The Difference Between Management and Leadership

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Topics: Management
The Difference Between Management And Leadership

Leadership and management are two notions that are often used interchangeably. However, these words actually describe two different concepts. In this section, we shall discuss these differences and explain why both terms are thought to be similar.
Leadership is a facet of management
Differences In Perspectives
Subordinate As A Leader
Loyalty
The Leader Is Followed. The Manager Rules
Management Knows How It Works
Conclusion
References

Leadership is a facet of management

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 maximise the output of the organisation through administrative implementation. To achieve this, managers must undertake the following functions:

* organisation * planning * staffing * directing * controlling

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." [1]

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.
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Differences In Perspectives

Managers think incrementally, whilst leaders think radically. "Managers do things right, while leaders do the right thing." [2]. 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" [3]. This quotation



References: [1] Daniel. F. Predpall, ‘Developing Quality Improvement Processes In Consulting Engineering Firms’, Journal of Management in Engineering, pp 30-31, May-June 1994 [2] Richard Pascale, ‘ Managing on the Edge’, Penguin Book, pp 65, 1990 [3] John Fenton, ‘ 101 Ways to Boost Your Business Performance’, Mandarin Business, pp 113, 1990 [4] John Fenton, ‘ 101 Ways to Boost Your Business Performance’, Mandarin Business, pp 113, 1990 [5] Daniel. F. Predpall, ‘Developing Quality Improvement Processes In Consulting Engineering Firms’, Journal of Management in Engineering, pp 30-31, May-June 1994 [6] John Fenton, ‘ 101 Ways to Boost Your Business Performance’, Mandarin Business, pp 114, 1990 [7] John Fenton, ‘101 Ways to Boost Your Business Performance’, Mandarin Business, pp 113, 1990

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