Differences Between Leadership and Management

The differences between Management and Leaders are often difficult to discern. People often possess both leadership and management traits, as many people in everyday circumstances use management skills, leadership skills, and a combination of both. However, there are subtle differences through which we can differentiate between management and leadership. At the same time, however, not all good managers are necessarily good leaders and not all good leaders are good managers. The qualities, skill sets and personalities that make a good leaders are often little different for a manager. For example, leader should be able to lead people, while managers must be detail oriented so that they can make good business decisions. Similarly, leaders focus on big picture and look for people, while management looks for detail and the profitability of the company (Desatnick, 1988). In American company, one of the reasons that the organizations hire people with management skills rather than the leadership skills is that management role in the organization can easily be viewed through an analysis of the income statement, and profit/loss sheets (Berry, Zeithaml, and Parasuraman, 1985). The reward of

They should be able to create acoherence and integration at getting large numbers of people in theorganization involved in the transformation process. Aleader will rarely be good enough at the managerial skills required foradvancement within the system. Providing a clear statement about the purpose of the organization caninspire workers and lead to greater commitment. For example, when there is arealization that old ways of operating are no longer going to work, a goodleader will be able to develop a new and appealing vision of the future,and this vision will be able to provide a strategic and motivational focus. Leaders exhibit passion for their work and showexuberance and boundless energy that is often the key for creating aneffective organizational culture. Organization with unhealthyculture are afraid of change and risk taking, therefore, they stick theirold ways of doing things even if they no longer produce the results. Second recommendation: Organization with unhealthy culturedoes not always perform well because poor culture is always inhibiting forgood performance, as an unhealthy cultures hinders the organizationalgrowth and its ability to adapt to change. They, therefore, focus on the development of mindsets and practicesthat are appropriate for the nature and complexity of the problem. Leaders foster a culture that featuressimplicity, senses of urgency, and action. Therefore, one of the foremost rolesof the leaders becomes that they carefully consider the ways to make anorganizational culture that is conducive to growth and learning. Second, leaderstry to understand the need of collaborative culture. On the other hand,management is detail oriented that often looks for stability, quick resultsand conventions in the organization. They pay special attention to people outsidethe mainstream culture. They promote a culture in which people are hired,promoted, and fired independently of their color, gender, or lifestyle In all, the main role of the leaders becomes to create changein the organization so that it can deal with the environmental complexityand dynamics. The leaders should not only cultivate an attitude of success in theseorganizations but also they need to change the attitudes of the people fromnegativity (Whitley, 1990).