Leadership -- Al Gini Leadership is more than management; hence not all managers are leaders. Leadership involves the capacity to motivate workers and employee to work towards a common goal. Leaders also influence the employees towards certain behaviors they want. The modern organization should therefore acquire the best team of managers, who should have leadership traits and accept changes in the organization when necessary, including technological change. Management and leadership are most certainly not the same, despite the fact that many, even in business, use the terms in the same manner. In general, managers are more concerned with organizing people, plans, and projects. Managing gleans authority by a particular organization and must, in turn, utilize followers (subordinates). They may be in charge of a group or a project, but that definition does not make them leaders. Managers tend to operate in a manner in which they receive and depend upon orders from their superiors, and then, in turn, use that information to manage their employees. Managers are almost always oriented towards tasks. To this, typical managers need planning documents, schedules of tasks and employees, production...

This is became management tends, as we noted, to be tactical, or task oriented. Management, then, is a tactical output, and by its nature, leadership more strategic. The challenge, however, is not a lack of research on the subject, "but rather a lack of agreement on fundamental" theory and practice of effective leadership (Gini, 1997, 383).
Leadership - Certainly, leadership within the modern organization requires some degree of competence and power. There is a clear psychological difference between leaders and followers, since "all forms of leadership must make use of power" (Gini, 384). Clearly, though, power need not be coercive, and in fact, modern paradigms of leadership have moved from the outdated autocratic model to more collective and, if you will, servant leadership models. Indeed, leadership is really a bit more amorphous than most theories allow, since divergent organizations require and engender different qualities and expectations within their leaders. The gist, then of Gini's views is that Those managing any group should always have two prominent goals in mind: building the expertise of the team and motivating the team towards…