The Necessity of Leadership in Management

Both leaders and managers are vital for an organization to operate successfully. While a leader can also be a manager regrettably sometimes a manager is not a leader. Some successfully blend skills and traits together and can be extremely effective for an organization.

Leaders use a variety of skills to influence others to perform the goals of the company. They have a way of making others around them see the big picture. They care about their subordinates and value what they think. They are more worried about the long term of both people and the organization. They value flexibility, innovation, and adaptation.

Managers on the other hand are normally concerned with results. They want to be as efficient as possible when working so they are more concerned with order, stability, and predictability. They may be impersonal when dealing with subordinates, avoid risk, and focus on short-term organizational goals.

Managers have tasks and goals set by upper management. Their performance is reflected by the overall production and efficiency of their department. Leaders are often found in more informal roles and thus it may be hard to judge their effectiveness. How well a team works together could be one example but there can be factors outside the leader’s control that makes it difficult to judge.

Leaders and managers have important roles to play in an organization. Often they have different priorities but are both working towards the goals of a business. Leaders tend to care more about the people, and often have informal roles in an organization. Managers have more formal responsibilities which they are judged on, which may explain while they are more concerned about results.

In today’s diverse business world a manager must process...

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... they have high skills sets and high motivation. Typically the levels of style will match up with the maturity level. A highly skilled person normally will not need or appreciate a S1 style leader.

Almost all skill based tasks an implement this theory. When an employee first begins a new job the manager will give them direct directions and explain what they expect of them. As they become better at their tasks a manager would move into more of a coaching role and began to explain why they are important processes. As an employee becomes proficient in their job they will began to become more confident, at this point a manager begins to actively participate with the employee, then finally when an employee is highly qualified they may need little to no supervision for most tasks and a manager can delegate tasks to them and be confident they will be completed.