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compare and contrast between management and leadership
compare and contrast between management and leadership
compare and contrast between management and leadership
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The purpose of this paper is to discuss differences between management and leadership within a familiar organization. To understand the differences between a manager and a leader, one must probe their roles and responsibilities respectively and consider the origins of their similarities. No longer is it enough to understand these aspects of management within the American boarders, but it is imperative to gain an appreciation of these skills on a global stage as distances and cultures are waning barriers to business. An endeavor to recommend two strategies that managers and leaders can use to maintain and create a healthy organization will conclude the paper.
In business today, companies define themselves with mission and vision statements and by setting goals. Significant consideration is dolled out when creating a mission and vision statement due to the fact these statements set the course for the company and define how the company will be successful. It is no great secret that the most successful companies hire those individuals who intrinsically share those attributes identified in the mission and vision statements and who aspire to the same goals. This is the genesis of a healthy corporate culture.
As stated in the opening, the purpose of this paper is to discuss differences between management and leadership within a familiar organization. Managers and leaders share the same main purpose and responsibility to maximize the output of the organization through their respective skill set. Both managers and leaders can take the likely pathway of an administrative approach to their implementation. In order to achieve this, managers and leaders must undertake the four functions of management: organization, p...
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Jackson, J. & Coolican, M. (2002). Healthy Organizations and the Link to Peaceful Societes: Strategies for Implementing Organizational Change. University of Michigan, William Davidson Working Paper Number 536, 3. Retrieved January 18, 2009 from http://ssrn.com/abstract=380042
Johnson, P. M. (1992). Closing the communication gap. Training & Development, 19(3). Retrieved January 14, 2009, from Business & Company Resource Center database.
Pascale, Richard. Managing on the Edge. Retrieved on January 16, 2009. Penguin Book, pp 65, 1990
Rue, L.W. & Byars, L. L. (2004) Supervision: Key link to productivity (8th ed.). Retrieved on January 16, 2009. New York: McGraw-Hill/Irwin.
Schein, E. (1993). Organizational Culture and Leadership. In Classics of Organization Theory. Retrieved on January 17, 2009. Fort Worth: Harcourt College Publishers
Much has been written about the difference between management and leadership. In the past, competent management staffs ran effective companies. In light of our ever-changing world, however, most companies have come to realize that it is much more important to lead than to manage. In today's world the old ways of management no longer work. One reason is that the degree of environmental and competitive change we are experiencing is extreme. Although exciting, the world is also very unstable and confused. In an article entitled What’s the Difference between Your Hospital and the Other? Gary Campbell states that the difference between a manager and a leader is that the manager “finds himself quite willing to take risk, but seemingly afraid to take the risk of being different.” That being true, a manager will always be reactive instead of proactive. A true leader will be proactive. He will embrace change and will look for ways to differentiate himself and his company from the competition.
Kotterman begins by highlighting the varying connotations often attached to the terms management and leadership; the former being primarily negative and the latter generally positive. From here he highlights the necessity to more clearly define these two terms and the means by which he shall do so. Kotterman uses the results of numerous management and leadership studies, the majority of data being based on subordinate opinions of role and effectiveness, to draw his comparison and thereby define the key terms. He juxtaposes management and leadership via a set of four processes. These processes are vision establishment, human development and networking, vision execution, and vision outcome (Kotterman, 2006). Following from each of these processes, a set of descriptors is offered for both management and leadership from which Kotterman draws meaning. Kotterman concludes that the two roles vary conceptually but are not necessarily mutually exclusive. Management is essentially task-centered, concerned with physical process, production, budget, and structure. Leadership is primarily human-centered, concentrating on motivation, inspiration, and needs. (Kotterman, 2006). This concl...
Robbins, S. P., & Coulter, M. (2007). Management (9th ed.). Upper Saddle River, NJ: Pearson Education, Inc.
In my view leadership and management are two different aspects which are equally important for development of any organization. Both are interdependent sometimes depending on certain situations. Leadership is something which imbibes the quality to inspire, motivate, build trust and relationships, provide ideas and make some spontaneous decisions accordingly; whereas Management is something which involves balancing all factors responsible to run any kind of organization.
