Differences Between Leadership and Management

Length: 6 Pages 1393 Words

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 Continue...

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They should be able to create a coherence and integration at getting large numbers of people in the organization involved in the transformation process. A leader will rarely be good enough at the managerial skills required for advancement within the system. Providing a clear statement about the purpose of the organization can inspire workers and lead to greater commitment. For example, when there is a realization that old ways of operating are no longer going to work, a good leader 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 show exuberance and boundless energy that is often the key for creating an effective organizational culture. Organization with unhealthy culture are afraid of change and risk taking, therefore, they stick their old ways of doing things even if they no longer produce the results. Second recommendation: Organization with unhealthy culture does not always perform well because poor culture is always inhibiting for good performance, as an unhealthy cultures hinders the organizational growth and its ability to adapt to change. They, therefore, focus on the development of mindsets and practices that are appropriate for the nature and complexity of the problem. Leaders foster a culture that features simplicity, senses of urgency, and action. Therefore, one of the foremost roles of the leaders becomes that they carefully consider the ways to make an organizational culture that is conducive to growth and learning. Second, leaders try to understand the need of collaborative culture. On the other hand, management is detail oriented that often looks for stability, quick results and conventions in the organization. They pay special attention to people outside the 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 change in the organization so that it can deal with the environmental complexity and dynamics. The leaders should not only cultivate an attitude of success in these organizations but also they need to change the attitudes of the people from negativity (Whitley, 1990).


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