The differences between management and leadership

differences between management and leadership

Content

Introduction

1. Leadership and historical approach

1.1 Leadership and emotions

1.2 Developing Leadership skills

2. Management and leadership

2.1 Differences between management and leadership

2.2 Common points

Conclusion

List of used literature

Introduction

Management in all business areas and human organization activity is the act of getting people together to accomplish desired goals and objectives. Management comprises planning <#"justify">manager leadership difference leader

1. Leadership and historical approach

Sanskrit <#"center">1.1 Leadership and emotions

Leadership can be perceived as a particularly emotion-laden process, with emotions entwined with the social influence process <#"center">1.2 Developing Leadership skills

It is never too early to start developing leadership skills. As someone new in the workplace, you may aspire to become the leader of your organization some day. Some people believe leaders are born and not made <#"center">2. Management and leadership

There is a big difference between management and leadership. In my opinion management is a very huge term; covering many aspects, while leadership may be considered as a part of management. Management refers to the art of directing, controlling, and supervising a group of people or employees with the help of many management tools, which can also include leadership, while leadership can be said as the process of leading a group of certain people. (4)can be properly defined as "the art of managing people and the person is called manger who utilizes human resource, finances, technology, and natural resources to get certain results in the favor of the organization. Leadership is a part of management and it is the inborn capability of the individual which makes him a successful leader. It is very necessary for a leader that his subordinates should be purely his followers, otherwise the leader might not be considered as a good leader.scholars have agreed on this theory that management process includes leading the management, organizing the complete management, planning how to handle the management, controlling all the factors and besides these all the problems faced is a part of management. So in my opinion the difference between management and leadership exist because of the vastness in terminologies. Management is a vast term which covers the term leadership and thus making it a part of management.fact a person who wants to be a real manager has to pass through three levels to achieve its aim. While both managers and leaders play important organizational roles, only a real manager can not only to inspire his team, but to achieve high results.people are first appointed to the manager role, they tend to behave like overseers and become task focused. We can call this Level 1. They are just trying to figure it all out. "What are we trying to do here? How do we get it done?" They are basically focused on the work and achieving on-time and on-budget delivery.leaders understand what it takes to be successful in the work, they then begin to realize that they can be more effective if their people are more effective. When that happens, they make the leap to Level 2. They go from being an overseer to a coach, from being task-focused to people-focused.2 leaders direct their energies toward understanding their people's skills, maximizing their strengths and minimizing their weaknesses. Level 2 leaders focus on communicating the overall picture of what they are trying to accomplish. They delegate, they groom, and they spend a lot of time ensuring that everyone is clear about the goals. They understand that to be successful, their people have to understand the leader's objectives and the key principles for decision-making.your people do not understand your principles of operation, they will make decisions based on their own principles - which may or may not match yours!you are in the presence of a Level 2 leader, you know it because the difference is like night and day. Level 1 leaders talk about the tasks, the deliverables and the factors related to accomplishing them. Level 2 leaders, however, tend to be focused on people. They realize that they can be more successful if their people are more successful.while the difference between Level 1 and Level 2 leaders is significant, the difference between Level 2 and Level 3 leaders is even more so. While Level 1 leaders focus on task, and Level 2 leaders focus on people, Level 3 leaders focus on the future. They are constantly forward focused. We call Level 3 the visionary level.3 leaders want to know how decisions today will impact the future. They consistently ask themselves, "Where is the business going? How do we align our efforts with the business objectives? What do our customers want? What is coming down the pike that we need to be preparing for today? What do we need to be doing today to better prepare our business for the future?", the three levels are not positions in an organization. They are levels of development for a leader. Tragically, you can have the CEO of an organization operating at Level 1. You can also have someone in a position like receptionist acting at Level 3. For example, while a Level 1 receptionist is just trying to get all the phone calls answered while greeting people who walk through the door, a Level 3 receptionist would be constantly looking for ways to improve how the phone and greeting processes could better support the business. To move from Level 1 to Level 2, you have to understand what it takes to be successful in the job. You don't have to know how to do the job, just what it takes to be successful so you can recruit, coach, groom and evaluate others. Until you are clear on what it takes to be successful, we recommend focusing your energies on Level 1 activities.2 is called coach. Therefore to have the luxury of focusing your energies on Level 3, you have to have people in place who know what it takes to be successful and who can coach other people. If you do not have people who can coach others, you will be kept at Level 2 because you will be the one coaching. To move from Level 2 to Level 3, you have to have people who know what they are doing, but those people must also know how to develop other people.Level 3 model is intended to encourage striving for a higher vision for leadership. However if we only reward people who get things done on time and under budget, our leaders will be encouraged to focus on Level 1. We must have rewards and incentives for building leadership skills in others, anticipating customer needs, and creating and implementing higher visions.