Kinicki, A. & Williams, B. (2012). Management: A Practical Introduction (6th ed.). New York, NY: McGraw-Hill Irwin.
Management and Leadership are two concept that are often used interchangeably; however, they actually describe two different concepts. The power available to managers tends to arise from their position, whereas for leaders it often comes from within (Naylor, 2004). Capowski supports this theory suggesting that the contrasts between management and leadership are that one stems from the head and the other the heart (Capowski, 1994). However these roles differ, it remains that both have “the potential to influence behaviour of others” (Naylor, 2004). This essay will attempt to explain how someone may possess the ability to be one and not the other, or both, and how this influences their roles.
Presently many of us have learned that managers are primarily administrators who have learned to write business plans, utilize their resources and keep track of progress. We must learn that we are not limited by job title, and that means we can utilize our management skills in any position that we are in. We must also know that we can use our leadership skills in the same situations. On the other hand we have also learned that leaders are people who have an impact on those that surround them. The main difference that separates these two roles is that management is a function that must be utilized in any type of business, and leadership is the relationship that the leader has with his followers, which in turn can motivate and energize the organization.
Robbins, S.P., Coulter, M. (2014). Management (12th ed.). New Jersey: Pearson Education, Inc. [VitalSource bookshelf version]. Retrieved from http://devry.vitalsource.com/#/books/9781269550994/recent
First and foremost, I will discuss leadership. Leadership’s function is strategic, while management’s is tactical. To ensure an organization operates in an effective, efficient, and equitable fashion leadership and management is needed. Both are needed, along with balance, for an individual to be effective in a position of authority. Although an effective supervisor might be stronger as a leader than as a manager, a basic level of proficiency on the latter dimension is a requisite to achieve desired outcomes.
Guffey, M. E., & Loewy, D. (2010). Business communication: Process and product. Mason, OH: South-Western/Cengage Learning.
Leadership, without doubt, is a significantly important function of management. It helps to aggrandize efficiency and to fulfil an organization’s goals. Leadership is the ability of a manager to induce the subordinates to work with confidence, determination, courage and zeal. It is also defined as ability to influence a group towards the realization of a goal. Leaders should have the capability of developing future visions, and to drive the organizational members to want to attain the visions. This paper states my points in which I duly believe, justifies the importance of an outstanding leader in any organization.
Leadership and management are two words that are commonly mistaken; the relation and the differences between them are often unclear. Leadership can be defined as the ability to influence a group toward the achievement of a vision or a set of goals." Managers are there to plan, organize, lead and monitor employees' activities. Leaders also have to be able to guide an organization through change. As we will see later, vision is a crucial component in the success of this task.
The method of leadership is almost as similar as management, and a leader can be a manager. “Both management and leadership are seen as positions of responsibility or accountability in an organization” (Edwards, Schedlitzki, Turnbull, & Gill, 2015). Leadership and management can relate and overlap within the roles and functions and are similar within one another in meaning. Together leadership and management direct the actions of a group or individually.
In today’s complex management environment, I believe that the mindset of a manger weigh the same as their views and attitude on the job. Certainly, Jonathan Gosling an established scholar and the director of the Centre for Leadership Studies at the University of Exeter provide an excellent view on the diverse talent requirements in effective management. The main issue identified by the author is the connection between leadership and management. Separation of management and leadership is impractical. However not all good leaders are good managers and vice versa. Gosling, and Mintzberg (2003), argues that management without leadership promotes uninspired behavior, which hinders business activities. On the other hand, leadership devoid of management results in disconnect of actions and ideas. I concur with the author’s argument on the relationship between management and leadership. I believe that good managers should be good leaders too. However, most organizations do not enjoy both the benefits of effective leadership and management. In particular, most organizations lack either of these ...
What is the difference between a manager and a leader? Are the terms interchangeable? These questions may be answered by examining two simple definitions in the literature for the terms...