Greatness Great leaders are often thought of as history’s heroes and corporate commanders, but they can be seen in all areas of life. Without them, our society would fall to shambles for “the problems that require leadership are those that the experts cannot solve” (Manthey, 2004). I used to feel that leaders and managers were the same. However, I have learned that you can be a leader without being a manager, and vice versa. Acceptable leaders are a dime a dozen, but exceptional leaders are few and far between.
One of such scholars is Peter Drucker, a management guru who distinguishes the two processes as “Management is doing things right; Leadership is doing the right things”. Whilst agreeing with him, I also want to add that Management and Leadership must go hand in hand because in modern times, “People no longer look to their managers just to assign them a task but to define for them a purpose, to nurture skills, develop talent and inspire results” (Murray, n.d.). In the next paragraphs we will look at the difference between Management and Leadership through the lens of Peter Drucker’s distinction. Management is defined by Mary Parker as “the act of getting things done through other people”. Gardener defines a Manager as “an individual, who holds a directive post in an organisation, presiding over the processes by which the organisation functions, allocating resources prudently and making the best possible use of people” (Komives, Lucas, McMahon, 1946).
The reason for this is because it will help to gain trust within the staff, which will in turn develop a willingness to communicate. Once the staff is willing to communicate some order and structure should be brought to the facility to help it move forward. Hersey and Blanchard’s (1969) situational leadership theory proposes that no particular leadership style can be deemed as the best. Therefore, the appointed manager needs to adjust to the circumstances and the group they are leading while aiming to achieve the general goals of our company. A political theorist, Burns, proposed two different approaches to leadership; transactional and transformational.
Such managers stimulate problem solving and critical thinking to make the organisation a better one. Individual Consideration talks about those supervisors who take the role of advisors and coaches for their employees. These managers encou... ... middle of paper ... ...ganisation through reflection and continuous improvement. Gain knowledge by making the best practices steady rather than reinventing the wheel with each new project. The following diagram is a summary of the above mentioned values, sections and principles.
Planning is the process in which the management personnel agenda their assigned duties for their employee's as well as themselves. In order to be an effective manager you have to have the ability to have good and strategic plans. This is the beginning before you can call yourself a good manager. Organization a good management system needs to be organized, and ready to go. If you as the manager want to run a successful team, you need to be organized.
When examining the characteristics of followership, things the follower does or does not do, helps the leader and the organization. Another reason why followership is important to leaders and organization, “the organization processes towards its vision and the achievement of its goals when quality followership is displayed by the people working at the organization (Scott, Christopher L., 2012). “Inner leaders prepare followers, provide facilitating help, and then let followers lead themselves within the constraints of shared vision” (Fairholm, 1997, p. 192). As stated before stewardship plays a big role whether you are leader or follower, “Stewardship at the organizational level has to directly address the redistribution of power and the redesign of fundamental practices” (Block,
Since he dint exhibit any qualities of a mentor, he can bring about changes in his character by using a theory called “transformational leadership”. The first and foremost step he should communicate well and spend more time with his team, by doing this way he can bridge the gap he had created all these days. The relationship factor is the most important between a manager and his team because only then there be will a good understanding and it can be a high performance organisation. Before taking any decision he should explain it to them and ask for their ideas and opinion, this way everyone has a satisfaction. He should be the one who stands up for inspiration, motivation, appreciate and recognize individual’s work.
If all business environments were perfect, organizational management would have little or no relevance. To have a productive working environment there are critical success factors that must be adhered to for optimal results. The initial stage is to identify the task at hand. This will help determine how resources (employees) will be used for their strengths and commissioned to contribute for the betterment of the organization. A managing director will emerge and identify the key deliverables, provide a vision, manage workflow, and delegate accordingly.
In other words, the leader will clearly define the company’s goals, develop the tactical plans, and align the appropriate individuals in order to successfully implement the strategy. Personally, I believe that senior leaders should be comfortable with change, ensure the culture meshes with the pros and cons of change, and develop individuals to deal with the hardships of change. So how does a manager foster these developments? The manager should clearly define their strategic intent which include where they want the organization to go and the outcomes they intend to attain (Pearce & Robinson, 2011, p. 328). Typically, there is a win it all attitude or a stretch initiative associated with a strategic
A leader has to be positive, energetic, willing to take action in a moments notice, and write down specific goals for success. When a manager sets a goal, this is to motivate staff by setting a standard of what is to be accomplished in the store. Goals become dreams without action and that is what a manager is trying to achieve. In the path-goal theory, a leader’s behavior is based on what is best for employees and the work environment in order to achieve a certain goal, employee satisfaction and performance, and motivate employees. The path-goal theory was created by Robert J.