Differences Between Leadership and Management
The differences between Management and Leaders are oftendifficult to discern. People often possess both leadership and managementtraits, as many people in everyday circumstances use management skills,leadership skills, and a combination of both. However, there are subtledifferences through which we can differentiate between management andleadership. At the same time, however, not all good managers arenecessarily good leaders and not all good leaders are good managers. Thequalities, skill sets and personalities that make a good leaders are oftenlittle different for a manager. For example, leader should be able to leadpeople, while managers must be detail oriented so that they can make goodbusiness decisions. Similarly, leaders focus on big picture and look forpeople, while management looks for detail and the profitability of the In American company, one of the reasons that the organizationshire people with management skills rather than the leadership skills isthat management role in the organization can easily be viewed through ananalysis of the income statement, and profit/loss sheets (Berry, Zeithaml,and Parasuraman, 1985). The reward of
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). Finally, leaders use a coaching management style that showsthe people how to be effective and responsive in the organization (Davidowand Uttal, 1989). 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. Or, while leadership lead the peoplein the organization, the management manages financial ratios, inventory,process flow, cash, and information systems in the organization (Davidowand Uttal, 1989). The leaders should develop a plan to create themotivation to change the existing culture among dominant coalitions andcommunicate the plan on an ongoing basis. Some researchers oftensuggest that the leader must be a change champion who can introducepositive reinforcement. In creating changes the leaders should make important thatpeople are led rather than controlled; they are coached than ordered; theyare rewarded for the good work rather than replaced with "yes" mentality. However, history has proven that in timesof crisis, it is the leadership skill that takes the command of thesituation. Aleader will rarely be good enough at the managerial skills required foradvancement within the system. 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. On the other hand,management is detail oriented that often looks for stability, quick resultsand conventions in the organization. The most progressive and successful companies aremanaging leaders by making them sensitive to the context- and company-sensitive. Agood vision provides both a strategic and a motivational focus. They, therefore, focus on the development of mindsets and practicesthat are appropriate for the nature and complexity of the problem. 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.
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