Leaders and Managers - Term Paper Example

Leaders and Managers Leaders and managers within an organization are responsible for its success. By understanding the similarities and the distinct differences between the two processes helps to clarify their respective roles in the organization and how the roles influence an organization’s ability to accomplish its strategic goals and objectives. The purpose of this paper is to identify some of the overlapping characteristics and provide clarity to what distinguishes leaders from managers. In conclusion the paper will present and propose evidence to support the argument that managers in their capacity within the organization can be and do perform as leaders in the organizational hierarchy as well. The Role of Leaders And Managers in Organizations The role of a manager and a leader in the organizational setting are different with respect to their function within the group. Gomez-Mejia and Balkin (2002) describes a leader as an individual “that energizes people to contribute their best individually and in cooperation with other people” (p. 6). The description or definition identifies key elements of the role that distinguishes a leader from a manager. Schein (2004) says leaders are responsible for creating and establishing the culture within an organization. Similarly, leaders foundationally and fundamentally form the mission of the organization and create the environment within the culture in which the operations of the organization will function. Generally, the term leader carries the mystic of a person with a larger than life personality and presence that is able to get others to do behave in certain ways. Whereas the depictions of such personalities describe a particular type of leader the basic trait of influencing others is applicable to the organizational setting. According to Maxwell (1998) “Leadership is influence nothing more, nothing less” (p. 17). His statement affirms that a leader’s primary function within an organization is to influence others giving direction and guidance to the activities within the organizational structure and culture. Leaders influence what decisions are made, how to implement the decisions chosen, and assist in formulating strategies to divide the labor between the specialized work groups to meet the goals and objectives of the organization. On the other hand, a manager’s presence and interaction with workers in the organization is vital for ensuring and maintaining a healthy culture. Another responsibility of his or her role is to make certain the processes within the organization are in alignment with the strategic goals. Using a face-to-face and hands-on approach according to Schein (2004) produces higher efficiency and cohesion within the organizational culture. He uses the term “visible management” inferring the importance of managers’ visible presence within the organizational culture and the significance of a manager’s accessibility for workers (p. 228). Management in the “New Millennium” as described by Gomez-Mejia and Balkin (2002, p. 4) and because of globalization and the decentralization of the organizational design is rendering the traditional manager ineffective in the current environment. The new environment does not allow a manager to perform his or her duties in isolation without human exchange and interaction (Schein, 2004). The system of management and managers in the present competitive and technological climate requires those in managing positions to develop additional skills for higher levels of efficiency in response to the evolving external and internal environments. Schein (2004) suggests three types of managers exist in an organization: 1) strategic, 2) tactical, and 3) operational (pp. 4-5). In his analysis the hierarchical design reflects a top down organizational structure with the strategic manager representing the senior executive level of managers or the upper level of management. In the role of a strategic manager one responsibility is to develop the strategic goals for the group and envision the future state for the organization. The strategic manager does not actively participate in the daily operations and his or her physical presence is not readily visible, however their influence for shaping the organization is apparent. This particular manager is the visionary or invisible force giving direction and guidance to the activities of the organization. On the second level of management is the tactical manager or middle manager that is responsible for implementing the directives and instructions of the strategic management team. This manager develops processes and systems of operations to enable the organization to accomplish the strategic goals and objectives of the group. The tactical manager’s interaction within the culture is primarily working with the specialized teams to develop the processes for implementing the plans of the upper levels of management. The operations manager as Schein (2004) suggests is highly visible in the culture, easily accessible, and interacts with the first line workers frequently on a daily basis. Because of the interaction between the operations manager and workers the development of strategic relationships results in the capacity for higher levels of production. This particular level of managers ensures the systems of operations are performing as designed to bring about the organization’s objectives (Schein, 2004, pp. 4-5). Compare and Contrast Management and Leadership Roles In comparing and contrasting the processes of management and leadership within an organizational structure at first glance the two appear synonymous, however upon closer inspection the two functions are vastly different. Comparatively management and leadership each have the responsibility to use resources of the organization efficiently and effectively. Considering the external environment such as technology, current laws and legislative proposals affecting businesses, and the fierce force of competition how management and leadership allocates