Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
What is the meaning of leadership to me
Role of a leader in a society
Personality traits of a leader
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: What is the meaning of leadership to me
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.
Leader not a manager
According to Boddy, leadership refers to the process of influencing the activities of others towards high levels of goal setting and achievement (Boddy, 2008). A good example where this can be supported is at a football team, for example Steven Gerrard (Liverpool FC team captain) where within his role he leads by example. The high level of performance he provides through training and working hard has a positive influence on his teammates, who in turn also train and work harder. This position as a teammate to the other players also allows him to gain a personal respect within the team. This contrasts greatly with the team manager who may find it difficult to interact and influence the players on their level. Comparing the two roles, it is apparent how a manager can struggle as players may feel overwhelmed, thus preventing the manager from gaining respect off the players.
There are many people who operate as leaders without their role ever being clearly established or defined in an organisation. Their sense of identity...
... middle of paper ...
...? (Vol. 12). Management Review.
Dessler G. (1998). Management. Pearson.
Fullan, M. 'Leading in a culture of change', Josey-Bass (2001)
Kofman, Fred and Senge, Peter M (1993) ' Communities of commitment: The heart of learning organizations Dynamics, Autumn, 4-23, New York: Doubleday
Lord, W. and Rust, J 'The Big Five Revisited': Where are we now? a brief review of the relevance of the Big Five for Occupational Assessment' Selection and Development Review, vol.19 no 4 August 2003 pp15-18
Mullins, L. (2005). Management and Organisational Behaviour. Pearson Education Limited.
Naylor, J. (2004). Management. (2nd Edition ed., pp. 355-389). Liverpool: Pearson Education Limited.
Senge (1996). Quoted in 'the poor suffering busters at the top,' Business Age, May
Zaleznik. (1977, May-June). Managers and Leaders: Are they different? . Harvard Business Review , pp. 67-78
In a firm, management and leadership are important and needed. Leadership and management are similar. Actually, leadership and management are totally different. The leadership would influence the firm. The leader would have difference leadership styles to lead the subordinate.
Having expressed the need to broaden the search for meaning, this work must conclude much as Kotterman does in accepting that the debate over the nature of management and leadership must continue. Moving beyond the respective task and human-centered foci, if one were to conduct a similar analysis concentrating more on studies concerned with leader identification across a broader spectrum it is likely results would be more telling. Rather than examining primarily subordinate responses to aid in classification seek data from all levels of an organization irrespective of position relationships and ask subjects to identify leaders and/or managers. In so doing we may draw ever closer to a definitive meaning of leadership and management.
‘Leadership’ and ‘Management’ are two commonly using words in nowadays organizations. The essential and integral part of productive management is leadership. Effective leadership is crucial to an organization’s success. Leaders can take a quantity of different steps to help keep projects from failing. The main and highly important focus of the leader is to make things happen. According to Griffin (2008), ‘Leadership, as a process, the use of non coercive influence to shape the group’s or organization’s goals, motivate behaviour toward the achievement of those goals, and help define group or organizational culture; as a property, the set of characteristics attributed to individuals who are perceived to be leaders’. Equally as management, that
“A manager manages using authority-or the right to get others to do things by virtue of their positional power. While a leader leads through the ability to influence other people to do things using a certain degree of personal power or charisma” (McLean, 2005, p. 16). By definition, leadership is about influence. Therefore, it is impossible to discuss the theme of leadership without including followers or to try to explain the idea of team building without explaining the influence of a leader. While each concept is unique, both have a direct affect on the other. A leader is not a leader without someone following him or her and a team will always develop a leader whether indirectly or directly appointed. However, leadership and team building are much like the preverbal chicken and egg; and many theories have developed over several years trying to explain the influence on each other and the successful development of teams and leaders.
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
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.
Managers are not only interested in status quo, but also production, expansion and growth. Management was a system to control machines. Leadership can never be controlled. Where one sits in life determines what you see. To be a good manager one must look at views from different perspectives. As situations change, leadership relations change. Leadership cannot be transactional. It can only work if both parties keep their agreements. A class survey was held to compare leaders to managers. The overall opinion was that they are similar in many ways. A leader and a manager can be one in the same. The difference be...
Perrin, C. (2010). LEADER VS. MANAGER: WHAT'S THE DISTINCTION? The Catalyst, 39(2), 6-8. Retrieved from http://search.proquest.com/docview/610477001?accountid=12085Stevenson, W. J., (2012), Operations Management (11th ed). New York, N.Y.: McGraw-Hill.
To me, leaders are constantly surrounding us. People constantly need to be led and they seek out individuals around them who have personalities that stand out – the basic qualities of leadership, the Great Man Theory. This could be in terms of their appearance, knowledge, charisma, behaviour or style. For example, popular actors/actresses might not be great leaders but they influence the thoughts of people through advertisements through their appearance and charisma. Leadership is also a process where trust of people needs to be gained and established before followers are doing things willingly and without having to use pressure. Managers are different in this aspect, as they are given authority/power and trust factor might not be required to actively participate in management, subordinates might not be performing their tasks willingly. The above idea is adopted from the most recent leadership definition by Manfred Kets de Vries, he defines leadership style as the point of interaction between the leader’s character, the follower’s character and the situation. (Manfred Kets de Vries, The Leadership Mystique, Financial Times Prentice Hall, 2001) To gain people’s trust, the first steps is to communicate, Warren Bennis observed the significance of rhetoric and eloquent, “Effective leaders put words to the formless longings and deeply felt needs of others. They create communities out of words.” (Bennis Warren, An Invented Life: Reflections on Leadership and Change, Reading, Mass, Addison-Wesly, 1993)
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 ...
Leadership is the ability of an individual to influence, motivate and inspire others (Gill, 2006). It is therefore defined as a process whereby a leader influences a group of individuals to achieve a common goal (Northouse, 2013). A leader has to make a decision for something to happen and provide his followers with clear direction (Rost et al, 1991). It will evoke feelings of challenge, excitement and involvement for the followers to proceed with the task (Gill, 2006).
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.
Finally, leadership results in the followers’ behavior, that is purposeful and goal-directed which must be in some organized setting (Leadership Theories and Studies, 2009). Some people believe leadership and management are one in the same; however, this
Leadership is essentially the ability to motivate. An effective leader can motivate others toward reaching a common goal. Leaders are different than managers in that leaders inspire others to do the work needed while managers generally tend to manage the tasks associated with completing the goal.
Management and leadership are very important functions in getting a job done. In Peter Drucker`s statement “Management is doing things right and leadership is doing the right things”, doing things right means being able to perform well, whilst doing the right things is knowing what exactly what to do inorder to perform well. Management is associated with efficiency, and involves coordinating people's efforts and the allocation of resources to maximize productivity whilst leadership is to effectiveness, which involves directing and inspiring people to achieve set goals (Sterling, 2014). Leadership and management are different but are closely linked functions: each is complimentary to the other and is essential in ensuring change in achieving strategic goals and in boosting team performance (SmallBizConnect, 2012). In this paper, I will explain why knowing yourself and understanding others form the basis for efficient management and effective leadership, and how these concepts can be improved upon. In addition, I would explore how management and leadership complement each other in pragmatic leadership and the great debaters.