Leadership Problem

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Some people use the terms "management" and "leadership" interchangeably. This shows that they don't see the crucial difference between the two and the vital functions that each role plays. This also a mistake. Another people use the term "leadership" to refer to the people at the very top of hierarchies. They then call the people in the layers below them in the organization "management. This is also a mistake and very misleading. People often think of "leadership" in terms of personality characteristics, since few people have great charisma, this leads logically to the conclusion that few people can provide leadership, which gets us into increasing trouble. Management is a set of well-known processes, like planning, budgeting, structuring jobs, staffing jobs, measuring performance and problem-solving, which help an organization to predictably do what it knows how to do well. Management helps you to produce products and services as you have promised, of consistent quality, on budget. So, management is crucial — but it's not leadership. Leadership is entirely different. It is associated with taking an organization into the future, finding opportunities that are coming at it faster and faster and successfully exploiting those opportunities. Leadership is about vision, about people buying in, about empowerment and, most of all, about producing useful change. Leadership is not about attributes, it's about behavior. Leadership is increasingly needed from more and more people, no matter where they are in a hierarchy. Some people still argue that we must replace management with leadership. This is obviously not so: they serve different, yet essential, functions. We need superb management. And we need more superb leadership. We need to be able to make our complex organizations reliable and efficient. We need them to jump into the future — the right future .
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