The second difference Nayar indicates that managers have circles of power while leaders have circles of influence (2013). Leaders work through inspiration and that is wonderful, but it is also true that not all people will respond to all leaders. A manager must be able to exert control over people that goes outside of the leadership arena. Without the possibility of consequences, some people would not function. Even if a manager's only control is the ability to determine whether or not a person is an appropriate fit for a team, that level of control can be outcome-determinative. A leader could divert more resources to leading a recalcitrant team member than would be a prudent use of team resources.
The final difference that Nayar indicates is that leaders lead people while managers manage work (2013). One of the things that is imperative to keep in mind is that, in most workplace scenarios, management is about achieving goals. As a result, a manager must play an administrative function. In addition to handling job goals, managers often have to oversee...
Leaders may be more people-focused, but it is important to realize that this people-focus may not always meet all of a business's needs. Moreover, it is critical for managers and leaders to work together. For example, a good manager not only makes sure that a team member is meeting quotas and deadlines, but also listens to employee feedback about innovation and directs those reporting to him to the leaders who handle innovation.
If it is just generally assumed that these employees are lazy or do not care about their job, they will often be the object of anger from other employees. If other employees and management would talk to these employees and determine what could be done to help them, it is quite possible that simple accommodations can be made that will keep everyone happy and help to dissipate the anger
Leaders and Managers as Facilitators Leaders & Managers as Facilitators Leaders Role as a Team Builder Leadership Style in Light of Fundamental Interpersonal Relations Orientation (FIRO) Strengths Weaknesses Leadership Style in Light of Myers-Briggs Type Indicator (MBTI) Strengths Weaknesses Impact of Leadership within the Cohort Role in Team Development Hindrance in Team Development Team Presentation Planning Execution Team's Strengths Team's Challenges Balance between Task and Process Different Styles of Team Members Contributor Collaborator Communicator Challenger Surprises during Facilitation Sessions Dynamics in Team Development Mission as a Leader References Introduction Facilitators are the most influential and important people in
Conclusion It is difficult to show which theory works best in practice, as every company has a unique environment and workforce (Daft, 2004). However, few would argue that Theory X is an outdated leadership style that does not promote success. According to Kopelman et al. (2008): "At the heart of McGregor's argument is the notion that managers' assumptions/attitudes represent, potentially, self-fulfilling prophecies. The manager who believes that people are inherently lazy
Leadership Comparing Characteristics of Leaders and Managers The term leader and manager is often used in an interchangeable manner and it is likely that at some point most leaders have undertaken a management role. However, when looking at leaders and managers there are some distinct differences. These can be considered in terms of their characteristics and the way these characteristics manifest. A common theme in much literature is the way in which
Leadership and Management The Role of Leaders and Managers in an Organization Leaders and managers serve important but distinct roles within an organization. While the title of "leader" isn't exclusive to those in only upper level positions within a company, the title manager usually almost signifies and assigned rank within an organization. In the following paragraphs, we look at the roles of both leaders and managers in more detail. The Role of Leader A
Transformational Women's Leadership The website for Changing Minds.org describes transformational leadership in the standard way, as charismatic leaders with vision and imagination who inspire followers to achieve radical change in an organization or society. Transformational leaders are passionate and exciting and they care about their followers. They make people believe that their ideals can be achieved through their own commitment, enthusiasm and drive. In the process, their followers are also transformed