Relationship Between Leadership and Management - Essay Example

Leadership vs Management There have been numerous arguments by diverse people concerning the difference between leadership and management. Although management and leadership are two different issues, both are essential for accomplishment in an increasingly composite and unpredictable business surrounding. However, leadership and management must get along because they are essentially linked and any effort to separate the two is likely to cause more problems. Useful leaders and managers are required by organization for the smooth running of firms. Understanding these two fields may make an individual work even more efficiently. Dissimilarity between leader and leadership is important and confusing since the leader is an individual as leadership is the function that an individual performs. A leader or a manager are two words that are used interchangeably to describe individuals holding formal authorities in organizations irrespective of their behavior in such positions. A manager does not necessarily exercise leadership in positions in which they are appointed even though leadership is just part of management. Generally, there are skills or traits that an effective leader is required to have as explained by various theories both old and contemporary theories. Some of the main traits that appear in leaders are ambition, zeal, intelligence, self-directive, and self-confidence. At times, physical characteristics, capability, and persona may be important aspects used to summarize what a leader is. There are six distinct characters that popular effective leaders have such as honesty and integrity. In addition, drive, motivation, cognitive ability, and business knowledge are also other characteristics of leaders. These traits would definitely distinguish whether a manager will be an effective leader or not. Leaders are incredibly ambitious persons who are never afraid of taking inventiveness as well as people whom apart from willingness to lead, are especially ready to take charge (Nixon, Megan & Parker 205-207). Furthermore, leaders usually have technical expertise in their businesses and are straightforward people who fulfill their promises. Leaders are individuals who do not fear taking risks and are very assertive and influential that admits mistakes and promotes trust and commitment to a vision. Leaders are emotionally stable, intelligent, discerning, and theoretically skilled who are able to show analytical ability, good ruling, and the capability to think strategically. Leadership requirements may vary with the situations of a workplace hence the need of researchers to concentrate on what effective leaders do rather than what effective leaders are (Nixon, Megan & Parker 205-207). Leadership skills, which are the knowledge, abilities, and competencies, are very essential in leadership. Nevertheless, the competencies depend on various factors such as the leader’s basic nature and values, the number of followers and the extent of leadership skills of a leader. The organization’s background and the values and associated behaviors of whoever is being led are in fact imperative while considering the leaders skills. Managers are usually needed to use these skills, which may be improved in training courses such as guidelines for decision-making, problem solving methods as well as appropriate use of power and influence without forgetting building trust to enable smooth and effective running of an organization (Shahmandi, Silong & Ismail 65-67). Effective leaders are always consistence in their operations and posses abilities based on hard work. Effectual leadership earns and keep others trust, have personal integrity, inspires trust among their followers, and ensures steadiness with what they promise their hanger-on. Nice leaders define and set a sense of mission by setting goals, priorities, and standards and ensuring the communication and implementation of the objectives set for smooth running of the organization (Shahmandi, Silong & Ismail 65-67). Moreover, good and successful leaders acknowledge leadership as a responsibility rather than a rank by surrounding themselves with sharp and proficient people and do not blame others in case of failures. These traits and skills are definitive because no two successful leaders are alike hence leading can be summarized as establishing direction and influencing others to follow the direction set. Managers, however have some attributes that make them efficient in all aspects of the firm and ease their efficiency (Kalargyrou, Pescosolido & Kalargiros 39-42). There are different leadership styles that are used by numerous leaders. Some of the leadership styles used are autocratic, democratic and participatory and every leadership style depend on the situation comprising of where the organization is in its life cycle. Autocratic leadership style is a process where a manager of an organization centrally makes all decisions and controls group members. Autocratic approach usually leads to reactive resistance from team members and needs constant demands and direction from the manager in order to get things done as per the expected standard and within a given period as set by the leadership of a firm. Autocratic leadership style is not recommended way of getting things done by the team but may be appropriate when critical action is necessary or when inferiors prefer this style. Participative management style is the process where the management involves subordinates in decision-making process by consulting group members hence promoting workers ownership for the decisions without manager losing sight of the fact that he bears all the crucial responsibility of leadership. A good leader supports participation and delegation intelligently and values group discussion and contribution from team members by maximizing their strong points in order to obtain best performance from the group (Kalargyrou, Pescosolido & Kalargiros 39-42). Although participative managers motivates and empowers the subordinates, there may be assumption that he is unsure of himself and that all issues are solved in the group discussions. Laissez-faire is another leadership style that allows for hands off approach. In Laissez-faire, the leader encourages the team members to function independently and work out their problems by themselves but the manager is available