2.1 Differences between management and leadership

Leading should not be considered the same as managing. Business leaders who do not understand the difference between the functions/roles of leading and managing are quite likely to misinterpret how they should carry out their duties to meet organizational goals. While some managers are high-quality leaders, others only manage resources and don't lead their subordinates. Leadership is one of the four primary activities that are used to influence others. As such, it is a subcategory of the management concept that focuses mainly on behavioral issues and opportunities. Managing is more comprehensive than leading. It involves dealing with resource issues as well as behavioral factors. Generally speaking, not all managers are necessarily leaders, yet the most effective managers, over the long term, are leaders.of the most significant differences between managers and leaders is how they exercise control. In the past, managers have exercised their authority through three sources:title - A managers job title has traditionally been the most critical source of power and respect in organizations. However, things are changing. More and more organizations are removing entire job levels and moving towards a flat hierarchical structure. The trend of switching to flat hierarchical structures in an attempt to create equality among employees has helped in breaking the boss" and the worker" barriers.expertise - Managers can no longer claim to have the best experience in a certain area. Employees at all levels have access to countless educational choices, state of the art technology, online research on any given topic, and job opportunities that allow them to quickly get the required experience to excel at their job. And, while experience does improve ones ability to make good decisions, past experience alone needs to be used with caution, particularly in todays unprecedented economic and social environment.to confidential information. In the past managers could control and restrict the information flow, using it to their advantage. But, technological advances have changed information accessibility and usage.

With changes in how organizational hierarchies, expertise, and information are viewed by employees, the real control has to come through the way leadership <#"justify">1.They follow because they want to, not because they have to.

2.They are inspired and motivated by the leader.

.They respect the leader for who they are, not for their job title.

Finally, leaders <#"justify">·While a manager supervises people, a leader inspires people.

·While a manager solves problems, a leader eliminates problems.

·While a manager responds to client needs, a leader anticipates client needs.

·While a manager implements vision, a leader creates vision.

·While a manager is reactive, a leader is proactive.

·While a manager tends to focus on today, a leader focuses on tomorrow.

·While a manager communicates policy to people, a leader engages people in policy creation.

While a manager ensures people are doing the job right, a leader ensures people are doing the right job., managers do not become leaders overnight. Through our work with organizations of a variety of sizes and in a variety of industries, we have found that leaders develop through three distinct phases.it is important to recognize the differences between leadership and management, it is also important to appreciate that the two have complementary strengths, as well.

ManagementLeadershipprocessPeopleFactsFeelingsIntellectualEmotionalHeadHeartPosition powerPersuasion powerControlCommitmentProblem solvingPossibility ReactiveProactiveDoing things rightDoing the right thingsRulesValues GoalsVisionLight a fire under peopleStoke to fire within peopleWritten communicationVerbal communicationStandartizationInnovation

2.2 Common points

Managers encounter a variety of leadership situations during the course of their daily activities, each of which may require them to use leadership styles that vary considerably, depending on the situation. In using the contingency model, factors of major concern are leader-member relations, task structure, and the position power of the leader. The leader has to analyze these factors to determine the most appropriate style of response for meeting overall work-unit and organizational goals. Leader-member relations refer to the ongoing degree to which subordinates accept an individual leader or group of leaders. Task structure refers to the degree to which tasks are clearly or poorly defined. Position power is the extent to which a leader or group of leaders has control over the work process, rewards, and punishment.

Taking these factors into consideration, leaders can adjust their style to best match the context of their decision making and leadership. For those leaders who have a breadth of leadership styles, knowing when to change styles gives them the tools to successfully deal with the varying nature of business decision making. For those leaders who have a limited repertoire of leadership styles, they and their superiors can use this information to better match work situations with the styles that a specific leader possesses. (5)

Conclusion

Over the years the philosophical terminology of "management" and "leadership" have, in the organisational context, been used both as synonyms and with clearly differentiated meanings. Debate is fairly common about whether the use of these terms should be restricted, and generally reflects an awareness of the distinction made by Burns (1978) between "transactional" leadership (characterised by eg emphasis on procedures, contingent reward, management by exception) and "transformational" leadership (characterised by eg charisma, personal relationships, creativity).is the process of guiding the behavior of others toward an organization's goals. Guiding, in this context, means causing individuals to behave in a particular manner or to follow a specific set of instructions. Ideally, the behavior exhibited is perfectly aligned with such factors as organizational goals, culture, policies, procedures, and job specifications. The main goal of leadership is to get things done through other people, making it one of the main activities that can enhance the management system. It is accomplished to a great degree through the use of effective communication. Because leadership is a prerequisite for business success, to be a successful business manager one must have a solid understanding of what leadership includes, the existence of management is impossible without leadership. Both management and leadership are needed to make teams and organizations successful. Trying to decide which is more important, is like trying to decide whether the right or left wing is more important to an airplane's flight.

List of used literature

1. #"justify">. George J.M. 2000. Emotions and leadership: The role of emotional intelligence, Human Relations 53 (2000), pp.1027-1055þ

. http://www.career-success-for-newbies.com/developing-leadership-skills.html

4. http://leadershipstrategies. typepad.com/blog/ <http://leadershipstrategies.typepad.com/blog/>

. <http://www.jimclemmer.com/content/view/584/9/>

. Zaccaro, S.J., Gulick, L.M. V. & Khare, V.P. (2008). Personality and leadership. In C.J. Hoyt, G.R. Goethals & D.R. Forsyth (Eds.), Leadership at the crossroads (Vol 1) (pp.13-29). Westport, CT: Praeger.

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