Leadership And Management


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The difference between Leadership and Management.

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  • Unfortunately, this presentation falls into the all to common trap of disparaging 'Management' as merely some sort of antithesis to 'Leadership'. Management is a complement, not a contrast to Leadership. I very much a disapprove of bigging Leadership up by putting Management down.

    I do concur that there is an important distinction between the two terms. I personally espouse the notion that 'Leaders optimise upside; Managers minimise downside.' My blog - http://brucelynnblog.spaces.live.com - has been exploring this distinction for years now.
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Leadership And Management

  1. 1. Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills. <br />Management in all business and human organization activity is simply the act of getting people together to accomplish desired goals and objectives. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.<br />What is the difference between management and leadership? It is a question that has been asked more than once and also answered in different ways. The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do.<br />Many people, by the way, are both. They have management jobs, but they realize that you cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too.<br />Managers have subordinates<br />By definition, managers have subordinates - unless their title is honorary and given as a mark of seniority, in which case the title is a misnomer and their power over others is other than formal authority. <br />Authoritarian, transactional style<br />Managers have a position of authority vested in them by the company, and their subordinates work for them and largely do as they are told. Management style is transactional, in that the manager tells the subordinate what to do, and the subordinate does this not because they are a blind robot, but because they have been promised a reward (at minimum their salary) for doing so.<br />Work focus<br />Managers are paid to get things done (they are subordinates too), often within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates.<br />Seek comfort<br />An interesting research finding about managers is that they tend to come from stable home backgrounds and led relatively normal and comfortable lives. This leads them to be relatively risk-averse and they will seek to avoid conflict where possible. In terms of people, they generally like to run a 'happy ship'.<br />Leaders have followers<br />Leaders do not have subordinates - at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers. But when they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and following is always a voluntary activity.<br />Charismatic, transformational style<br />Telling people what to do does not inspire them to follow you. You have to appeal to them, showing how following them will lead to their hearts' desire. They must want to follow you enough to stop what they are doing and perhaps walk into danger and situations that they would not normally consider risking. <br />Leaders with a stronger charisma find it easier to attract people to their cause. As a part of their persuasion they typically promise transformational benefits, such that their followers will not just receive extrinsic rewards but will somehow become better people.<br />People focus<br />Although many leaders have a charismatic style to some extent, this does not require a loud personality. They are always good with people, and quiet styles that give credit to others (and takes blame on themselves) are very effective at creating the loyalty that great leaders engender.<br />Although leaders are good with people, this does not mean they are friendly with them. In order to keep the mystique of leadership, they often retain a degree of separation and aloofness.<br />This does not mean that leaders do not pay attention to tasks - in fact they are often very achievement-focused. What they do realize, however, is the importance of enthusing others to work towards their vision.<br />In summary<br />This table summarizes the above (and more) and gives a sense of the differences between being a leader and being a manager. This is, of course, an illustrative characterization, and there is a whole spectrum between either ends of these scales along which each role can range. And many people lead and manage at the same time, and so may display a combination of behaviors.<br /> <br />SubjectLeaderManagerEssenceChangeStabilityFocusLeading peopleManaging workHaveFollowersSubordinatesHorizonLong-termShort-termSeeksVisionObjectivesApproachSets direction Plans detailDecisionFacilitatesMakesPowerPersonal charismaFormal authorityAppeal toHeartHeadEnergyPassionControlDynamicProactiveReactivePersuasionSellTellStyleTransformationalTransactionalExchangeExcitement for workMoney for workLikesStrivingActionWantsAchievementResultsRiskTakesMinimizesRulesBreaksMakesConflictUsesAvoidsDirectionNew roadsExisting roadsTruthSeeksEstablishesConcernWhat is rightBeing rightCreditGivesTakesBlameTakesBlames<br />Categories of Leadership<br />Entrepreneurial leaders screen incoming information to separate the useful from the useless. However, successful entrepreneurs and business leaders screen incoming information to constantly seek new growth opportunities. They act like gold miners who must shift through tons of dirt to find those a few precious golden nuggets.<br />The Political leader is an advocate, whose leadership style is coalition and building. While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation. Political leaders clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders, use persuasion first, then use negotiation and coercion only if necessary.<br />The Administrative leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Administrative leaders focus on structure, strategy, environment, implementation, experimentation, and adaptation.<br />Leadership Power<br />Leadership power is the primary cause of successful outcomes, great achievements and evolutionary progress. Most people think only executives, presidents and generals possess any leadership power but the facts reveal another truth - power is held by those who know where to obtain it and how to share it with others.<br />Coercive power<br />This is the power to force someone to do something against their will. It is often physical although other threats may be used. It is the power of dictators, despots and bullies. Coercion can result in physical harm, although its principal goal is compliance. Demonstrations of harm are often used to illustrate what will happen if compliance is not gained.<br />Coercion is also the ultimate power of all governments. Although it is often seen as negative, it is also used to keep the peace. Parents coerce young children who know no better. A person holds back their friend who is about to step out in front of a car.<br />Other forms of power can also be used in coercive ways, such as when a reward or expertise is withheld or referent power is used to threaten social exclusion.<br />Reward power <br />One of the main reasons we work is for the money we need to conduct our lives. There are many more forms of reward -- in fact anything we find desirable can be a reward, from a million dollar yacht to a pat on the back. <br />Reward power is thus the ability to give other people what they want, and hence ask them to do things for you in exchange. <br />Rewards can also be used to punish, such as when they are withheld. The promise is essentially the same: do this and you will get that.<br />Legitimate power <br />Legitimate power is that which is invested in a role. Kings, policemen and managers all have legitimate power. The legitimacy may come from a higher power, often one with coercive power. Legitimate power can often thus be the acceptable face of raw power.<br />A common trap that people in such roles can fall into is to forget that people are obeying the position, not them. When they either fall from power or move onto other things, it can be a puzzling surprise that people who used to fawn at your feet no long do so.<br />Referent power <br />This is the power from another person liking you or wanting to be like you. It is the power of charisma and fame and is wielded by all celebrities (by definition) as well as more local social leaders. In wanting to be like these people, we stand near them, hoping some of the charisma will rub off onto us.<br />Those with referent power can also use it for coercion. One of the things we fear most is social exclusion, and all it takes is a word from a social leader for us to be shunned by others in the group.<br />Expert power <br />When I have knowledge and skill that someone else requires, then I have Expert power. This is a very common form of power and is the basis for a very large proportion of human collaboration, including most companies where the principle of specialization allows large and complex enterprises to be undertaken.<br />Expert power is that which is used by Trades Unions when they encourage their members to strike for better pay or working conditions. It is also the power of the specialist R&D Engineer when they threaten to leave unless they get an exorbitant pay rise or a seat by the window.<br />Leadership Styles<br />Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes. <br />LeaderYou must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader who determines if a leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed. <br />CommunicationYou lead through two-way communication. Much of it is nonverbal. For instance, when you " set the example," that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees. <br />SituationAll are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. <br />Leadership and Management<br />(Special Topics)<br />Submitted by: Isiah Jeremiah Torres August 29, 09<br /> BS-CS IT<br />Submitted to: Ms. Ubalde<br />