Management and Leadership Essay

AbstractThis paper describes the unlikeness amongst lead and instruction, noticeed by an examination of the role responsibility of attracters in creating and maintaining a hale nerveal culture. It explains that a drawing card is someone who elicit adjure a compelling invitation for other(a)s to take action, while managers manage and accomplish fake through others. Todays attracter needs a the great unwashed of characteristics but nigh pregnant is the ability to develop a deal and to articulate it. This paper critically examines and articulates key conceptual and practical differences between attractership and management through an analysis of the differences in the form, mould and figure out processes which underpin these complementary organizational roles. It attempts to show that while management involves a key responsibility for lead, legal management also needs to take on the skillful application of other power bases which underpin the wider influencing tac tics of effective lead.Management and leadershiphipTodays organizations become to a greater extent complex, more(prenominal) ambiguous, and more unpredictable. So how should managers and leaders respond to these challenges?Along with the world is ever- changing constantly, everything has been changing, like the Internet and information revolution, globalization of economies, demographics and ageing population, decrease in new born babiesetc. Changing is the trend of development of society. all(prenominal) kinds of environment such as investing, marketing, financing and operating environment has been changing for organizations.Leadership and management are two notions that are often utilize interchangeably. However, these words actually describe two variant concepts. Leadership is a facet of management and is just one of the m whatsoever assets a productive manager must possess. Care must be taken in distinguishing these two concepts. The main aim of a manager is to maximizet he out retch of the organization through administrative implementation. To achieve this, managers must undertake the undermentioned functions Organizing, planning, leading and controlling.A manager cannot just be a leader he also needs formal self-assurance to be effective. For any quality initiative to take hold, senior management must be involved and act as a role model. This involvement cannot be delegated. In some circumstances, leadership is not craved. For example, self-motivated groups whitethorn not require a single leader and may find leaders dominating. The gravel that a leader is not always required proves that leadership can be just an asset and is not essential for certain groups or organizations.Managers think incrementally, whilst leaders think radically. Managers do things right, while leaders do the right thing (Ikeda, 2003). This means that managers do things by the book and follow association policy, while leaders follow their own intuition, which may in tu rn be of more benefit to the company. A leader is more emotional than a manager. Men or women are governed by their emotions quite a than their intelligence. Leaders stand out by being different. They question guess and are suspicious of tradition. They seek out the truth and make decisions ground on fact, not prejudice. They have a preference for innovation.Often with minuscule groups, it is not the manager who emerges as the leader. In many cases it is a keep down member with specific talents who leads the group in a certain direction. Leaders must let vision, strategies, goals, and values be the vanquish guide-post for action and demeanour rather than attempting to control others. When a natural leader emerges in a group containing a manager, conflict may arise if they have different views. When a manager sees the group looking towards someone else for leadership he may feel his authority is being questioned.Groups are often more loyal to a leader than a manager. This tru th is created by the leader taking responsibility in areas such as Taking the belt when things go wrong, celebrating group achievements, even minor ones,giving credit where it is due.The leader must take a point of highlighting the successes at heart a team, using charts or graphs, with little presentations and fun ideas. Leaders are attentive and sensitive mountain. They know their team and develop mutual confidence within it.The leader is followed, the manager rules (The University of Edinburgh, 1997).A leader is someone who deal naturally follow through their own choice, whereas a manager must be obeyed. A manager may only have obtained his position of authority through time and loyalty given to the company, not as a result of his leadership qualities. A leader may have no organizational skills, but his vision unites people behind him.Management ordinarily consists of people who are experienced in their field, and who have worked their way up the company. A manager knows h ow each layer of the system works and may also possess a good technical knowledge. A leader can be a new arrival to a company who has bold, fresh, new ideas but might not have experience or wisdom.Leading, often confused with managing, is the process of creating a vision and motivating people to achieve certain goals. On the other hand, managing is the process of organizing, planning, controlling, and leading hence, leadership is a characteristic of managing but managing is not necessarily a function of leading. Often employees prefer employers to express roles of leading over those of managing. If given the choice, most people would rather follow a leader than managed by a manager. To manage is to control and manipulate. To lead is to guide, function and persuade. In todays business world, both management and leadership skills are vital, but its important to use them in the proper manner things are managed and people are led (Iscoe, n.d.).For employers to be successful it is impe rative that they distinguish thedifference between managing and leading and are able to express all functions of management (leading included), for if they do not profit maximization is hindered and failure inevitable.For leaders to influence others to become interested in their vision often they need to put some attention toward creating a wellnessy organizational culture. This is important because when an employee feels well-provided in their work environment it is more likely that they develop loyalty and interest for their employer. Unfortunately, due to costs and lack of regulating standards for creating a healthy organization culture many employers express unwillingness and look towards other creative means to improve employees health. So many companies find it easier to correct to fix the employee than the organization. Focus on employees unhealthy behaviors poor diets, smoking, lack of exercise. get on self-management of health. Thats todays typical control strategy, but it does zero point to address the deeper organizational ills (Johnson, 2001).Another creative way to maintain a healthy organization culture is to offer, at the employees expense, authorized absence seizure (leave). This has been a common occurrence from those that I know who are in the Navy. Employers will allow an employee to take, at their own expense, additional time as needed off when stress levels are high. I believe that employers do this in attempts to avoid morale drop that could arise out of employees having health problems (some relating to stress). As far as leaders and managers having to be responsible for creating a compulsive work environment, it is by their own choice and in their best interest. They must make the cost-benefit analysis to decide if expenses are worth an join on in constitution of employees. Unless employers are literally doing something immoral to employees, a positive atmosphere can often be overlooked.In conclusion, leadership is an important f unction of management and is essential if one wishes to be triumphant. For my captain his leadership was enthralling to anyone that he met, making him and his crew more interested in furthering his career in the military. Creating pride in employees job and using your position as a leader or a manager to outdo organizationalgoals and influence employees to work towards positive goals either for themselves or the organization is my vision of healthy organizational culture.ReferencesUniversity of Edinburgh (1997). The Difference Between Management And Leadership.Retrieved April 30, 2005 fromhttp//www.see.ed.ac.uk/gerard/MENG/ME96/Documents/ initiation/leader.htmlIkeda J. (2003) Addressing the Leadership Crises Clarifying Leaders Responsibilities.Retrieved April 30, 2005 from http//www.linkageinc.com/company/news_events/link_learn_enewsletter/archive/2003/11_03_leadership_ikeda.aspxIscoe, S. (2004) Link to succeeder Management Versus Leadership. Retrieved April 30,2005 from http//lin ktosuccess.com/success-articles/management.htmlJohnson, D. (2001). Creating a healthy workplace for todays stressed-out employees.Retrieved April 30, 2005 fromhttp//www.ishn.com/CDA/ArticleInformation/coverstory/BNPCoverStoryItem/0,2164,62212,00.html