Managers vs Leaders

MANAGEMENT 100 Using examples, comp atomic number 18 and job the characteristics of both omnibuss and drawing cards. There is a lot of confusion, or at least very disparate views, just to the highest degree what is meant by charge and what is meant by lead, about whether the lean of managers is fundamentally different from the black signet of leaders, and whether they atomic number 18 in position different roles at all. Of course the meaning of such ambiguous delivery will depend on the definition slew choose to retrovert those words, and there ar many authors who use management and leading interchangeably while there are other authors who stipulate very divorce definitions for each.As Summarized by Professor Warren Bennis, management is getting pack to do what needs to be done. leaders is getting mickle to want to do what needs to be done (Bennis 1989). Whilst managers have the authority to make people get utilisation done, leaders will inspire, motivate and mentor people in to getting this work done. Many managers have non so far mastered the inter soulal skills needed in pronounce to have veracious leadership skills. (The Talent Management Experts, 2007). leadership occurs by the use of influence, non the use of force (Naddafpour, 2012). Jim Clemmers idea is that we manage things and we lead people (Clemmer 2012).Management is said to focus more on work. We manage physical assets such as money, paperwork, equipment, etc. Management tends to maintain focus on Fayols intravenous feeding functions of Planning, Organising, arrogant, and leading. (Waddell, Jones and George 2011) They also problem solve, cope with intricateity, budget and make effective decisions. Whereas Leadership focuses on people and how they are mentored. Leaders will typically pull in vision and set a direction to promote change and engender strategies to inspire, innovate and motivate people, forming relationships and creating teamwork (Future Visions. n . d. ).Typically these are the general definitions given by nigh authors however everyone has their own ideas about the work that each does. In a Harvard Business Review Classic article, Zaleznik (1992, 15) observed that managerial culture emphasizes rationality, commit and control, and that a manager is a problem solver. He went on to offer that leadership requires very different skills and behaviours more similar to an artist, that leaders wear chaos and lack of structure, they are creative and concerned with transformation. Zaleznik argued that the development of a leader is very different to that of a manager.In so doing Zaleznik not yet proposes that leadership work is indeed different from management work yet also that managers and leaders are different roles and different people. In other Harvard Business Review article entitled What Leaders really Do Kotter (2001, 85) writes that management and leadership are two distinctive and complementary systems of consummation. Both are necessary for success in an increasingly complex and volatile business environment. For Kotter, management is about coping with complexity, about creating order and stability. In contrast, leadership is about coping with change.He uses a military doctrine of analogy a peacetime army is about administration and management with corking leadership only necessary at the top, whereas in wartime people must be led into battle by leaders at all levels. Kotter elaborates that management is about planning and budgeting whereas leadership is about consideration direction, management is about organizing and staffing whereas leadership is about aligning people, and finally management is about controlling and problem solving whereas leadership requires motivating and inspiring. Kotter describes the commonly parroted list of differences amid what leaders do and managers do.It is probably more accurately a rendering of management behaviours/work and leadership behaviours/work than a singularity between managers and leaders. In truth many managers do much leadership work, and many leaders do much management work, so it the distinction between roles is a bit artificial, still it is true there are different types of work. The commonly held distinction between manager and leader is perchance summed up well by Hickman (1990, 7) The words manager and leader are metaphors representing two opposite ends of a continuum. Manager tends to signify the more analytical, structured, controlled, deliberate, and dapper end of the continuum, while leader tends to occupy the more experimental, visionary, flexible, uncontrolled, and creative end. I like to think of the prototypical manager as the person who brings the thoughts of the mind to bear on the daily organisational problems. In contrast the leader brings the feelings of the instinct to bear on those same problems. The mind represents the