Leadership and Management are two notions that are often used interchangeably. However, these words actually describe two different concepts. For this paper, I am going to try to discuss these differences and explain why both terms are thought to be similar. Leadership is just one of the many assets a successful manager must possess. Care must be taken in distinguishing between the two concepts. The main aim of a manager is to maximize the output of the organization through administrative implementation. To achieve this, managers must undertake the following functions: ·
Leadership is just one important component of the directing function. A manager cannot just be a leader, he also needs formal authority 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"(Predpall, 30).
In some circumstances, leadership is not required. For example, self-motivated groups may not require a single leader and may find leaders dominating. The fact that a leader is not always required proves that leadership is just an asset and is not essential.
Managers think incrementally, while leaders think radically. "Managers do things right, while leaders do the right thing" (Pascale, 65). This means that managers do things by the book and follow company policy, while leaders follow their own intuition, which may in turn be of more benefit to the company. A leader is more emotional than a manager. "Men are governed by their emotions rather than their intelligence" (Fenton, 113). This quote illustrates why teams choose to follow leaders.
"Leaders stand out by being different. They question assumption and are suspicious of tradition. They seek out the truth and make decisions based on fact, not prejudice. They have a preference for innovation" (Fenton, 113).
Often with small groups, it is not the...
References: 1. Fenton, John. "101 Ways to Boost Your Business Performance". Mandarin Business. Pg 113-114, 1990.
2. Pascale, Richard. "Managing on the Edge". Penguin Book. Pg 65, 1990.
3. Predpall, Daniel. "Developing Quality Improvement Processes In Consulting Engineering Firms". Journal of Management in Engineering. Pg 30-31, May-June 1994.
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