Foundations of Management: leadership vs. management

Topics: Management, Leadership, Peter Drucker Pages: 6 (1675 words) Published: October 7, 2013
Question 1: In one of the videos shown in lecture one, Henry Mintzberg said that ‘Leadership and Management are part and parcel of the same thing, they shouldn’t be separated’. Do you agree or disagree with this statement, if so why? Use one or more examples to support your answer. Introduction

For the past half century there has been continuous debate over leadership and management, whether they are separate areas of practice and if so, which produces a better outcome when displayed in an organizational context. Henry Mintzberg said that ‘Leadership and Management are part and parcel of the same thing, they shouldn’t be separated’. This statement implies that the practices of leadership and management are not separate, distinct or different when in fact there are over fifteen million articles, arguments and blogs which contradict this statement and affirm that instead, the practices of leadership and management are complimentary components vital to the success of an organization or team. This paper will highlight the differences and distinctions between leadership and management, discuss how they compliment each other when utilized in organizations and teams and provide an example of organizational success in todays business environment by implementation of both leadership and management. Leadership

Leadership is a practice that has been studied and developed over many centuries. A popular belief starting in the late seventeenth century and following through to the mid eighteenth century was that ‘leaders are born rather than made’ (Nahavandi, 2012, pg. 73). This was known as the Trait Era. Following the Trait Era was the Behaviour Era that believed that successful leaders could be defined by the behaviours that they exhibited. However both beliefs had shortcomings and could not comprehend the entirety of the definition of leadership. So far the Contingency Era, which is still firmly supported to the present day, has been the most comprehensive theory of leadership as it takes situational factors into consideration. Contingency theory suggests that there is no one best way to lead and that ‘personality, style, or behaviour of effective leaders depends on the requirements of the situation in which the leaders find themselves’ (Nahavandi, 2012, pg. 75). Though some theories are more popular than others, they all have one thing in common; the definition of the act of leading. There are many aspects of leadership that are considered in different definitions, but within all of them lay three common elements. They are that leadership is a group phenomenon, goal directed and action oriented, and that a leader adopts some sort of hierarchy within a group. The first element states that ‘there can be no leaders without followers’ and as such, ‘always involves interpersonal influence or persuasion’ (Nahavandi, 2012, pg. 3). The second element describes the nature of the role the leader plays in an organization using ‘influence to guide others through a certain course of action or toward the achievement of certain goals’ (Nahavandi, 2012, pg. 3). The third element explains that the hierarchy or formal position assumed by the leader can be well defined, but in some cases is more informal and flexible. All three elements can be summarized in one concise definition of leadership; "Leadership is a process whereby an individual influences a group of individuals to achieve a common goal." (Hollander, 1978, pg. 1) Management

Historically leadership is a centuries old concept whereas management has only developed in the past hundred years because the complexity of organizations has increased since the industrial revolution (Nahavandi, 2012, pg. 9). Management is sometimes confused with leadership because both practices are ultimately aimed at achieving set goals, however there is a separation between them. John Kotter defines management to be ‘the process of setting and achieving the goals of the organization through the functions...

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