Are There Differences between a Leader and a Manager - Coursework Example

Are there differences between a Leader and a Manager? ID Principles of Management Submitted To University Table of Contents Table of Contents 2 Introduction 3 Differences between a Leader and a Manager 4 Conclusion 6 Bibliography 7 Introduction In the world of present times, the role of principle position holders with management is of utmost significance. Same is the case with leaders, managers, employees, workers, third party members and so on. The role of a manager is a difficult one. This person has to take with him the whole company and mesh the different processes so that he could get instant results. (Hall, 2002) He is a team leader right from the onset of his job. He needs to get work done from the different people who are working under him. The end result has to be a single goal, one that drives their efforts towards the financial success of the said organization. In doing so, the manager encounters a lot of hindrances, difficulties and hurdles. He has to face a lot of pressure from the top most management, the people who are senior to him even. He has to be accountable to the publics of the organization, which could include the customers and the stakeholders as well since the latter are the people who have invested within the company’s shares and they want a quick buck out of the whole investment drive. (Guarrero, 1998) On the other hand, leadership is all about influencing other people in the organization to accomplish a task. It involves directing an organization in that it becomes more coherent and cohesive. Leadership style can therefore be defined as approach for providing direction. It includes motivation. There are various leadership styles that exist in management. They include authoritarian or autocratic, participative or democratic, delegative or free reign leadership. (Newstrom, 1997) Differences between a Leader and a Manager The basic difference between a leader and a manager is within their working domains. They are basically doing the same job of managing people but in slightly different capacities. Whereas the leader looks at forming instructions of his own which he will forward to the middle management, the middle line managers basically aim to ‘manage’ people in the real sense of the word. This means that managers have a duty of understanding the deep rooted values of the organization and the same cannot be compromised no matter what happens. These need to be aligned in a proper fashion with the activities and tasks of the team that the manager is heading. It would be fair to comment that the managers have a lot going for them and it is their will and determination to bring out the best from the whole team and indeed the entire process that they are working upon. Managers have a responsibility to play within an organization, no matter how large or small it is. Leader has to lead and that too by example. He has to show no compromise in his actions, saying and principles whereas the manager could be a bit lenient from time to time in his policies and undertakings. So the basic difference between a leader and a manager arises here on all counts. (Ibrahim, 1996) On some occasions, a manager has to take up the leadership role as well. (Rahim, 2001) This could include his team building tactics, getting the work done out from individuals who might have pretty different backgrounds and diverse educational capabilities, smoothening of the whole process of business management within several units spread across the company’s horizon, motivating the employees and being accountable for their tasks and activities, living up to the values of the organization. (Heath, 1994) But a leader would stick to his already formed principles and would not stray from the set course of action. He would have to demonstrate his oneness in decisions and actions that he undertakes and there would be no compromise on this aspect all said and done. A leader must remain proactive in all his decisions while a manager can articulate and change his decisions from time to time in order to suit the need of the workers and the employees working under him for a set task or objective. The role of a manager is one that evolves over a period of time and the pivotal thing here is to fathom that this is something which requires a balanced head on the shoulders and more than anything else a clear vision, deep insight into the relevant knowledge circles and expertise to back them all up. The manager focuses on the strong points that the employees have learned from their past colleagues and best case examples are also something that they can touch upon in the long run. (Day, 2004) On the flip side of the coin, leading is quite interpersonal in nature. It is not just the manager in an organization that is supposed to lead. It can even exist between employees. It has to do with mutual influence. All these are normally based on different theories and assumptions. Any style that is incorporated in management can be based on combination of preferences, values and beliefs. Organizational culture also plays a big role in influencing the leadership style used by management. (Minter, 2000) Leadership style used by management plays a big role in affecting the success of the organization. A leader has to clearly understand the different types of leadership styles and their impacts on the organization. Good leadership always includes incorporation of all the leadership styles. Bad leadership just sticks to one style. (Kotter, 2000) Conclusion In the end, it would be wise to suggest that the differences between leaders and managers is a marked one and it is because of these very differences that the leaders have more say in the affairs of the task at hand than the managers. Managers are more into ‘managing’ people, the resources and the link between these people and those resources which are available at their disposal. Leaders have more of a visionary role whilst the managers look at the basics of those very steps which accumulate to become a goal or objective at the very end. (Maundy, 2001) Bibliography DAY, David V. (2004). Leader Development for Transforming Organizations: Growing Leaders for Tomorrow. Lawrence Erlbaum Associates GUARRERO, Chris A. (1998). The Leadership Challenge. Security Management, Vol. 42 HALL, Mary-Jo. (2002). Aligning the Organization to Increase Performance Results. The Public Manager, Vol. 31 HEATH, Robert L. (1994). Management of Corporate Communication: From Interpersonal Contacts to External Affairs. Lawrence Erlbaum Associates IBRAHIM, Hilmi. (1996). Leader or Manager? JOPERD--The Journal of Physical Education, Recreation & Dance, Vol. 67 KOTTER, J. (2000). A Force for Change; How Leadership Differs From Management. The Free Press MAUNDY, L. (2001). An Introduction to Human to Human Resource Management: Theory and Practice. Macmillan, Palgrave MINTER, Stephen G. (2000). Safety Manager or Leader? Occupational Hazards, Vol. 62 NEWSTROM, W. (1997). Organizational Behavior: Human Behavior at Work. McGraw-Hill, New York RAHIM, M. Afzalur. (2001). Managing Conflict in Organizations. Quorum Books Word Count: 1,033 Read More