The Diversity of Management and Leadership

Colte, Melody K.

ABSTRACT: Most of us thought of managing (manager) is somewhat more likely to be leading (leader). But then, these thoughts are more of an ideal individual with the ability to manage things and to lead people in a certain situation at a certain time. Handling things would probably not as easy as reading ABCs or counting numbers 123. It is most especially be in need of an eccentric strategy and analysis to conceptualize theories, hypothesis, proposals, and other more. With these in mind, the manager has the dexterity to advocate and the leader has the aptitude to convey. KEYWORDS: Advantages, Disadvantages, Management, Role, Skills, Tasks Diversity, Leader, Leadership, Manage,

I.

Introduction What is the difference between management and leadership? It is a question that has been

asked more than once and also answered in different ways. The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. Workers need their managers not just to assign tasks but to define purpose. Managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results. But, leaders can't solve problems if they don't acknowledge their existence. If there are sacrifices to be made, leaders should step up and make the greatest sacrifices themselves. Leaders must have the help of all their people to devise solutions and to implement them. Many people, by the way, are both. They have management jobs, but they realize that you cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too.

II.

Differences Between A Manager and A Leader Leadership and management must go hand in hand. They are not the same thing. But

they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves. Still, much ink has been spent delineating the differences. The managers job is to plan, organize and coordinate. The leaders job is to inspire and motivate. In his 1989 book On Becoming a Leader, Warren Bennis composed a list of the differences: The manager administers; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager focuses on systems and structure; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leaders eye is on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person. The manager does things right; the leader does the right thing. Perhaps there was a time when the calling of the manager and that of the leader could be separated. A foreman in an industrial-era factory probably didnt have to give much thought to what he was producing or to the people who were producing it. His or her job was to

follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ordered. The focus was on efficiency. But in the new economy, where value comes increasingly from the knowledge of people, and where workers are no longer undifferentiated cogs in an industrial machine, management and leadership are not easily separated. People look to their managers, not just to assign them a task, but to define for them a purpose. And managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results. The late management guru Peter Drucker was one of the first to recognize this truth, as he was to recognize so many other management truths. He identified the emergence of the knowledge worker, and the profound differences that would cause in the way business was organized. With the rise of the knowledge worker, one does not manage people, Mr. Drucker wrote. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual. Still, there are also advantages and disadvantages of becoming a manager and a leader, that is, in different ways. First-time managers typically enjoy a nice bump in salary and the prestige that comes from being part of the management team. They gain respect in the eyes of some of their coworkers and achieve a sense of satisfaction. They may also receive perks with their promotion, such as use of a company car and an expense account. New managers may be able to implement changes to work processes and procedures that they were previously powerless to make. They can also have more input into the direction of the company and be able to come up with ideas that improve production and profitability. Many

new managers enjoy the challenges that come with additional responsibility. Managers may relish the idea of shaping a department to meet their vision and of bringing in like-minded new employees to help them get the job done. New managers that enjoyed the camaraderie of working with a group of people may experience loneliness in their new position. They can find themselves in the position of having to discipline friends or not offering them a promotion. Their friends may keep their distance and strained relationships may develop as a result. While many new managers view the increased responsibility as an advantage, it can also have its drawbacks. Managers are held accountable for the actions and production of their workers, and can no longer utter the phrase, "It's not my fault." As a result, they can come under fire for something that they may not have been directly involved in. Leadership styles have advantages and disadvantages also. Usually a good leader is a combination of several of these styles. You must tailor your personal leadership style to fit each situation. The coercer style is especially effective during a wartime situation when the command is in combat or under fire. However, this style of leadership can have some negative effects if the command, work center, or individual is performing at a high rate of efficiency. Subordinates will not respond well to the repeated use of threats during normal situations. You might find the authoritarian leadership style useful when seeking information on a particular situation or before inspections. However, it is normally not a good style to use in personal counseling sessions. This leadership style doesnt allow enough flexibility to provide alternative solutions to subordinates personal problems. Using this style by jumping in and taking over in situations when you have technically competent workers is counterproductive.

Leadership without Management sets a direction or vision that others follow, without considering too much how the new direction is going to be achieved. Other people then have to work hard in the trail that is left behind, picking up the pieces and making it work. Eg: in Lord of the Rings, at the council of Elrond, Frodo Baggins rescues the council from conflict by taking responsibility for the quest of destroying the ring - but most of the management of the group comes from others. Management without Leadership controls resources to maintain the status quo or ensure things happen according to already-established plans. Eg: a referee manages a sports game, but does not usually provide "leadership" because there is no new change, no new direction the referee is controlling resources to ensure that the laws of the game are followed and status quo is maintained.

III.

Conclusion There are many things which diverse the endowment of a manager and a leader. Being

a manager is being incongruous in being a leader. Still, leadership is defined to be a part of management. That is, the role of leading is one quality of a manager in order to demarcate what management is all about. Leadership is about setting a new direction for a group; management is about directing and controlling according to established principles. Leaders are the heart of a business. The essence of leadership means inspiring a group to come together for a common goal. Managers are the brains of a business. They establish systems, create rules and operating procedures, and put into place incentive programs and the like. Management, however, is about the business, not the people; the people are important as a way of getting the job done. Leaders motivate, console and work with people to keep them

bonded and eager to move forward. That means setting a direction, communicating it to everyone who will listen (and probably many who won't) and keeping people psyched when times get tough. In the end, a leadership combined with management, both sets a new direction and manages the resources to achieve it.

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