusive. many research studies identified key traits supposed to differentiate leaders from nonleaders, but they didn't find common traits.
- Explains that emotional intelligence is a trait that has been identified by recent studies. the caring part of empathy inspires people to stay with leaders when the going gets rough.
- Explains that behavioral theories focus on the behavior of effective leaders instead of focusing on personality traits. this distinction is important because if they proved true, they would mean that people can be trained to become better leaders.
- Explains that the most famous behavioral theory, developed by the ohio state university, identifies two categories of behavior associated with effective leaders: initiating structure and consideration.
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- Explains fiedler's assumption that leadership styles are fixed in an individual, leaving no room for training or counseling.
- Explains that fiedler's model defines three contingency dimensions that define the key situational factors that determine leadership effectiveness.
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- Explains hersey and blanchard's situational theory, which states that a leader should adapt to his employees' willingness and ability to perform tasks.
- Explains the leader-member exchange theory, which deals with the common issue of favoritism in the workplace.
- Explains that the path-goal theory is inspired by the leadership research done at ohio state university. the directive leader gives clear directions, plans and schedules to his employees, the supportive leader is friendly and attentive to their needs, and the achievement-oriented leader expects high level of performance.
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