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Management And Leadership Paper

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Autor:  anton  21 November 2010
Tags:  Management,  Leadership
Words: 2091   |   Pages: 9
Views: 695

Management is not leadership just as leadership is not management. In order to differentiate between the two we must ask ourselves which we relate to more, or rather, which we consider ourselves to be by asking the question which am I? Am I a Manager or can I consider myself a Leader? What type of person makes a good manager? What type of personality is best for leaders?

Management and leadership are two notions that may be interchangeably, but there is a huge difference between a manager and a leader. They are two different ways of organizing people; the manager uses a formal method and the leader uses passion. "Managers do things right, and leaders do the right things." (Chapman, 2004, p.80)

Leadership is having the ability to give guidance to those that will follow. It involves both sides of human experience. It includes actions and influences based on reason and logic as well those based on inspiration and passion. Leadership is a social process shared among all members of a group. Leadership development comes through experience. We all learn from our different experiences. Whether positive or negative, they are our tools for growth and development. Management is a position of authority. Management says what need to get done and supplies the material to get it done. Management tends to be the more educated than the experienced. Managers can be trained to hold a position. Management is a position of leadership.

The leadership process is a total learning process. We all are leaders in our own way at different times in our lives. For example a father or mother with children, their children look to them for guidance. They also learn their values and about their culture through them. That is having leadership abilities. Friends look to each other for advice and different experiences that each of them have done. Some people perform leadership acts on the daily basis and don't even realize it until they think about it or until someone brings it to their attention. That's why it's said that a part of learning about leadership is to always think about it. Leadership is just one of the many assets a successful manager must posses, because a manager can manage the process or system but can not manage people. If organizations expect every manager to be a leader, or if they confuse the two roles, gradually they will be falling apart. Care must be taken in distinguishing between the two concepts. The main aim of a manager is to maximize the output of the organization through administrative implementation. To achieve this, managers must undertake the four functions of management.

To be an effective leader it is important to focus on the gritty details of a situation, look for opportunities and how to achieve them. Visioning cannot be taught but can be developed. Leadership is all about taking an organization to a place it would not have otherwise gone without you, in a value-adding, measurable way. When you vision, you think your way into a situation and it is the approach in visioning that separates managers from leaders. Visioning however is not the only method that separates managers form leaders. The different strategies used by managers and leaders in terms of their use of human resources can also differentiate for us the major factors that influence each position. Managers are required to monitor, supervise, and get tasks done in a certain amount of time. Managers have to be efficient, and thus time is the most important human resource for them. By improving their efficiency, managers can improve their managerial success. Leaders, on the other hand, must strategically use not only their time, but energy as well. Leaders must carefully plan out strategies they will use to accomplish given tasks because strategy is not the consequence of planning, but the opposite: its starting point. Understand that managers and leaders have different strategic approaches in utilizing their human resources, shows that it is the approach that separates one from the other.

On a more personal level, I am currently in a managerial position. I have always considered my self a leader, and it was my leadership qualities that got me the position that I am in today. As we read we see that it’s the people with the most leadership qualities that are more successful as managers then a manager with no leadership qualities at all. One of the managers at the organization, in which I work, has no leadership qualities. He is a manager because he has the appropriate credentials. He came into our facility and showed no leadership, all his techniques he used to discipline staff, was the techniques our Exec. Used when he had to cover the position. You could tell that he had no say so, you can tell that he was not being a leader. And what happened? He was unsuccessful, why, because all the staff could see what he was doing, they could see he had no clue and therefore no one wanted to work under him. But, that didn’t matter, because he has more education then the Exec. does, and that alone makes the company look good. And this is the reason why I feel our organization is ran horrible, and will never be successful, because its not based on where everything starts and that’s with management.

In Conclusion, It is evident by now that there indeed is a difference between managers and leaders and it is eventually the approach taken upon certain methods that is the determinant of your leadership role. Managerial power is positional power; it is power over people whereas leadership is supportive power, and it is power with people. Whether you vision the destination, or the transportation there, whether you try to be efficient or effective and whether you focus on the speed or the path all come into play as your leadership quality level. These qualities can be improved and developed, if they are all focused on the right things. That is why good managers tend to be good leaders, because they can focus on getting tasks done efficiently and also do it right at the same time. Managers are good disciplinarians; they are able to manage certain objectives while being efficient. However good leaders are more supportive and creative and might sometimes lack the disciplinary quality of getting the right thing done as efficiently as possible. For the most part, there is a very fine line between good managers and good leaders, but good leaders just aren't and do not want to be, managers.

