Business / Management And Leadership
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Autor: anton 04 November 2010
Words: 707 | Pages: 3
Leadership and Management are two notions that are often used interchangeably. However, these words actually describe two different concepts. For this paper, I am going to try to discuss these differences and explain why both terms are thought to be similar.
Leadership is just one of the many assets a successful manager must possess. 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 following functions:
Leadership is just one important component of the directing function. A manager
cannot just be a leader, he also needs formal authority to be effective. â€œFor any quality initiative to take hold, senior management must be involved and act as a role model. This involvement cannot be delegatedâ€(Predpall, 30).
In some circumstances, leadership is not required. For example, self-motivated groups may not require a single leader and may find leaders dominating. The fact that a leader is not always required proves that leadership is just an asset and is not essential.
Managers think incrementally, while leaders think radically. â€œManagers do things right, while leaders do the right thingâ€ (Pascale, 65). This means that managers do things by the book and follow company policy, while leaders follow their own intuition, which may in turn be of more benefit to the company. A leader is more emotional than a manager. â€œMen are governed by their emotions rather than their intelligenceâ€ (Fenton, 113). This quote illustrates why teams choose to follow leaders.
â€œLeaders stand out by being different. They question assumption and are suspicious of tradition. They seek out the truth and make decisions based on fact, not prejudice. They have a preference for innovationâ€ (Fenton, 113).
Often with small groups, it is not the manager who emerges as the leader. In many cases it is a subordinate member with specific talents who leads the group in a certain direction. â€œLeaders must let vision, strategies, goals, and values be the guide-post for action and behavior rather than attempting to control othersâ€ (Predpall, 31).
When a natural leader emerges in a group containing a manager, conflict may arise if they have different views. When a manager sees the group looking towards someone else for leadership he may feel his authority is being questioned.
Groups are often more loyal to a leader than a manager. The leader taking responsibility in areas such as creates this loyalty:
Â· Taking the blame when things go wrong.
Â· Celebrating group achievements, even minor ones.
Â· Giving credit where credit is due.
â€œThe leader must take a point of highlighting the successes within a team, using charts or graphs, with little presentations and fun ideasâ€ (Fenton, 114).
â€œLeaders are observant and sensitive people. They know their team and develop mutual confidence within itâ€ (Fenton, 113).
A leader is someone who people naturally follow through their own choice, whereas a manager must be obeyed. A manager may only have obtained his position of authority through time and loyalty given to the company, not as a result of his leadership qualities. A leader may have no organizational skills, but his vision united people behind him.
Management usually consists of people who are experienced in their field, and who have worked their way up the company. A manager knows how each layer of the system works and may also possess a good technical knowledge. A leader can be a new arrival to a company who has bold, fresh, new ideas but might now have experience or wisdom.
Managing and leading are two different ways of organizing people. The manager uses a formal, rational method while the leader uses passion and stirs emotions. William Wallace is one excellent example of a brilliant leader but could never be thought of as the manager of the Scots!
1. Fenton, John. â€œ101 Ways to Boost Your Business Performanceâ€. Mandarin Business. Pg 113-114, 1990.
2. Pascale, Richard. â€œManaging on the Edgeâ€. Penguin Book. Pg 65, 1990.
3. Predpall, Daniel. â€œDeveloping Quality Improvement Processes In Consulting Engineering Firmsâ€. Journal of Management in Engineering. Pg 30-31, May-June 1994.
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