resources in relation to the changes in the environment is critical to remain viable and competitive (Gomez-Mejia & Balkin, 2002). The performance of organizations depends on the skills of management’s and leadership’s ability to use efficiency effectively to stay competitive (Gomez-Mejia & Balkin, 2002). Likewise, Gomez-Mejia and Balkin (2002) mention “A firm can be efficient by making the best possible use of people, money, physical plant, and computers, but it is ineffective if its goals do not provide a sustained competitive advantage” (p. 4). The objective for management and leadership within an organization is to cooperatively produce performance internally to enable the group to effectively respond to the changes occurring in the external environment. Contrasting the processes of leadership and management helps clarify the distinctions between the two. Whereas each has the ability to influence others and ensure performance is in alignment with strategic goals the implementation of their individual functions are different. Kotter (1990) attests “Leadership and management are two distinctive and complementary systems” (as cited in Wren, 1995, pp. 114-123). His assertion is that managers cope with the complexity of systems, whereas on the other hand leaders cope with change in response to the competitive environment. Without good management the internal environment within organizations would be chaotic and unable to create a competitive advantage. White (2005) lists some of the differences and distinguishing characteristics between managers and leaders as: Managers administer; Leaders innovate Managers ask how and when; Leaders ask what and why Managers focus on systems; Leaders focus on people Managers ensure that things are done right; Leaders ensure that the right things are done Managers maintain; Leaders develop (p. 1206). Her distinctions between the two processes reveal the different perspectives from which each operates within the organization. Noticeably different yet with overlapping characteristics and dependency on the other, managers and leaders each have the responsibility of directing, guiding people, and implementing plans in efforts to accomplish the organization’s strategic targets. A significant distinguishing difference is that leaders formulate the vision for the future of the organization and managers coordinate the operations within the culture of the organization to bring about the fulfillment of the strategic objectives. The role of management includes the aspects of planning, leading, organizing, along with overseeing and controlling an operation’s functions; to ensure the processes and procedures provide the performance to get the work successfully done. Hughes, Ginnett, and Curphy (2002) state, “Leadership is a process, not a position” (pp. xxii). Their analysis suggests a leader is not one because of a title or position, but more so leader-ship is the result of the interaction between the leader and subordinates (pp. 4-5). Leadership is a complex concept and depending on the perspective is complicated and includes numerous definitions describing the characteristics, skills, personalities, and functions (Hughes, Ginnett & Curphy, 2002). However in reviewing the numerous definitions an underlying theme of leadership is the ability to influence, direct, coordinate, and is a driving force within a group. Whereas leaders formulate or chart the direction in which the organization is to travel to reach the targeted goals, Hughes, Ginnett, and Curphy (2002) definite leadership as “The process of influencing an organized group toward accomplishing its goals” (as quoted in Wren, 1995, pp. 42-43). In the diagram the area in which the three circles overlap depicts interaction between a leader, followers, and situation. Hughes, Ginnett, and Curphy calls the overlapping area “leadership” (2002, pp. 1-3): The argument that managers are leaders and leaders are managers could be made in light of the facts that leaders manage the future of organizations by making decisions with the capability of producing success or failure. Likewise on the other hand managers lead by directing operations, coordinating and influencing people to ensure work is done in alignment with the strategic plans of the group. Whereas the processes of leadership and management have distinguishing functions within the organization the primary objective of each is to perform their individual duties in cooperation with the other to ensure the organization is sustainable and remains competitive. Conclusion Highlighting a few of the similarities and differences between the concepts of leadership and management are the intent of this paper, however aside from what characteristics are alike or different is the realization that in order for organizations to remain viable leadership and management must be cooperative and complimentary. The capacity to create sustainability in the ever changing technological external climate requires the processes of both functions within the internal culture to work together to ensure alignment and accomplishment of the group’s strategic objectives. References Gomez-Mejia, L. R. & Balkin, D. B. (2002). Management. New York, NY: McGraw-Hill Companies. Hughes, R. L., Ginnett, R.C., & Curphy, G. R. (2002). Leadership: Enhancing the lessons of experience, 4th Ed. New York, NY: McGraw-Hill Companies. Hughes, R. L., Ginnett, R. C., & Curphy, G. R. What is Leadership? In Wren, J. T. (1995). The leader’s companion: Insights on leadership through the ages. New York, NY: The Free Press. Maxwell, J. C. (1998). The 21 Irrefutable laws of leadership. Nashville, TN: Thomas Nelson Publishers. Schein, E. H. (2004). Organizational culture and leadership, 3rd Ed. San Francisco, CA: John Wiley & Sons, Inc. White, S. J. (2005). Are you a manager or a leader? American Journal of Health-System Pharmacy, 62(11), 1206. Retrieved from EBSCOhost. Wren, J. T. (1995). The leader’s companion: Insights on leadership through the ages. New York, NY: The Free Press. Read More