The concepts of Leadership and Management

The concepts of Leadership and ManagementIn new-fashioned years, in that location has been ongoing ponder as to whether or not there is an obvious sign betwixt the concepts of Leadership and Management (McCartney Campbell, 2006).Although attractionshiphip and way are vital to organisations many theorist palisade that both terms are profoundly different and that both exist as two furcate entities (Bennis Nanus ,2003 Hughes, Ginnett Curphy ,2002 Shriberg, Shriberg Kumari, 2005 Zaleznik, 1977, cited by McCartney Campbell, 2006 ). Bennis Nanus (2003) argues that managing is to bring ab go forth, to accomplish, to have charge of or responsibility for and to conduct, whereas leading is to knead and provide direction (p.20). Bennis Nanus (2003) asserts that Managers are hoi polloi who do things right and leading are people who do the right things (p.20). Hence, the connotation can be interpreted as an association amid faculty and say-so, vision and rational and fina lly innovation and logic (Sampson loony, 2009). Although Bennis Nanus (2003) statement is mostly true there appears to be an indistinguishable region, due to the fact that leading is considered as one of the four functions of instruction and that leading on occasion use certain managerial skills to achieve personal and organisational goals. This essay will provide linkages in the midst of theoretical arguments of both Leadership and Management first by providing a theoretical definition on both terms followed by a well developed argument on the basis of whether or not both terms are distinct or that one figure is a pigboat bewilder of the other (Koontz, 1964, as cited in McCartney Campbell, 2006).Numerous commission texts often define management as a clothe of activities directed at an organisations resources with the aim of achieving organisational goals in an expeditious and effective manner (Griffin, 2002, p.7, as cited in McCartney Campbell, 2006). Sampson Daft ( 2009) describe lead as the ability to crop people to the attainment of organisational goals through interpersonal relationships that co-exists between leaders and followers. Colvard (2003) argues that although managers provide leaders and vice versa, managers do not behave the unique functions of leaders. Similarly, Bennis Nanus (2003) forceful that leaders generally carried out a different organisational purpose than that of managers, as leaders required different sets of skills to meet organisational goals. In contradiction to Colvard and Bennis Nanuss statements , Caldwell (2003) claims that in current times innovation is as much indwelling in management as in lead, as managers no longer perform their traditional usance of directing and controlling work procedures but act more often as facilitators (Kirton 1980 Kanter 1989) .In new years there has been much written on the difference between lead and management (Sampson Daft, 2009). i of the many viewpoints suggested is that both management and leadership require distinct skill sets that vary from one other to such a degree that they are unlikely to become uniform (Zaleznik, 1977, cited in McCartney and Campbell, 2006). Often the Distinctions between management and leadership are associated with cause, personal history, motivation and correct empowerment. Contemporary leadership texts maintain their lay in regards to the differences argued between both concepts, with references to Benniss quote.An alternative notion on leadership and management is that one paradigm is a subset of the other, therefore signifying the ability of an individual to possess both leadership and managerial skills. Koontz (1964) implied that managers possess leadership skills even though it accounts for small fraction in the functions of a manager. In contrast, Bennis and Nanus (1985) considered leadership as being the most comprehensive concept of the two by presenting it as the preferred alternative to management. u mteen other theorists believe that leadership and management are complimentary skill sets that are both inevitable for organisational success (Kotter, 1990). Russells (2001) described individuals who possessed both sets of skills as leader-manager. As there are many perspectives, it appears that the debate concerning whether leadership and management skills are distinct interpersonally or whether they can coexist intrapersonally has not yet been amply resolved (Yukl, 2002).Both Zaleznik (1998) and Kotter (1990) emphasises that leadership and management may be similar and yet very distinct. Managers set up and account for whereas leaders establish direction. Managers control while leaders motivate. Managers produce high standards and accordance in a specified timeframe. Leaders produce the potential for dramatic change and possibly even failure (Kotter, 1990).The vast amount of research on the issue of the difference between the concepts and leadership and management indicate that leaders manage and sometimes managers lead (Bass, 1990). There is more to leadership than managing and vice versa as leadership is a small quantity in the functions of managment. Leaders and managers may be differentiated by attitudes, goals and values.Generally many leadership theorists argue that the functions of leaders and managers are theoretically different .However the two concepts occasionally blended, but act as two different functions. Kotter (1995) distinguishes management as the process by carrying out structured procedures and