Management and Leadership Paper

Within the organizational structure of most businesses you will likely find management and leadership coexisting. Commonly, the words are often substituted for on another. However, each word has a distinctly different definition. A manager does not necessarily make a good manager. Management is defined as those individuals in an organization that have the authority and the responsibility to manage the organization through the control of production processes and ensuring that they operate efficiently and effectively. Leadership is defined as the skills and ability to set future goals in accordance with the organizational goals and to communicate those goals to other employees in such a way that they voluntarily and harmoniously work together to accomplish those goals for the benefit of the organization. In this paper I will differentiate between management and leadership?

Any organization needs to be managed, even a one-person company has to be managed. A manager has four key responsibilities: 1) planning, 2) organizing, 3) leading, and 4) controlling. Management can also be defined as the function that determines how the organization’s human, financial, physical, informational, and technical resources are arranged and coordinated to perform tasks towards achievement of strategic goals.

Leadership implies that the manager has fundamental knowledge about critical processes. A leader is focused on ensuring the creation of strategies, systems, and methods for achieving excellence and building knowledge and capabilities. Leaders are focused more on creating an enthusiastic work environment for all of a company’s employees. In other words leadership is to help people do a better job through coaching, facilitating, and by creating environments that support the aim of the organization. Leadership is the ability of a manager to train employees, remove institutional roadblocks, and empower employees. (Stern and Kren, 2002).

The common thread in differentiating between management and leadership seems to be that management is more involved with monitoring the details of the daily operations and leadership is about invoking the changes necessary to continuously move towards an organization’s vision. I have also found that in all of the success stories read, the common points are that the leaders took a different approach into the organization with the mission of gaining insightful and critical knowledge about their customer base and the challenges faced by the employees.

In one example, I have helped to create a healthy organizational structure by following the same approach that Andrea Jung of Avon had taken. That approach was based on a mental image of a future possible state of the organization, or in this case department. Despite previous management’s lack of vision, by investigating into the different positions within my team and listening to employees feedback, I was able to implement process changes that resulted in a 30% decrease in work duplication, a 30% decrease in product cycle times, and an increase in productivity by 40%. Besides the obvious measurable results of the process changes, it created better employee behavior and a more motivated workforce. A democratic leadership style allows the employees to be a part of the decision making process and to accept uncertainty, because they have confidence that the leader will provide solutions to any problems that may arise. In my opinion, the worst thing a leader can do is to make no decision when faced with a difficult decision try something new or to leave things in their current condition. An attempt to at least try something new lends to a leader’s credibility. Since these changes tool affect, I am getting more feedback from my employees than ever before.

Another example of creating a healthy and happier organizational structure would be the implementation of an employee recognition program. I have also implemented a recognition system called, “Give A Hand”, that any employee, when observed by a member of management, performing above and beyond normal expectations is issued a “Hand”. The “Hand” is then presented to the employee in a meeting in front of all their peer employees. Each “Hand” could be redeemed at the time of reward or saved until a later time for a more expensive item. There is also no limit as to the number of “Hands” that can be issued to any employee. I have found this type of recognition program to be very successful, especially in salvaging some once disgruntled employees. Even as part of the management team in my organization, I am limited on the ways that I can reward employees for work well done. I cannot authorize an unscheduled pay raise and I cannot give them time off outside of the company policy. I have however, bought lunch and dinner with my personal money, I have allowed them to take extra break/lunch time ( as production commitments would allow), and verbal praise and recognition. To date, the “Give A Hand” recognition program has proved the most successful. I attribute the main reason to the fact that they are in control of the reward along with the recognition.

In summary, management is about control through a series of control mechanisms and although leadership is one of the four principles of management, leadership is a combination of personal traits and skills that directly affects the opinions and attitudes of people, leading to changes in behavior. A person can be an effective manager but that does not necessarily make that person an effective leader. Leadership is about insight towards the future and helping individual employees and groups of employees to accept uncertainty, because they have confidence that the leader will provide solutions to any problems that may arise.

References

Stern, Kenneth and Kren, Lawrence (2004, December 9). Machine design.

Know and grow. Retrieved January 17, 2005, from University of Phoenix Online,

ProQuest Database Website: http://web22.epnet.com/externalframe. asp?tb=1&_ug=sid+553EA1C5%2D2133%2D4C4D%2D976B%2D01F560CA7714%40sessionmgr4+dbs+aph%2Cf5h%2Cbuh%2Cawh%2Cufh+cp+1+6C31&_us=hs+False+or+Date+ss+SO+sm+KS+sl+%2D1+dstb+KS+ri+KAAACBSC00041487+ED56&_uso=tg%5B0+%2D+db



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