Read Case Studies 2.1, 2.2, 2.3, and 2.4 from the back of Chapter 2. Answer the questions at the end of each case study. Upload your answers to Canvas, using MS Word format. Due in 9 hours 2.1 2.2 2.3 2.4 Post #1 Lessons in school have led many people to believe that leaders and managers are separate individuals. This could not be farther from the truth. Lessons like these have culminated in managers without leadership skills and leaders without managerial skills. A manager without leadership skills will have very little influence among employees, and will fail to build the trust needed to be effective. On the other hand, leaders lacking managerial skills will see the big picture and have a vision of the end-goal, yet they will lack the knowledge on how to achieve it. Leaders must learn to become managers, and the same is true that managers must learn to become leaders. This will allow the individual to become well-rounded and more effective. Northouse writes, “Although there are clear differences between management and leadership, the two constructs overlap. When managers are involved in influencing a group to meet its goals, they are involved in leadership. When leaders are involved in planning, organizing, staffing, and controlling, they are involved in management” (Northouse, 2016, p. 15). This example shows the need to be adaptive and possess traits from both sides of the spectrum. Serving in the Navy, has shown me both sides of the spectrum. I have had the pleasure of working with some of the best and worst leaders. I typically find those who possess both traits to be the most effective. Post #2 “Leadership and management are different concepts that overlap” (Northouse, 2016, p.17). According to Peter Northhouse, managers typically focus on planning, organizing, staffing and controlling and leadership emphasizes the influence process (Northouse, 2016). Having said that, I believe that it is possible to be an effective leader and manager, but it does take time, practice and skill. Leading is not for everyone, and the same applies to management. However, because they overlap, I feel it is important for managers to learn leadership skills so they can be more effective in creating positivity in the work place, which increases morale and decreases turnover rates among employees. A leader is one who influences the behavior and work of others in group efforts towards achievement of specified goals in a given situation. In my perspective, leadership and good management are two different skills and an organization needs both. Leaders don’t believe in “status quo” and know that change is the only constant in life. What sets them apart is the courage and self-confidence with which they embrace change. Leaders actually make changes happen and drive them in the direction they believe is best for organization (or mankind at large). A leader’s vision typically starts from the other end, i.e. industry or society in general. ...

1. Read Case Studies 2.1, 2.2, 2.3, and 2.4 from the back of
Chapter 2. Answer the questions at the end of each case study.
Upload your answers to Canvas, using MS Word format. Due in
9 hours
2.1
2.2
2.3
2.4
Post #1
Lessons in school have led many people to believe that leaders
and managers are separate individuals. This could not be farther
from the truth. Lessons like these have culminated in managers
without leadership skills and leaders without managerial skills.
A manager without leadership skills will have very little
influence among employees, and will fail to build the trust
needed to be effective. On the other hand, leaders lacking
managerial skills will see the big picture and have a vision of
the end-goal, yet they will lack the knowledge on how to
achieve it. Leaders must learn to become managers, and the
same is true that managers must learn to become leaders. This
will allow the individual to become well-rounded and more
effective.
Northouse writes, “Although there are clear differences
between management and leadership, the two constructs
overlap. When managers are involved in influencing a group to
meet its goals, they are involved in leadership. When leaders

2. are involved in planning, organizing, staffing, and controlling,
they are involved in management” (Northouse, 2016, p. 15).
This example shows the need to be adaptive and possess traits
from both sides of the spectrum.
Serving in the Navy, has shown me both sides of the
spectrum. I have had the pleasure of working with some of the
best and worst leaders. I typically find those who possess both
traits to be the most effective.
Post #2
“Leadership and management are different concepts that
overlap” (Northouse, 2016, p.17). According to Peter
Northhouse, managers typically focus on planning, organizing,
staffing and controlling and leadership emphasizes the influence
process (Northouse, 2016).
Having said that, I believe that it is possible to be an effective
leader and manager, but it does take time, practice and skill.
Leading is not for everyone, and the same applies to
management. However, because they overlap, I feel it is
important for managers to learn leadership skills so they can be
more effective in creating positivity in the work place, which
increases morale and decreases turnover rates among
employees.
A leader is one who influences the behavior and work of others
in group efforts towards achievement of specified goals in a
given situation. In my perspective, leadership and good
management are two different skills and an organization needs
both. Leaders don’t believe in “status quo” and know that
change is the only constant in life. What sets them apart is the
courage and self-confidence with which they embrace change.
Leaders actually make changes happen and drive them in the
direction they believe is best for organization (or mankind at
large).
A leader’s vision typically starts from the other end, i.e.
industry or society in general. A leader wants to see the desired
change at a much larger level and his only goal is to make that

