Management and Leadership Similarities and Differences

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 to managers, subordinates look up to and follow leaders owing to their beliefs, personality, and behavior. Leaders are personally invested in organizational projects and activities and demonstrate considerable passion for their work. They are seriously interested in helping their followers succeed and adequately accomplish their personal goals (which will not necessarily be corporate goals) (Choudhary et.al 2013).
Furthermore, leaders do not invariably have formal or tangible authority over their followers. They enjoy temporary, potentially conditional, power on the basis of their ability to constantly motivate and encourage followers (Tangirala & Ramanujam 2012).
Leaders innovate or invent whereas managers organize
A team leader is usually responsible for the creation of novel ideas and initiating forward progression and change in a company. Linda, for instance, proposes the novel idea of cellphone software development. Leaders always have their eyes fixed on the horizon, and devise novel organizational strategies and techniques (Stewart, 2012). They possess superior, up-to-date knowledge on all current trends, skill sets and advancements, in addition to a clear vision and mission. For instance, Linda is well aware of rival companies’ market offering.
On the other hand, managers tend to simply maintain whatever has already been established. Managers must keep a close eye on the bottom line whilst simultaneously averting chaos and controlling the organizational workflow and workforce (Laschinger et.al 2013).
Managers rely on control while leaders inspire trust
Leaders are individuals who stimulate their followers to give their best, knowing how to establish the right rhythm and speed for the remaining team members. Meanwhile, managers must, according to their designation’s requirements, control personnel, thereby assisting them in developing individual fortes for bringing out the best in them. Therefore, managers must adequately understand their juniors for performing well on their job (Tangirala & Ramanujam 2012).
Leadership denotes the quality of persuading individuals to ensure they attain organizational goals enthusiastically and readily. While it isn’t precisely identical to management, it does make up a key management component. Management may be defined as the art of efficiently managing things and doing work with and through other people (Bolman & Deal 2017).
A leader paints a portrait of possibilities, emboldening and engaging followers to bring life to his/her vision. Their thoughts go beyond what people do (Laschinger et.al 2013), showing them the bigger picture. They are well aware that high-performing teams will be able to achieve much more if they work collaboratively rather than individually. Managers, meanwhile, concentrate on goal establishment, measurement and achievement, controlling situations for exceeding, or at least reaching, preset goals.
A leader is usually a proud disrupter, chanting the mantra of innovation. He/she embraces change, understanding that even though the current state of things is fine, a more superior way forward potentially exists. Moreover, they acknowledge that systemic change normally creates waves (Bolman & Deal 2017). A manager sticks to what works and refines systems, processes and structures for increasing efficiency. 
Leaders are dynamic, self-aware, transparent, genuine, be-yourself individuals who strive towards building their differentiated, distinctive personal brand. They readily stand apart from the crowd (Tangirala & Ramanujam 2012). On the other hand, managers mimic learnt behaviors and competencies, adopting instead of defining their leadership approach.
Leaders readily attempt novel things despite prior failures, believing failure is one of the steps on the road to success. Meanwhile, managers work towards risk minimization, attempting not to embrace, but to control or avoid issues (Stewart, 2012).
Leaders understand that the failure to learn a new thing each day means they are falling behind, not standing stationary. They are curious by nature and attempt at remaining relevant in the constantly changing business world. They are on the constant lookout for information and individuals to expand their own thinking. Managers, however, typically commit more closely to tried-and-tested success strategies, assuming proven behaviors and perfecting extant skills (Cole et.al 2013).
Management and leadership are, by nature, inseparable. Management needs leadership abilities for inspiring subordinates (Stewart, 2012). Organizational departments have a manager and several leaders working with teams members to facilitate attainment of corporate goals. On several occasions, managers play a leader’s part at the company’s demand. Hence, both roles complement one another. Both are vital to organizational survival and growth (Bolman & Deal 2017).






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.