for advice or assistance and has little control over team members leaving them to tackle in their roles without participation. Although this leadership style is recommended to a highly motivated and skilled team with an excellence of work performance, it is usually leave the team struggling with little direction and motivation. The managers’ leadership style depends on how they handle motivation, decision making and task orientation. The level of authority a manager uses in making decision largely affects the leadership style. Additionally, leaders may use motivation to reach goals by either positive or negative approach. Positive approach includes use of praise, recognition and rewards while in negative style comprises of punishment, penalties, potential job loss, threats, suspension and remands. Task and employee orientation is the manager’s approach on the best way to get work done by using better methods, controlling the work surrounding, assigning work, and monitoring performance. Attitudes and behaviors of workers significantly affect the management and operations of firms regardless of the management style used (Kalargyrou, Pescosolido & Kalargiros 45-50). Working involves countless issues accompanied with it more than just waking up and leaving for a place of work or picking a toolbox and beginning to work. Human behavior and attitude towards work significantly affect the effectiveness and efficiency of an individual. Some individuals may regard work as punishment and may not have the zeal and motivation of doing their work. Such kinds of people only go to work to provide for their daily bread but not as what they cherish. In fact, these categories of persons are for all time dispirited when Mondays come but face weekends with lots of contentment simply because will relax and stay away from the stressing toil. In connection to human behavior towards work, Douglas McGregor came up with Theory X and Y to put in plain words the aspects the two different views of workers. According to McGregor in his book, The Human Side of Enterprise suggests the Theory X is an authoritarian style where emphasis is on productivity where there was restriction of output while Theory Y is participative styles that assume that people will exercise self-control in the achievement of firm’s objectives (Sahin 161-165). Theory X presumes that workers are obviously unmotivated and hated working thus e heartening and dictatorial approach of management. Theory X requires management to intercede to ensure work is done. Theory X category hates working, hates responsibility, must be controlled and forced to deliver what is required. Additionally, theory X must be supervised all time with controls put in place and need to be enticed to work. Supervisors and managers are required at all levels to control employees, there is little delegation of authority, and controls remain firmly centralized. These workers dislike responsibilities, resist change, and many employees rank job security on top since they have little or no aspiration (Sahin 161-165). Theory Y is a style of management that is decentralized and assumes that workers are happy to work, self-inspired and innovative. Theory Y take pleasure in working with great responsibility and are motivated to fulfill the goals they are given. Theory Y categories seek and accept responsibility and do not need much direction and regards working as a natural part o life and solve work problems ingeniously. These workers perceive their job as relaxing and normal as they exercise their physical and mental efforts in an inherent manner in their jobs. Theory Y may always remain loyal and commit themselves to firms if the job is rewarding and an average worker can learn to admit and recognize the responsibility (Sahin 161-165). President Obama’s leadership style is very interesting and has seen him re-elected in to occupy the white house for the second term. Although Mr. Obama made history as the first U.S.A black president, his leadership style have equally been quite interesting as he is eloquent, realistic, forward looking, forceful and inspirational. Furthermore, Obama is a charismatic leader who attracted the attention of American’s and the world at large. He made most people believe in him even despite being black and further made them to accomplish cause bigger than themselves. Most Americans believed in Obama’s vision to create an immense positive difference both locally and globally (Bryer et al 118-120). President Obama has also shown an element of contingency leadership by not only displaying culturally sensitive leadership but also responding to numerous issues using different leadership styles. Obama seems to humble and carefully listens before he responds to issues. He is a leader who accepted his job as the president and strongly believes in his abilities as it was seen when he stood tough to call for necessary action in the then falling automobile industry. Moreover, Obama is a cross-cultural –global leader by working towards improving the image of America that had earlier been lost much of its shine in the Bush administration by not only thinking about the Americans interest but interest of all nations as well (Bryer et al 118-120). He worked hard by travelling abroad severally to reconcile the Middle East, China, and Russia which made him receive the Nobel Peace Prize. This is because of preference for meditation and compromise over force or coercion as strategy of resolving conflict accompanied with his strong advocate in his administration using his powers of persuasion to advance his policy vision. Obama is self-assured, ambitious, cooperative, agreeable and relatively conscientious and more pragmatic than ideological who gathers enough information before making decisions. Works Cited Nixon, Phil, Megan Harrington, and Parker David. "Leadership Performance is Significant to Project Success Or Failure: A Critical Analysis." International Journal of Productivity and Performance Management 61.2 (2012): 204-16. ProQuest. Web. 26 Mar. 2013. doi: http://dx.doi.org/10.1108/17410401211194699 Shahmandi, E. Iham, Silong, Daud and lsmi Arif Ismail. 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"Public Administration Theory in the Obama Era." Administrative Theory & Praxis 32.1 (2010): 118-22. ProQuest. Web. 26 Mar. 2013. http://search.proquest.com/docview/518035526?accountid=45049 Read More