Difference Between Leadership And Management

Studies on the subjects of leadership and management have the underlying difference between a leader and a manager as “managers maintain things and leaders change things.” Gill (2006:26) explains their difference as “Managers plan, allocate resources, administer and control whereas leaders innovate, communicate and motivate”

Management and leadership are two of the most important positions to have for anyone in an organization. Both of these positions come with a great deal of responsibilities; however, they both serve two different purposes and responsibilities in an organization, along with a different sent of guidelines.

Much has been written about the difference between management and leadership. In the past, competent management staffs ran effective companies. In light of our ever-changing world, however, most companies have come to realize that it is much more important to lead than to manage. In today's world the old ways of management no longer work. One reason is that the degree of environmental and competitive change we are experiencing is extreme. Although exciting, the world is also very unstable and confused. In an article entitled What’s the Difference between Your Hospital and the Other? Gary Campbell states that the difference between a manager and a leader is that the manager “finds himself quite willing to

Leadership and management are commonly mistaken to be the same. Leaders and managers in an organization both lead, but the two are not synonymous. Management functions can provide leadership; and leadership activities can contribute to managing. Often leadership is also misunderstood to mean directing and instructing people and making important decisions on behalf of any organization. Effective leadership is much more than these. Good leadership requires attitudes and behaviors (Chapman, A., 2010). It requires human qualities beyond conventional notions of authority whereas management relies heavily on tangibles measurable capabilities such as effective planning. The followings are some differences between leader and manager. Manager administers, and leader innovates. Manager maintains and leader develops. Manager focuses on systems and structures, and leader focuses on people. Manager imitates and leader originates. Manager accepts the status quo and leader challenges it. Manager has his or her eye always on the bottom line and leader has his or her eye on the horizon.

Management and leadership are two notions that may be interchangeably, but there is a huge difference between a manager and a leader. They are two different ways of organizing people; the manager uses a formal method and the leader uses passion. "Managers do things right, and leaders do the right things." (Chapman, 2004, p.80)

Leadership can be thought of in an infinite amount of ways, and can be described in just as many. According to Leadership for Recreation, Parks, and Leisure Services, written by Christopher R. Egdinton, Susan D. Hudson, Kathleen G. Scholl, and Lara Lauzon, leadership in recreation, parks, and leisure services can take on a variety of definitions, but most include some version of a person who influences another person or group to achieve a certain goal or objective (2011). In his article, “Leadership Versus Management: What’s the Difference?,” author James Kotterman provides a table that compares the actions of management and leadership, describing leadership actions as so: “displays very passionate attitude about the vision and goals, influences creation of coalitions, teams, and partnerships that understand and accept the vision, motivates and inspires, and

Over the past twenty years, an abundant body of researches have been done to review transformational leadership and transactional leadership. Burn (1978) was the first person to introduce and conceptualize the concept of transformational leadership and transactional leadership. Bass (1985) based on Burn’s concept and deepened his notion with modifications, which stated that one of the best frameworks of leadership is transformational or transactional. Following Bass and Avolio (1994, p. 4) provided the idea of these two leaderships and generalized them into the development of global economic world. Bass and Avolio (1997) also suggested that there was no need to view transformational and transactional leadership as

Now that we know the differences between management and leadership, lets see how it works in the real world.

Sharma and Jain (2013, p. 309) point out that leadership and management even though different are linked to each other. “The manager’s job is to plan, organize, and coordinate. The leader innovates and the manager administers.” Organizations need both types of personnel to get things done. However, the aim of leadership and management do not always work cooperatively. To illustrate this point we quote Warren Bennis, a prominent scholar and organizational leadership consultant about how leadership and management work with each other:

Much is made of the impact of leadership on an organisation. Theory has moved on from the idea of born leaders and specific traits that deliver effectiveness, to behavioural approaches and a distribution of the function through the organisation. ‘The Rise and Fall of Carly Fiorina’ (Johnson 2008) details Hewlett Packard’s recruitment of a celebrity CEO who took the organisation away from 60 years of distributed leadership, to implement an autocratic leadership style. This essay examines the case study and discusses elements of leadership and leadership failure. The continuum between task oriented and relational leadership is examined in the context of the scenario and a contrast is drawn between the autocratic leadership style employed and transformational leadership. While hindsight suggests the match between Hewlett Packard and the incoming CEO was hopelessly flawed, there is reason to blame Fiorina’s lack of emotional intelligence for a style completely at odds with organisational culture.

The relationship between the terms leadership and management in an aviation point of view can be very vague. To begin with, the term leadership can stand for a variety of significations, there are many definitions as to what leadership could mean and various literature defining the concept. Incidentally, when looking at it in context, leadership sets one’s sight on the fact that it is mainly individuals, who are leaders that guides a group or an organisation, which is regarded collectively . It can also be argued that leadership is also about individual style of leading a team or an organisation (look for ref to support). On the other hand, when considering the term management, it becomes apparent how different it is, in comparison to leadership (ref). (author, 1998) argues that management is often seen as directors and managers who have the power and responsibility to make decisions and oversee an organisation or enterprise. Subsequently, management can be ambiguous due to the fact that it has many definitions for different industries. This essay will discuss it in the context of Hospitality, tourism and leisure industry. The ambiguity, linkages and interactions will be considered alongside key industry examples. The nuances of the different types of industry and how leadership and management styles manifest within the delivery of service. Furthermore, the intended and unintended impact on the industry and its outcomes.

It has been argued that it is not realistic to separate leadership from management and they seem very similar and both of them do the same tasks and the differences between them arevery limited in terms of their duties and responsibilities towards organisations and employee. However, it seems that leaders and managers have significant differences regarding to their dealing with changes, facing difficulties and how do the lead the organizations to success and more importantly what kinds of relationships do they have with workers at organizations. So that leadership seems to be the right option for private sectors and it can offer massive significant benefits for both organization and workers. So this essay is going to demonstrate the most important differences between leadership and management, which might lead us to distinguish leadership from management and answer the following question. To what extent are leaders and managers are different and which one is the most important for private sectors.

Managers and leaders often get grouped into the same category. However, management is a titled given and leadership is a titled earned (Maxwell, 2013). The characteristics of a leader are different than the characteristics of a manager. Leaders have followers, they tend to be long-term thinkers, take risks, and create an excitement at the workplace (Leadership vs Management, n.d.). Management is more short-term thinkers, they are transactional, and are work driven (Leadership vs Management, n.d.). Great leaders become great managers but great managers do not always become great leaders (Maxwell, 2013). Companies, organizations and sports teams are defined by their management/leadership.

It is crucial for an organisation to have the correct type of managers and leaders who will thrive to achieve the organisational goals in the current global business environment. It is vital for managers and leaders to know their roles and responsibilities and what they suppose to do. This essay will explain the differences and similarities between manager and leaders, the traits they posses and how both employ different approaches to achieve the goals.

Doing the right thing and doing things right can primarily seem to have sunder meanings. In fact most books and articles analysis on the difference between leaders and managers study how these two roles are characterised by different attitudes towards multiples aspects such as decision making, main focuses, objectives and relationships. The essence of leadership, according to Tannenbaum, Weschler and Massarik (1961), is interpersonal influence, involving the influencer in an attempt to affect the behaviour of the influencee through communication towards the attainment of a specific goal. Instead management, according to Buchanan and Huczynski (2010), is seen as the establishment of planning and budgeting, designing and staffing the organizational structure, monitoring and controlling performances. Initially this approach appears to be the most logic and right under many points of view such as current expectations, etymologically and historically.