Scribd
Upload
348 views4 pages

The Difference Between Management and Leadership

Management and leadership are often confused but refer to distinct concepts. Management involves planning, organizing, and controlling work through formal authority, while leadership inspires followers through vision and passion. A good manager possesses leadership skills but leadership is not essential to management. Leaders think radically and follow their intuition, while managers think incrementally and follow policies. Groups are often more loyal to leaders who take responsibility and give credit, than managers who rule through formal authority alone.

Uploaded by

Amitabh Meena
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
348 views4 pages

The Difference Between Management and Leadership

Management and leadership are often confused but refer to distinct concepts. Management involves planning, organizing, and controlling work through formal authority, while leadership inspires followers through vision and passion. A good manager possesses leadership skills but leadership is not essential to management. Leaders think radically and follow their intuition, while managers think incrementally and follow policies. Groups are often more loyal to leaders who take responsibility and give credit, than managers who rule through formal authority alone.

Uploaded by

Amitabh Meena
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 4

The Difference Between Management And Leadership

Leadership and management are two notions that are often used interchangeably. However, these words actually describe two different concepts. In this section, we shall discuss these differences and explain why both terms are thought to be similar. Leadership is a facet of management Differences In Perspectives Subordinate As A Leader Loyalty The Leader Is Followed. The Manager Rules Management Knows How It Works Conclusion References

Leadership is a facet of management


Leadership is just one of the many assets a successful manager must possess. Care must be taken in distinguishing between the two concepts. The main aim of a manager is to maximise the output of the organisation through administrative implementation. To achieve this, managers must undertake the following functions: organisation planning staffing directing controlling Leadership is just one important component of the directing function. A manager cannot just be a leader, he also needs formal authority to be effective. "For any quality initiative to take hold, senior management must be involved and act as a role model. This involvement cannot be delegated." [1] In some circumstances, leadership is not required. For example, self motivated groups may not require a single leader and may find leaders dominating. The fact

that a leader is not always required proves that leadership is just an asset and is not essential. Return to top

Differences In Perspectives
Managers think incrementally, whilst leaders think radically. "Managers do things right, while leaders do the right thing." [2]. This means that managers do things by the book and follow company policy, while leaders follow their own intuition, which may in turn be of more benefit to the company. A leader is more emotional than a manager . "Men are governed by their emotions rather than their intelligence" [3]. This quotation illustrates why teams choose to follow leaders. "Leaders stand out by being different. They question assumption and are suspicious of tradition. They seek out the truth and make decisions based on fact, not prejudice. They have a preference for innovation." [4] Return to top

Subordinate As A Leader
Often with small groups, it is not the manager who emerges as the leader. In many cases it is a subordinate member with specific talents who leads the group in a certain direction. "Leaders must let vision, strategies, goals, and values be the guide-post for action and behaviour rather than attempting to control others." [5] When a natural leader emerges in a group containing a manager, conflict may arise if they have different views. When a manager sees the group looking towards someone else for leadership he may feel his authority is being questioned. Return to top

Loyalty
Groups are often more loyal to a leader than a manager. This loyalty is created by the leader taking responsibility in areas such as: Taking the blame when things go wrong. Celebrating group achievements, even minor ones. Giving credit where it is due. "The leader must take a point of highlighting the successes within a team, using charts or graphs, with little presentations and fun ideas" [6] "Leaders are observant and sensitive people. They know their team and develop mutual confidence within it." [7] Return to top

The Leader Is Followed. The Manager Rules


A leader is someone who people naturally follow through their own choice, whereas a manager must be obeyed. A manager may only have obtained his position of authority through time and loyalty given to the company, not as a result of his leadership qualities. A leader may have no organisational skills, but his vision unites people behind him. Return to top

Management Knows How It Works


Management usually consists of people who are experienced in their field, and who have worked their way up the company. A manager knows how each layer of the system works and may also possess a good technical knowledge. A leader can be a new arrival to a company who has bold, fresh, new ideas but might not have experience or wisdom. Return to top

Conclusion
Managing and leading are two different ways of organising people. The manager uses a formal, rational method whilst the leader uses passion and stirs emotions. William Wallace is one excellent example of a brilliant leader but could never be thought of as the manager of the Scots! Return to top

References
[1] Daniel. F. Predpall, Developing Quality Improvement Processes In Consulting Engineering Firms, Journal of Management in Engineering, pp 30-31, MayJune 1994 [2] Richard Pascale, Managing on the Edge, Penguin Book, pp 65, 1990 [3] John Fenton, 101 Ways to Boost Your Business Performance, Mandarin Business, pp 113, 1990 [4] John Fenton, 101 Ways to Boost Your Business Performance, Mandarin Business, pp 113, 1990 [5] Daniel. F. Predpall, Developing Quality Improvement Processes In Consulting Engineering Firms, Journal of Management in Engineering, pp 30-31, MayJune 1994 [6] John Fenton, 101 Ways to Boost Your Business Performance, Mandarin Business, pp 114, 1990 [7] John Fenton, 101 Ways to Boost Your Business Performance, Mandarin Business, pp 113, 1990

Most recent revision 6 Feb 1997

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy