Managers vs Leaders

MANAGEMENT 100 Using examples, compargon and contrast the characteristics of both negociaters and leaders. There is a lot of confusion, or at least rattling contrary views, just well-nigh what is meant by management and what is meant by leading, about whether the ferment of carriages is fundamentall(a)y assorted from the compute of leaders, and whether they are in fact different roles at all. Of course the meaning of such ambiguous words will depend on the definition people choose to retort those words, and there are many authors who affair management and leading interchangeably while there are some other authors who stipulate very separate definitions for each.As Summarized by Professor Warren Bennis, way is amazeting people to do what needs to be done. lead is getting people to want to do what needs to be done (Bennis 1989). Whilst private instructors have the authority to make people get work done, leaders will inspire, motivate and mentor people in to getting thi s work done. Many managers have non yet mastered the interpersonal skills needed in order to have peachy leadership skills. (The Talent Management Experts, 2007). leading occurs through 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 four functions of Planning, Organising, controlling, and leading. (Waddell, Jones and George 2011) They also problem solve, cope with complexity, budget and make in effect(p) decisions. Whereas lead focuses on people and how they are mentored. Leaders will typically create vision and set a direction to promote change and discontinue strategies to inspire, innovate and motivate people, forming relationships and creating teamwork (Future Visions. n. d. ).Typically these are the general definitions given b y most authors however everyone has their own ideas about the work that each does. In a Harvard avocation Review Classic article, Zaleznik (1992, 15) observed that managerial culture emphasizes rationality, order and control, and that a manager is a problem solver. He went on to suggest that leadership requires very different skills and behaviours more similar to an artist, that leaders tolerate chaos and lack of expression, 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 only proposes that leadership work is indeed different from management work but also that managers and leaders are different roles and different people. In another Harvard Business Review article entitled What Leaders really Do Kotter (2001, 85) writes that management and leadership are two distinctive and complementary systems of action. 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 analogy a peacetime army is about administration and management with good 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 setting direction, management is about organizing and staffing whereas leadership is about aligning people, and finally management is about controlling and problem understand whereas leadership requires motivating and inspiring. Kotter describes the commonly parroted list of differences between what leaders do and managers do.It is probably more accurately a description of management behaviours/work and leadership behaviours/work than a distinction between managers and leaders. In truth many managers do untol d leadership work, and many leaders do much management work, so it the distinction between roles is a bit artificial, but it is true there are different types of work. The commonly held distinction between manager and leader is perhaps 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 orderly 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 headland to bear on the daily organisational problems. In contrast the leader brings the feelings of the soul to bear on those same problems. The mind represents the analytical, calculating, structuring, and ordering side of tasks and organisations.The soul, on the other hand, represents the visionary, passionate, creati ve, 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 impossible and incorrect separation. Instead managers have leadership accountabilities, and to be a good manager one also needs to demonstrate good leadership. Being a good boss is not about simply relying on hierarchical authority but about setting purpose and getting people to be active in the direction of that achieving that purpose.Similarly McDonald, Burke and Stewart (2006, 79) lament that leader is apply in a positive manner suggesting charisma and vision, and doing the right 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 doi ng leadership work (as well as doing other management work such as planning, budgeting, etc. ). On the other hand not all leaders are ineluctably 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 can you really point to one individual person and say they are a manager but not a leader and to another 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 perhaps a false dichotomy or at least not useful in so far as there are many many people with the job title of Manager but for whom a good deal of the ir work is leadership work. However most authors do agree that there is a set of characteristics/skills/values/behaviours which can clearly be defined as leadership attributes, and the exercise of these attributes is identifiable as leadership work and it is indeed distinct from the planning, controlling, budgeting, reporting work of a manager. ReferencesBennis, W. 1989. On sightly 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- Soul of a Leader. Canada John Wiley & Sons, Inc. Jaques, E. , and S. D. Clement. 1994. Executive Leadership A Practical Guide to Managing Complexity. Arlington Cason Hall & Co Kotter, J. P. 2001. What Leaders Really Do. Harvard Business Review, December 85.Macdonald, I. , C. Burke and K. Stewart. 2006. Systems Leadership Creating Positive Organisation. England Gower Publishing Limited. Naddafpour, Ali. (2012). Chapter 11 Leadership and Influence Processes. Lecture 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. html (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-different/ar/1 (accessed May 14, 2012). SCHOOL OF MANAGEMENTAssignment COVER SHEET Your Name/s SHARNI TIETZEL educatee No/s 148 59351 Unit Name Management 100 Unit Index No. 10848 TUTORS Name MARTIN TURNBULL TUTORIAL Day/magazine/Class EXTERNAL Assignment Title (where applicable) INDIVIDUAL ASSIGNMENT Dont forget to date stamp 18/05/2012Students comments to Lecturer/Tutor (if any) transport read the following and sign where indicatedDECLARATION I/We declare 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. I/We have retained a copy of this assignment for my own records. Signed SHARNI TIETZEL THIS SECTION IS TO BE COMPLETED BY LECTURER/TUTOR COMMENTS TO STUDENT Recorded trade name Lecturer Date ASSESSMENT 2 RESPONSE SHEET Individual Essay Students need to use both in-text referencing and build a reference list. Students m ust use 8 sources of reference fewer than this will result in a fail grade. 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