Management and leadership
Key difference between management and leadership : These two important topics such as management and leadership are key aspects of organizational behavior that are related but not exactly same. Some of the key difference between management and leadership can represent below: Table: 1. 1 . Key difference between leadership and management practice in an organization I. Management Leadership II. Definition Management Is approach or practice of managing and controlling organization and its activities.
Leadership is the process of influencing and managing people In an organization. Iii. Key focus Management provides key focus on organization. Leadership provides key focus on people. Lb. Nature or key features Management mainly has common features of rational that maintain stability of the organization. Leadership has mainly key features of visionary that lead to innovative efforts within the v. Position Management holds the power position in an organization. Leadership holds the personal power in an organization. VI.
Main task The manager is responsible for organizing tasks within the The leader is responsible for nurturing people within the evil. Approach of doing things The management does things right in relation to achieve goals and objectives. Things in relation to achieve both personal and organizational goals and objectives. Viii. Type
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From organizational perspective, management can be defined as the co-coordinating the elements and resources of an organization to accomplish goals and objectives. The coordinating task must be in effective and efficient way. The organizational resources included the human resources, financial and other resources to perform the routine task properly (Armstrong and Stephens, 2005). Leadership: Leadership holds the notion that any person has the quality of social influence over a group of people to accomplishment of a common task.
Or other sense, leadership is as simple as the man who knows the way follow the way and direct the way to achieve organizational goals and objectives. Some popular leader defined leadership as the art of organizing human resources to accomplish a goal for moon welfare (Armstrong and Stephens, 2005). In organizational sense, leadership has been defined as a process and property. As a process leaders influence the human resources to shape the organizational goals. And motivate the employees toward success.
As a property, leadership is the total of some characteristics attributed to a person who can easily influence the behavior of others without force or whom people accept as a leader (Stringing, 2012). From the above definitions of leadership and management, it can be concluded that though hey have similarities in notion but it also possess some strong differentiations between them. Major management and leadership styles There are several major styles of a leader/manager in an organization.
For example, according to Cole (2004) there are three major styles that include: authoritarian, Authoritarian style: It is also known as autocratic style. The authoritarian style mainly reflects autocratic approach in decision making without consulting others by the leader/manager. Participative style: This style is also known as democratic style. The participative style mainly reflects that the leader/manager represents his or her priorities and values in decision making as well as considers advice and suggestions from followers in decision making process. Delegating style: This style is also known as Laissez-fairer style.
The delegating style mainly focus on that the leader/manager hands over duties as well as empower the people in defining organizational goals and objectives in line with personal goals and objectives and set their own pace of work by the group. In addition, Johnson (2013) has noted that there are two more leadership styles such s transactional and transformational leadership style. These two leadership styles can be discuss and explain as follow: Transactional style: In accordance with this leadership style, the manager/leader provides rewards or punishment based on the performance of the group members.
It has been revealed that according to this style of leadership and management, the manager/leader and group members set predetermined goals together, and the people are agree to follow the direction and leadership of the manager/leader to accomplish those goals. Transformational style: It has been identified that this style is depends on the high levels of communication in order to meet goals in which the manager/leader playing vital role in motivating employees as well as to enhance productivity and efficiency through communication.
It has also been identified that according to this style, the leader/manager The needs Moscow identified fall into a hierarchy or arrangement, of power to motivate behavior, as illustrated in above diagram. Each higher-order needs become active and motivate a person only when rower-level needs have been fulfilled. Every person perceives the needs in each category. McGregor theory X and theory Y: According to theory X and theory Y, there are two major types of people in an organization (Griffin, 2012). The theory X is mainly based on the scientific management approach in an organization.
Some of the key characteristics of people according to theory X can be shown as follow: 0 Most of the people do not like work and they try to avoid it; 0 The manager/leader needs to control, direct and threaten employees to carry out tasks ND activities by the employees; 0 Most of the people prefers to be directed; 0 They avoid responsibility within the organization; 0 Majority of the people are great concern over security, mostly security of Job; and People have less ambition while working at organization (Griffin, 2012).
The theory Y is viewed as the human relations approach in an organization. Some of the key characteristics of people based on theory Y can be shown as follow: 0 Most of the people like work as play; 0 The manager/leader needs less control and direction as the people are internally titivated to achieve objectives; personal and organizational goals and objectives; 0 Most of the people seek and accept responsibility within the organization; and 0 Most of the people show their ability to solve problems as well as to represent their creativity at the organization (Griffin, 2012).