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The manager, on the other hand, assumes responsibility to delegate mainly for the management, and although s/he shows regard and consideration for the members, their welfare is only secondary, as compared to management. A leader, moreover, is considered as part of the group or team composed of employees or members in an organization. He is both an outsider and insider: he is an insider because he is part of a subgroup/s created within the organization; he is also an outsider in that he is also part of the decision team of the management, an individual it relies on to provide information that will make negotiations and decision-making activities easier and fair for both parties (e.g., management and employees). The manager is also an outsider and insider. However, what distinguishes his/her role is that the manager has his/her allegiance with the management rather than the employees/members of the organization. Because of this, the manager has, oftentimes, an almost antagonistic relationship with the employees/members.
Thus, the leader is more considerate of the reality that within the organization, it is inevitable that there will be opposing or conflicting groups. The manager, meanwhile, is similarly aware of this reality; however, he dismissed this in favor of the management or administration, since...
Therefore, service occurs when a leader is able to successfully "bridge" the gap between two conflicting groups. The leader is service-oriented because his/her first priority is the people and their relationship and interaction within the organization. The manager fails to achieve 'service-orientedness' because his/her first priority is to ensure that there is efficiency and increase in the production of goods/services/output within the organization, a priority that is devoid of the human element that leadership does not fail to confront.
In effect, leadership as it is discussed and analyzed by Potts is a humanistic view of how guidance from leadership and management happens -- that is, the occurrence of the phenomenon of the "ethical difference." Through the ethical difference, readers and potential leaders are enlightened about the importance of being a leader more than a manager, because it is in being a leader that we, as individuals, achieve not only success in our respective professions, but also succeed in achieving positive personal development as individuals/human beings.
Works Cited
Potts, J. (2001). The Ethical Difference. CO: Rocky Mountain Press.
Works Cited
Potts, J. (2001). The Ethical Difference. CO: Rocky Mountain Press.
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