policies as method of dealing with change.The main difference argued in the distinction between leaders and managers is related to source of power and the amount of conformity it creates within the followers (Sampson Daft, 2009). Sampson Daft (2009) classify power as the ability to influence the behaviour of others (Mintzberg, 1983 Pfeffer, 1981) (p.554). In general there are five sources of power, legitimate, reward, coercive, effective and r eferent, which can subsequently be further divided to position and personal power (French Raven, 1960, as cited in Sampson Daft 2009). Management power comes from organisational structure by promoting stability and resolving problems in order to take on their task and achieve organisational goals (Zaleznik 1977 Sampson Daft 2009).leadership power, however , comes from the personal sources and interests of the leader (Sampson Daft 2009) .Legitimacy of managers depends upon employee acceptance, whereas legitimacy of a leader depends on the reception of their subordinates (Bass 1990).The great man theory focuses on leaders who have achieved a train of greatness (Kakabadse and Kakabadse, 1999). This theory presumes that a great man or individual possess the essential skills to perform as a leader. Many theorist have investigated the behaviour of leaders and how this impacts on leadership effectiveness (Yukl, 2006), the function of leadership (Shamir, 1995), as well as on contingen cy approaches (Baker, 2007 Fiedler, 1967). It is believed that the behaviour of a leader, instead than their personal traits determines leadership effectiveness as well as the overall achievement of organisational goals (Sampson Daft, 2009).The focus of recent research has shifted from personality traits toward the behaviour displayed by leaders. Different patterns of behaviour were grouped together and labeled as manners. The best known theory was Blake and Moutons leadership Grid .The leadership grid measured a leaders concern for people and the task at hand. the model consist of five major management flares group management whereby set tasks are accomplished by committed workers. Secondly Club style management is when the firsthand focus is shifted from being task oriented to worker orientated. Authority compliance management happens when the primary focus is on efficiency in operations/productions. Middle of the road management is a style that reflects an even amount of c oncern on the task at hand as well as the concern for the works. Lastly , Impoverished management occurs when managers arent concerned with the task as well as the workers, pickings a laissez- faire approach . This theoretical approach is often effective in allowing managers to consider different actions or methods in reaching organisational goals. In contrast, contingency leadership theories focus on the application and effectiveness of leadership styles to the different operating environments that can be found in the workplace (Sampson Daft, 2009).The contingency approach assumes the leadership behaviour is dependent on a wide variety of chance events or situations. This approach is utilize to identify the conditions of a task, managerial job and person as parts of a complete management situation and attempt to integrate them all into a solution which is most appropriate for a limited circumstance (Sampson Daft, 2009).Frederick Fiedlers contingency model emphasises the importa nce on leadership style, position power and the situation in which that leader operates. Fiedler associates the effectiveness of a leader as by assessing group situations. Fred Fiedlers Contingency Model likewise expects that the success of leaders will depend upon their characteristics (Sampson Daft, 2009).Path- Goal theory concentrates on leaders providing rewards individual deed of objectives by illustratively providing a path to the achievement goals and the removement of barriers. There are four primary styles of leadership styles in the path- goal theory. Firstly is supportive leadership occurs when leaders sympathises with the workers needs. Directive leadership is the situation in which leaders set out the performance goals by providing specific guidelines to allow subordinates towards the achievement of organisational goals. Thirdly, achievement oriented leadership occurs when leaders emphasises the importance of achievement of difficult tasks whereby employees are award ed according to their achievements .lastly participative leadership occurs when leaders consult with sub ordinates about work and the path in which to take to resolve problems. Leaders should adopt a style with which they complement the organisational situation to ensure that both the work is completed within the set period of time.late(a) work on leadership has begun to distinguish leadership as something more than just the ability to influence and motivate people (Sampson Daft, 2009). Research has found that some leadership approaches are more effective than others. These types of leadership are catogorised as transformational and transactional leadership. Transformational leadership occurs when leaders broaden their horizons in order to fulfill organisational goals and the needs of employees .Burns (1977) argued that it was affirmable to distinguish between transactional and transforming leaders. Bass (1985) suggested transactional forms can be drawn upon and transformed. Thus, resulting in transformational leadership being efficient in the accomplishment of organisational goals