Similarities and Differences between Leadership and Management
The scenario described in the question indicates that Roger plays a manager’s part whereas Linda plays a leader’s part. The former’s responsibility in the firm is performing the following four vital management functions, namely: planning, leading, organization, and control (Stewart, 2012). A majority of managers are usually leaders as well; however, they need to satisfactorily perform management’s leadership responsibilities, including communication, personnel encouragement, motivation, support and inspiration for rising to more superior productivity levels (Laschinger et.al 2013).
Managerial responsibilities normally form a formal component of job descriptions, with juniors following due to the profession’s designation or title. The main focus of managers is fulfilling corporate aims and targets, usually without considering other things (Tangirala & Ramanujam 2012). A manager is accountable for both his/her own actions and those of the individuals working under his/her wing, as demonstrated in Roger’s case (Roger controls and is answerable for subordinate actions as well). The title of manager also brings with it the privilege and authority of promotion, hiring, dismissal, disciplining, or rewarding the workforce on the basis of their behaviors and performance (Bolman & Deal 2017).
The key distinction between leadership and management is: the former does not necessarily have a managerial post in the company. Or, in simpler words, leaders don’t need to be authority figures within the firm; anybody can play the role of leader (Cole et.al 2013).
Contrary...
References
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.
Choudhary, A. I., Akhtar, S. A., & Zaheer, A. (2013). Impact of transformational and servant leadership on organizational performance: A comparative analysis. Journal of business ethics, 116(2), 433-440.
Cole, M. S., Carter, M. Z., & Zhang, Z. (2013). Leader–team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate. Journal of Applied Psychology, 98(6), 962.
Laschinger, H. K. S., Wong, C. A., & Grau, A. L. (2013). Authentic leadership, empowerment and burnout: a comparison in new graduates and experienced nurses. Journal of nursing management, 21(3), 541-552.
Stewart, R. (2012). Reality of Management, The. Routledge.
Tangirala, S., & Ramanujam, R. (2012). Ask and you shall hear (but not always): Examining the relationship between manager consultation and employee voice. Personnel Psychology, 65(2), 251-282.
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