analytical, calculating, structuring, and ordering side of tasks and organis ations.The soul, on the other hand, represents the visionary, passionate, creative, and flexible side. Jacques and Clement (1994, 19) suggest that the separation of manager from leader has reinforced the modern day tendency to debase the idea of the managerial role. They say it is an unrealistic and incorrect separation. Instead managers have leadership accountabilities, and to be a good manager one also needs to butt good leadership. Being a good boss is not about simply relying on hierarchical authority but about setting purpose and getting people to move in the direction of that achieving that purpose.Similarly McDonald, hit and Stewart (2006, 79) lament that leader is utilize in a positive elbow room suggesting charisma and vision, and doing the remunerate thing, whereas manager is used in a somewhat demeaning fashion to mean rule following, concerned with efficiency, doing things right. They argue that this is a misleading dichotomy. Instead they argue that all managers are leaders in the sense that they lead people, that being a manager entails doing leadership work (as well as doing other management work such as planning, budgeting, etc. ). On the other hand not all leaders are necessarily managers.The leadership quality of a manager reflects their ability to create a productive culture through social process. In all it is believed by some that to be a good manager you need to be a good leader but to be a good leader you do not need to be a manager (Webster, 2012). But abide you really point to one individual person and say they are a manager but not a leader and to other and say they are a leader but not a manager. The two are not necessarily mutually exclusive. Which is why some authors actually talk about managerial leadership So what does all this add up to?Certainly there are different views about whether managers and leaders are the same or different roles/people. It is by chance a false dichotomy or at least not useful in so far as ther e are many many people with the job title of Manager but for whom a good deal of their work is leadership work. However most authors do agree that there is a set of characteristics/skills/values/behaviours which push aside clearly be defined as leadership attributes, and the exercise of these attributes is recognizable as leadership work and it is indeed distinct from the planning, controlling, budgeting, reporting work of a manager. ReferencesBennis, W. 1989. On becoming a leader. London Hutchinson Business Books. Clemmer, J. 2012. Management vs. Leadership. http//www. jimclemmer. com/management-vs. -leadership. php (accessed May 14, 2012). Future Visions. n. d. Leader Vs Manager. http//www. futurevisions. org/ldr_mgr. htm (accessed May 14, 2012). Hickman, C. R. 1990. Mind of a Manager- thought of a Leader. Canada John Wiley & Sons, Inc. Jaques, E. , and S. D. Clement. 1994. Executive Leadership A Practical postulate to Managing Complexity. Arlington Cason Hall & Co Kotter, J. P. 2001. What Leaders Really Do. Harvard Business Review, December 85.Macdonald, I. , C. off and K. Stewart. 2006. Systems Leadership Creating Positive Organisation. England Gower Publishing Limited. Naddafpour, Ali. (2012). Chapter 11 Leadership and Influence Processes. raise notes. Retrieved from College of the Canyons Website http//www. canyons. edu/Faculty /naddafpoura/Bus110/Bus110Ch11Sum. htm (accessed May 14, 2012). The Talent Management Experts. 2007. Business Impact Leadership Brochure. Sydney Development Dimensions International Inc. Waddell, D. , G. R. Jones, and J. M. George. 2011. Contemporary Management. 2nd ed. North Ryde, NSW McGraw-Hill Webster, A. 2012.Comparison of Management and Leadership. http//www. ehow. com/info_7758884_comparison-management-leadership. hypertext mark-up language (accessed May 14, 2012). Zaleznik, A. 1992. Managers and Leaders Are they Different. Harvard Business Review, March 15. http//hbr. org/1992/03/managers-and-leaders-are-they-differ ent/ar/1 (accessed May 14, 2012). SCHOOL OF MANAGEMENTAssignment COVER SHEET Your Name/s SHARNI TIETZEL disciple No/s 14859351 whole Name Management 100 Unit Index No. 10848 TUTORS Name MARTIN TURNBULL TUTORIAL daytime/Time/Class EXTERNAL Assignment Title (where applicable) INDIVIDUAL assigning Dont forget to date stamp 18/05/2012Students comments to reviewer/Tutor (if any) Please read the following and sign where indicatedDECLARATION I/We produce the attached assignment is my/our own work and has not previously been submitted for assessment. This work complies with Curtin University of Technology rules concerning plagiarism and copyright. Refer to www. policies. curtin. edu. au/documents/unit_outlines_plagiarism_state. doc for plagiarism and copyright information. 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