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Leadership and management are often assumed to mean the same thing or are at least very similar (Briggs, 2015). Both involve controlling people towards the accomplishment of agreed goals. Some sources, however, emphasize their differences. They say that a leader inspires what a manager plans for execution or implementation. A leader praises and a manager criticizes, they also say. A manager directs while a leader asks questions. But in most cases, the attributes of one are also found or expected in the other. And either can be effective or ineffective (Briggs).
But a leader is central to an organization (Robbins, 2015). That is why he leads. He is taken by the company to inspire or motivate all organizational ranks to blend and achieve common goals as one force. Like a manager, his inspiration sets the direction and transmits this direction to everyone within the organization. It is his work to encourage all the members of the organization to coordinate efforts with eagerness. Although a manager sets the formal direction of the organization, the leader sets that direction in a less stringent way. A leader also raises the morale of everyone and fosters courage in times of crisis and uncertainty (Robbins).
A manager, nonetheless,...
He creates systems, rules, and operating procedures whereby to fulfill the goals of the organization. He follows this up with the mechanics for implementation. In order to insure implementation, he sets up incentive programs for those who are responsible for implementing specific goals and programs (Robbins).
Most organizations require common skills from both the leader and the manager (Robbins, 2015). Their respective skills are both necessary for the smooth operation and success of the organization, especially if it is a large one. A leader sets the active direction, which the manager sets down as a formal rule or guide. Both of them move in the same direction or towards one destination. Large businesses or organizations can afford to hire many managers to insure the accomplishment of their overall goals. But a manager is not only destined for planning and evaluating how far these goals are being achieved. He is also supposed to lead effectively. The owner of a business or top official of an organization may think that his job is confined to leading but he must also manage the organization. Managing is getting the policies obeyed and…
BIBLIOGRAPHY
Briggs, M. (2015). Leadership and management. Team Technology: Myers Briggs Team
Building. Retrieved on September 4, 2015 from http://www.teamtechnology.co.uk/leadershp/management/overview
Robbins, S. (2015). The difference between managing and leading. Entrepreneur: Entrepreneur
Media, Inc. Retrieved on September 4, 2015 from http://www.entrepreneur.com/article/57304
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
The passive style is described as management by exception where employees do not receive notice for their positive contributions to the organization, but instead are paid attention by their manager only when an error or problem arises. Punishment or disciplinary action is often the medium used in this approach. Active transactional leadership uses contingent rewards. With this approach, employees are praised for their performance and may be eligible for
The main fundamentals behind this growth strategy were favorably exploited by Symantec's CEOs in the recent years. For example, answering the question 'Why is Symantec's strategy to become a full service security company while others in the market are just focusing on single areas for future development, such as antivirus?' Of a journalist, Symantec's chairman and CEO John W. Thompson, answered: 'Look at some of the market leaders from a
Chapter One�IntroductionOverviewThis chapter provides an overview of the research problem and presents the research questions and objectives. It also discusses the significance of the study and provides a brief description of the methodology that will be used. Finally, it provides research questions that will guide this study as well as definitions that will help to clarify terms.BackgroundEthical leadership is a critical topic in today�s organizations, given the increasing complexity of
Management and Leadership Impact of management and leadership The aspect of management and leadership are very crucial in the success of any organization as long as they are practiced in the right manner and leadership as well as management tenets are put into proper use. These two principles cannot do without each other and they have a kind of symbiotic relationship where one cannot efficiently operate without the presence or influence of
leadership has been in existence since ancient times with various contributions on this phenomena having been cumulative. Regardless of these cumulative contributions, there are still more significant concerns and deficiencies in the existing knowledge on leadership. Examples of these deficiencies is that many studies have ignored the type of organization and culture with which leaders function, services provided by the leader's organization, and the relationships between leaders and their