Leadership vs. Management
Both deal with influencing people’s actions but differences exist where leadership entails more of combining people resources of time, energy and knowledge to attain a particular goal. This process is referred to as synthesis. On the other hand, management entails more of analysis where components are evaluated and assimilated for guidance. This creates the position of subordinates that is not present in the leadership context. Conversely, leadership creates followers who have a prerogative to follow or not follow unlike subordinates whose authority channel pre-established in the organizational structure. Typically, a leader centers on people affairs whereas a manager’s focus is directed on organizational systems. In an organizational context, leadership is more long-term oriented than Management since the former sets forth vision and goals while the later steers to their accomplishment. This implies the leader has a mandate to develop or innovate whereas the manager does the maintenance as well as administration (Copeland, 1997).
It occurs when goals and objectives set by the leader are not accomplished or means used to accomplish differ from the desired initial approach. External factors can contribute to failure but most instance result from leadership mistakes. An exemplification can result from a leader accumulating much power and influence but not using it for the organization’s good. Another cause of leadership failure is elusiveness and inability to rationalize to accept one’s responsibility for failure. Such mannerisms make it difficult to correct discrepancies before they total to failures. Glory seeking is a common cause of leadership failure where leaders seek attention, reward and recognition for actions at times not attributed to them. The effects of this are de-motivation of followers and a continual drift between them and the leader. Leader with self-absorption are likely to make risky decisions typically not for the organization’s welfare. Neglecting relations and communication with subordinates is a likely indication of failure since decisions made are likely not comprehensive (Finkelstein et al. 2009).
Leadership and purpose
For organizational leaders, the direction or reason for firm’s existence is stated in the purpose statement. To make a purpose statement extensive internal debate as well as external consultation is required. Purpose entails the direction where the firm’s energy and resources will be directed. In course of forming a purpose statement, the leadership or leader considers means of influencing other people to align with the purpose. Additionally, the leader is attentive on his required behavior and conduct required to lead in accordance to the stated purpose. A good purpose statement integrates the organization’s vision, mission and involved strategies. It indicates what the organization strives for, the required actions and operational methodology. For instance, if the mission is ultimate customer satisfaction then actions need to attain it followed by administration of the action is required. Purpose is an important aspect in leadership since it eliminates confusion, unnecessary conflict and mitigates effects of operational distractions. However, purpose in negated by lack of action thus the two are complimentary (Sahu & Bharti 2009).
Leadership and self-awareness
Self- awareness is infrequently discussed in context to leadership, however it is imperative since a leader requires a personal assessment to determine weakness and strengths. Personal assessments can be counterintuitive for leaders since external and self-expectations may compel them to act as all knowing or over competent. Typically, self- awareness enables a leader to identify weakness and work at improving. Additionally, the leader benefits from identifying strengths for compounding. In the context of an organization, self-awareness facilitates the identification of knowledge gaps in need of filing by continual learning. Eventually, there is creation of innovation and alertness in the organization given members’ continual learning. Lastly, self-awareness enables the leader to keep one’s strengths in balance. For instance, if one is great with detail, an over-emphasis may lead to unnecessary actions thus impeding timely execution of other tasks. Self-awareness can be done through informal or formal feedback from colleagues (Finkelstein et al. 2009).
Leadership and shadow
Individuals in positions of leadership or authority through their actions, beliefs and priorities subtly influence subordinates or followers without their knowledge by psychological and mental cues. This is referred to as the shadow of the leader. Employees and subordinates subconsciously pick the culture portrayed by the individual in authority by observing the dislikes, emotions and conduct demonstrated. The employees thus learn what is of priority and the preferred personality traits to excel in the organization. Consequently, organizations are continually transformed to shadow, in form and culture, the leaders. The shadow is important since it creates a psychological atmosphere in the organization fostering either success or failure. The leader is compelled to be thoughtful while communicating or operating in the organization given the resultant shadow. For instance, if a manager is frequently late for meeting with subordinates then the probability of subordinates arriving late with reasonable excuses is high (Rothwell et al. 2008).
Leadership and values
The traits and work ethics at preeminence in a leader’s conduct illustrate his/her values. These are attitudes and behaviors most important to the leader and subsequently are of priority in the organization. For an attitude or behavior to be considered a value there need to be consistency by the leader in demonstration. The leadership must exhibit the values they desire to see in subordinates or colleagues to the extent they are practices even when leaders are absent. Values in leadership are potent points of influence to subordinates and are an important composite of the work atmosphere. They include dislikes, prejudices and a constellation of logical/illogical daily judgments. Values influence perception of both internal and external factors in an organization. Several classifications of leadership values have been created depending on a leader’s inherent trait. There are leaders passionate for balance, knowledge, results, service, power and order. The value embraced by a leader determines their leadership style and most suitable organizational roles (Keller, 2003).
Knapp, J., & Olson, S. (January 01, 1996). Ethical Leadership. Journal of Leadership & Organizational Studies, 3, 4, 84-86. The author discusses the benefits in terms of ethical leadership to organizational success. Components of ethical leadership from decision-making to employee motivation are covered in the article. Kanungo, R. N., & Mendonca, M. (January 01, 2001). Ethical leadership and governance in organizations. Canadian Journal of Administrative Sciences. , 18, 4.). the articles reveals the motivational effects in the organization of ethical leadership. The author reveals importance of ethics in creating organizational values and confidence in organizational communication channels. This article illustrates the place of ethical governance in modern organizations. Yoder-Wise, P. S. (January 01, 2005). Ethical leadership. Journal of Continuing Education in Nursing, 36, 5.) The author notes ethical leadership is not fully developed in the nursing arena thus outlines how it would increase efficiency in the industry of fully incorporated. There are various examples outlined where ethical leadership is noted to have brought about radical positive changes in the nursing field. Davies, B., & Davies, B. (January 01, 2004). Strategic leadership. School Leadership & Management, 24, 1, 29-38. Strategic leadership and visionary require ethical leadership to align all resources in organization to a specific recognized pattern critical for goal attainment. the author’s thesis is centered around the aforementioned statement and various approaches of creating and maintain consistency in organizational ethics are covered.
Copeland, K. I. (January 01, 1997). Leadership versus management. Canadian Emergency News.
Davies, B., & Davies, B. (January 01, 2004). Strategic leadership. School Leadership & Management, 24, 1, 29-38
Finkelstein, S., Hambrick, D. C., & Cannella, A. A. (2009). Strategic leadership: Theory and research on executives, top management teams, and boards. New York: Oxford University Press.
Keller, M. A. (January 01, 2003). Strategic Leadership. Law and Order, 51, 121-124.
Rothwell, W. J., Prescott, R. K., & Taylor, M. W. (2008). Human resource transformation: Demonstrating strategic leadership in the face of future trends. Mountain View, Calif: Davies-Black Pub.
Sahu, R. K., & Bharti, P. (2009). Strategic leadership. New Delhi: Excel Books.
Seal, U. S., & Bronk, T. (January 01, 2011). Leadership versus management; where do you fit?. Minnesota Fire Chief.
Wilen, S. B. (January 01, 2006). Crisis leadership versus leadership in crisis. Journal of Emergency Management.
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