Differences among Leadership, Management and Gandhi as the Best Leader with 6 Es - Movie Review Example

May 10, Differences among Leadership, Management, and Entrepreneurship and Gandhi as the Best Leader with 6 Es Management,leadership, and entrepreneurship often get mixed up because they have similarities in getting people do something and having them do something consistently. However, Geoffrey Clapp believes that entrepreneurship has its differences, while Seth Godin and Bredon Burchard differentiate managers from leaders. Entrepreneurship starts with a great idea that can solve meaningful problems and continues with finding a great team who can design and develop a great business model. Management is a top-down process of thinking what must be done and having other people to do them. Leadership is a dynamic two-way life-changing process between leaders and their followers that includes 6 Es. My favorite leader is Mahatma Gandhi because he did not lead a small group, he led his country into solving meaningful problems that changed their society and the world and his leadership process reflects the 6 Es. Entrepreneurship begins with a great idea that can solve significant problems and continues with searching for a great team who can design and develop a great business model. Clapp asserts that entrepreneurs build something important to their markets because they do not stay in talking about their plans; they actually do something to make these plans come to life. He notes that entrepreneurs do not talk to investors first. They talk to potential users because they want to know how their product can truly help them solve problems. Afterwards, when entrepreneurs have distilled their great idea, they must look for investors. Clapp argues that these investors must not be focused on making money only. They must serve as “mentors” who should be helping in building a new team, new business model, new distribution model, and new product market fit. Moreover, Clapp talks about the importance of an engaged team in making the great idea work. He stresses that the team must motivate one another and be united in solving problems. Furthermore, Clapp emphasizes that the new team must be solid in their dedication to their great idea because startups are small and they cannot afford if an individual is too weak. He implicates that a startup is a small ship that can easily sink if one person did something wrong because of lack of enthusiasm. All throughout the process, Clapp notes that entrepreneurs are not afraid to take risks and to embrace changes. Entrepreneurship happens when people do not get stuck in thinking about the process of entrepreneurship; it happens through the primary action of finding and implementing great ideas to solve meaningful problems. Aside from entrepreneurship, management is another important concept that refers to a top-down process of thinking what must be done and having other people to do them. Godin defines management as the practical process of getting people do what they must do to keep the company going using the least amount of resources. Managers, in addition, ride on the status quo. Godin talks about managers who do their jobs as managers and find nothing else important to lead for. These managers stay in the field enough to make money. They are not interested in racing to the top. They are comfortable where they are. Managers fit companies with the same thinking of and for the status quo. Leadership, on the contrary, is much more exciting because it races to the top. Godin has a different conception of this race because he argues that it entails connection, generosity, and teamwork. Managers do not want any meaningful connection with their employees or their customers. They simply want compliance. They want to get things done and that is it. Godin asserts that leaders do not want compliance. He explains that they find people who support the vision and get out of their way. In addition, Godin stresses that leaders are risk-takers. If their followers make mistakes, they embrace the latter. Managers may punish them, but leaders do not. Leaders do not want their members to be afraid that they are no longer taking risks. They know how to learn from these mistakes and they also change along the way. Indeed, leaders also change through their leadership, in the sense that they change in their knowledge and skills. Godin shows that leaders enable their followers to be free in taking risks and learning from their mistakes because these are parts of the process of leadership. To reach the top, they must have problems that will make them stronger for the top. Leadership is a dynamic two-way life-changing process between leaders and their followers that includes 6 Es. Burchard determines the 6s or principles of leadership: envision, enlist, embody, empower, evaluate, and encourage. Burchard asserts that to envision is to have a clear and compelling vision of society. To enlist is to finding people who believe in and support the vision (Burchard). To embody refers to leaders who exhibit congruence between their principles and behaviors (Burchard). To empower is to constantly equip the people who have enlisted (Burchard). To evaluate is to give honest, immediate, and constructive feedback on performance (Burchard). To encourage is to uplift people, so that they will be motivated to stay on track, especially during difficult times (Burchard). My favorite leader is Mahatma Gandhi because he did not lead a small group, he led his country into solving meaningful problems that changed their society and the world and his leadership process reflects the 6 Es. Gandhi has a vision of India where people are equal and colonization no longer exists. His vision is meaningful, not only to him, but to every Indian. His vision is what Burchard would say, a vision where people will perish without it. Apart from vision, Gandhi also enlisted people to support this vision. He influenced important political leaders with nationalist agenda, such as Pandit Nehru and Mohamed Al Jinnah to support his movement for decolonization. Gandhi also enlisted the common people who have the most numbers in India. He used the media to ignite a nationwide enlistment process by showing them what he stands for and why his people should support him. The next principle is embodying where Gandhi embodies his principles of nonviolence and respect for all. He inspired many people to join his cause because they witnessed how he did not respond even after the police repeatedly attacked him. At the same time, they saw how nonviolence protests changed many of their aggressors. Gandhi is right that when people see nonviolence, they remember who they are- human beings who are not meant to be violent, but who must act for peace and dignity. After the principle of embodying is empowering, where Gandhi provided tools and skills for his followers. He did not actually provide trainings but his consistent behaviors and messages contribute to the empowerment process. For instance, when his followers conducted violent riots, he retrained them by expressing his opposition to what they did and engaging in a hunger strike. Works Cited Burchard, Bredon. “What Great Leaders Actually Do.” Online video clip. YouTube. YouTube, 19 July 2014. Web. 6 May 2015. Clapp, Geoffrey. “Kauffman Sketchbook - "Go Be An Entrepreneur.” Kauffman Foundation, 13 Nov. 2012. Web. 6 May 2015. Radicals4J. “Seth Godin on the Difference Between Leadership and Management.” Online video clip. YouTube. YouTube, 28 Aug. 2013. Web. 6 May 2015. Read More