The differences between management and leadership
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eople who know what they are doing, but those people must also know how to develop other people.Level 3 model is intended to encourage striving for a higher vision for leadership. However if we only reward people who get things done on time and under budget, our leaders will be encouraged to focus on Level 1. We must have rewards and incentives for building leadership skills in others, anticipating customer needs, and creating and implementing higher visions.
2.1 Differences between management and leadership
Leading should not be considered the same as managing. Business leaders who do not understand the difference between the functions/roles of leading and managing are quite likely to misinterpret how they should carry out their duties to meet organizational goals. While some managers are high-quality leaders, others only manage resources and don't lead their subordinates. Leadership is one of the four primary activities that are used to influence others. As such, it is a subcategory of the management concept that focuses mainly on behavioral issues and opportunities. Managing is more comprehensive than leading. It involves dealing with resource issues as well as behavioral factors. Generally speaking, not all managers are necessarily leaders, yet the most effective managers, over the long term, are leaders.of the most significant differences between managers and leaders is how they exercise control. In the past, managers have exercised their authority through three sources:title - A managers job title has traditionally been the most critical source of power and respect in organizations. However, things are changing. More and more organizations are removing entire job levels and moving towards a flat hierarchical structure. The trend of switching to flat hierarchical structures in an attempt to create equality among employees has helped in breaking the boss" and the worker" barriers.expertise - Managers can no longer claim to have the best experience in a certain area. Employees at all levels have access to countless educational choices, state of the art technology, online research on any given topic, and job opportunities that allow them to quickly get the required experience to excel at their job. And, while experience does improve ones ability to make good decisions, past experience alone needs to be used with caution, particularly in todays unprecedented economic and social environment.to confidential information. In the past managers could control and restrict the information flow, using it to their advantage. But, technological advances have changed information accessibility and usage.
With changes in how organizational hierarchies, expertise, and information are viewed by employees, the real control has to come through the way leadership surround themselves with followers. Followers are quite different than subordinates:
1.They follow because they want to, not because they have to.
2.They are inspired and motivated by the leader.
.They respect the leader for who they are, not for their job title.
Finally, leaders are capable of inspiring people through trust, not fear. They walk the talk, and believe in coaching others into becoming future leaders themselves. Nietzsche famous words, This is my way, what is yours? capture the very essence of leaders dedication to developing others.
While a manager supervises people, a leader inspires people.
While a manager solves problems, a leader eliminates problems.
While a manager responds to client needs, a leader anticipates client needs.
While a manager implements vision, a leader creates vision.
While a manager is reactive, a leader is proactive.
While a manager tends to focus on today, a leader focuses on tomorrow.
While a manager communicates policy to people, a leader engages people in policy creation.
While a manager ensures people are doing the job right, a leader ensures people are doing the right job., managers do not become leaders overnight. Through our work with organizations of a variety of sizes and in a variety of industries, we have found that leaders develop through three distinct phases.it is important to recognize the differences between leadership and management, it is also important to appreciate that the two have complementary strengths, as well.
ManagementLeadershipprocessPeopleFactsFeelingsIntellectualEmotionalHeadHeartPosition powerPersuasion powerControlCommitmentProblem solvingPossibility ReactiveProactiveDoing things rightDoing the right thingsRulesValues GoalsVisionLight a fire under peopleStoke to fire within peopleWritten communicationVerbal communicationStandartizationInnovation
2.2 Common points
Managers encounter a variety of leadership situations during the course of their daily activities, each of which may require them to use leadership styles that vary considerably, depending on the situation. In using the contingency model, factors of major concern are leader-member relations, task structure, and the position power of the leader. The leader has to analyze these factors to determine the most appropriate style of response for meeting overall work-unit and organizational goals. Leader-member relations refer to the ongoing degree to which subordinates accept an individual leader or group of leaders. Task structure refers to the degree to which tasks are clearly or poorly defined. Position power is the extent to which a leader or group of leaders has control over the work process, rewards, and punishment.
Taking these factors into consideration, leaders can adjust their style to best match the context of their decision making and leadership. For those leaders who have a breadth of leadership styles, knowing when to change styles gives them the tools to successfully deal with the varying nature of business decision making. For those leaders who have a limited repertoire of leadership styles, they and their superiors can use this information to better match work situations with the styles that a specific leader possesses. (5)
Conclusion
Over the years the philosophical terminology of "management" and "leadership" have, in the organisational context, been used both as synonyms and with clearly differentiated meanings. Debate is fairly common about whether the use of these terms should be restricted, and generally reflects an awareness of the distinction made by Burns (1978) between "transactional" leadership (characterised by eg emphasis on procedures, contingent reward, management by exception) and "transformational" leadership (characterised by eg charisma, personal relationships, creativity).is the process of guiding the behavior of others toward an organization's goals. Guiding, in this context, means causing individuals to behave in a particular manner or to follow a specific set of instructions. Ideally, the behavior exhibited is perfectly aligned with such factors as organizational goals, culture, policies, procedures, and job specifications. The main goal of leadership is to get things done through other people, making it one of the main activities that can enhance the management system. It is accomplished to a great degree through the use of effective communication. Because leadership is a prerequisite for business success, to be a successful business manager one must have a solid understanding of what leadership includes, the existence of management is impossible without leadership. Both management and leadership are needed to make teams and organizations successful. Trying to decide which is more important, is like trying to decide whether the right or left wing is more important to an airplane's flight.
List of used literature
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. George J.M. 2000. Emotions and leadership: The role of emotional intelligence, Human Relations 53 (2000), pp.1027-1055
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. Zaccaro, S.J., Gulick, L.M. V. & Khare, V.P. (2008). Personality and leadership. In C.J. Hoyt, G.R. Goethals & D.R. Forsyth (Eds.), Leadership at the crossroads (Vol 1) (pp.13-29). Westport, CT: Praeger.