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The concepts of leadership -- charisma for example -- become subject to academic study and analysis. This ultimately produces insight into particular leadership types and understanding of the nature of those types (Westley & Mintzberg, 1989). Managers, therefore, can become leaders by adopting more of the traits of leaders.
Any split that remains between management and leadership therefore rests on the assumption that some of the traits associated with leadership are not imitable. The manager cannot move along the continuum beyond a certain point. Likewise, a leader may not be able to move fully to the realm of scientific management either, if he or she cannot develop the necessary skill set. Charisma remains as yet unquantified.
A manager is by definition a leader. Both roles bear the same basic function with regards to marshalling resources towards specific objectives. The continuum reflects only the approach that the manager/leader takes towards this task. The orthodox view of the manager derives from the core managerial functions of the early 20th century as identified by Taylor and Fayol. Leadership at the time was largely viewed as a separate matter. In practice, however, the two have come together over time. Increasing levels of competition have demanded that leaders learn some of the functions of managers and vice versa. It is through this progression that we have come to understand the two as being opposite sides of the same continuum. A manager...
A leader of even the largest organization must act as a manager, identifying those who must be in charge of marshalling the resources -- those in charge are themselves resources being marshaled.
The contingency view of leadership perhaps explains the continuum best. All managers are leaders. Their methods and the effectiveness of those methods are dependent on the circumstance that they are facing. Some roles do not demand much charismatic leadership, nor any sophisticated leadership techniques. However, even the most scientific approach will still required some level of motivation and inspiration of subordinates. Referential, experiential and formal power derive from rank, so a person of rank even with a role that calls for a very scientific approach will be a leader by default. It is only their approach and the effectiveness of that approach that remain in question.
Works Cited:
Zaleznik, A. (1977). Managers and leaders: Are they different? from Levinson, H. Designing and managing your career. Boston: Harvard Business School Publishing.
Yukl, G. (2001) Leadership in organizations. Prentice Hall.
Fielder, F. (2006) Small groups: key readings in social psychology. New York: Psychology Press.
Westley, F. & Mintzberg, H. (1989). Visionary leadership and strategic management. Strategic Management Journal. Vol. 10 (S1) 17-32.
Works Cited:
Zaleznik, A. (1977). Managers and leaders: Are they different? from Levinson, H. Designing and managing your career. Boston: Harvard Business School Publishing.
Yukl, G. (2001) Leadership in organizations. Prentice Hall.
Fielder, F. (2006) Small groups: key readings in social psychology. New York: Psychology Press.
Westley, F. & Mintzberg, H. (1989). Visionary leadership and strategic management. Strategic Management Journal. Vol. 10 (S1) 17-32.
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