3. change happen. When I served in the Air Force, and achieved
rank as a non-commissioned officer, I automatically assumed a
leadership role. Through professional military education and
every day experience supervising my subordinates, I learned the
skills and traits I needed to become an effective leader.
Everyone has their own leadership style, and I had to learn what
worked best for me, which took time.
“Effective leaders take a personal interest in the long term
development of their employees” (Zaleznik, 2004). I believe
this to be true, especially since leaders are responsible for the
training development of their employees, and more.
Good management is much more about taking the defined goals
and partitioning them into detailed plans. An organization that
wants to stay competitive and relevant in the long run needs
both leaders and good managers to complement each other. In
the Air Force, our officers fulfilled managerial roles, while our
non-commissioned officers fulfilled both leadership and
managerial roles. At times I found it challenging to sit in
managerial roles when I was accustomed to leadership roles. It
took time to find that balance between leadership and
management that worked well for my team. The officers were
in charge of running the organization and providing detailed
plans of what needed to be done, in regard to specific tasks and
order, just as anyone who would who fulfills managerial roles.
According to John Kotter, “leadership is different from
management and both are necessary for success in the work
place” (Kotter 2001, p.85). The Air Force made me realize how
important effective leadership and management are to any
organization.
References:
•Northouse, P. G. (2016). Leadership: Theory and practice
(7th ed.). Thousand Oaks, CA: Sage Publications.
•Kotter, J. P. (2001). What leaders really do. Harvard Business
Review, 79(11), 85-96.
•

4. •Zaleznik, A. (2004). Managers and leaders: Are they
different? Harvard Business Review, 82(1), 74-81
Post #3
I agree that it is possible to be an effective leader and manager.
After reading the articles, I don’t think becoming an effective
leader and manager is easy to do but it can be done. I agree
with what is being stated in the article, that we first need to
understand and clarify the difference between a leader and
manager before we assume the manager/leader position.
According to Kotter (2001), companies are looking to fill the
executive jobs with people who can manage and lead; that
companies "rightly ignore" literature that states people cannot
manage and lead at the same time. Kotter states that "Once
companies understand the fundamental difference between
leadership and management, they can begin to groom their top
people to provide both" (Kotter, 2001, p. 86).
Kelley (1988), states that leaders are different kinds of people
who differ from motivation, personal history, and how they
think and act. Kelley also states that the difference between a
leader and manager is the person’s personality. “Leaders work
in the opposite direction. Where managers act to limit choices,
leaders develop fresh approaches to long-standing problems and
open issues to new options. To be effective, leaders must
protect their ideas onto images that excite people and only
develop choices that give those images substance” (Kelly, 1988,
p. 77). After reading Kelley’s article to become both a manager
and leader, you have to the type of personality that can function
as a manager then change when you need to lead. This kind of
reminds me of the transformational leadership style.
A perfect example of someone whom I admire and who I feel
does an excellent job in managing and leading is my
Commander in my Air Force Reserve squadron. As I observe
him, he is able to manage the different programs that goes on in
his squadron and at the same time he is a leader by ensuring that
we all see his vision and he continually motivates us by

5. recognition and he is transparent with information. My
Commander is able to do both functions because he knows how
to manage and also understands the importance to lead his
people. I don’t think that being able to manage and lead is an
easy task and not everyone has this capability, however it could
be done. I strive to be like my Commander, I would like to
manage and lead effectively, however I am having a difficult
time with the management part. I am always falling behind in
effectively managing the programs and process in my unit. I
feel I don’t have enough time in the day to work on the
programs and processes, however I am able to motivate and
explain my vision to my unit so that they buy in and want to do
the work. Being in the position that I am in, I understand how
much easier it is to have a manager to manage the processes and
the leader to guide and motivate the people to do the job.
Kotter, J.P. (2001). What leaders really do. Harvard Business
Review, 79(11), 85-96.
Kelley, R.E. (1988). In praise of followers. Harvard Business
Review, 66(6), 142-148.