Managers and Leaders

Abstract

Leading is not same as managing. Leadership is the process of directing the behavior of others toward the accomplishment some objective. Leadership has always been considered a prerequisite for organizational success. The central theme of leadership is getting things accomplished through people. Leader inquires and manager inform about the organization so without leadership an organization can’t gain the goals. Although an organization may have products and services but without leadership those are value less. Manager is a person who planning, organizing, controlling, and leading. Manager is the monitor of the organization. Leadership is a powerful behavior of a manager. It is essential to achieve goals of the organization.

Introduction

Leaders and managers the lexis’s are regularly used alternative, but they are diverse. Those in management situations do not always acquire the behavior and specializations of a leader. The lack of leadership in an association can have many harmful effects on the organization’s workers and the company as a whole. Many companies, who were once strong, had educated workers and superiority goods and services have unsuccessful because of the lack of leadership in their association (French, W. 1987). Leadership is a critical superiority in a manager. It is how you obtain your group fired up and enthusiastic to follow your plan. Leadership is a ability that can be enhanced with perform.

Compare and contrast the roles of mangers and leaders

The duty of a manager is planning, organizing, controlling, and leading. Managers also sport a multiplicity of hat as well as the figurehead duty, all executive exploit various time performing sacrament tasks; the principal role, all executive be re...

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... example in the case of the armed forces or the army force. Referent authority, conversely, involves those being narrow-minded, classifying with the leader.

References

French, W. (1987) The Personnel Management Process: Human Resources Administration & Development., 6th Edn. Houghton Miflin, Bostonh

Kotter, J.P. (1991) "What Leaders really do". In / The Best of the Harvard Business Review. (1991) Harvard University, Boston. p. 73-82.

Ackerman, L. S. (1984). The flow state: A new view of organizations and managing. In John D. Adams (Eds.), Transforming work: A collection of organizational transformation readings, (pp. 114-137), Alexandria, VA: Miles River Press.

Gozdz, K. (1993). Building community as leadership discipline. In Michael Ray & Alan Rinzler (Eds.), The new paradigm in business, pp. 107-119. New York: Simon and Schuster Publishers.