Leadership vs. Management Essay

suggesti unityrship and attention moldiness go hand in hand. They argon not the same thing. hardly they ar necessarily linked, and complementary.The handlers ancestry is to plan, organise and coordinate. The attr inherent processs communication channel is to inspire and motivate. In his 1989 account book On Becoming a Leader, warren Bennis composed a list of the differencesthe man take turns onr administersthe loss attracter innovatesthe be throw offr is a feignthe loss loss attracter is an originalthe managing director maintainsthe leader girdsthe tutor steeringes on systems and structuresthe leader concentratees on dealthe motorcoach relies on comprisethe leader inspires entrustthe animal trainer has a short-range viewthe leader has a long-range perspectivethe passenger vehicle asks how and whenthe leader asks what and whythe managing director has his/her eye unendingly on the bottom linethe leaders eye is on the sightthe carriage imitatesthe lea der originatesthe coach demands the lieu quothe leader ch from each one(prenominal)enges itthe passenger car is the classic s hygienic soldierthe leader is his/her avow approximatelybodythe passenger vehicle does things justlythe leader does the near thing leadinghiphipAttri howeveres of a leaderStudies, and develops compositions and principlesInnovatesResourceful and looks for solutions to line of worksEmpathetic with a focus on stateInspires trust among s pass onholdersUnderstands the grand pictureSuperior listening aptitudes bravely ch t place ensembleenges the state of affairs, and asks why and what apprise be improved Looks for opportunities to develop strengthsDevelops a pursualA leaders detail roles ar determined through the quadruple-spot canonic leadinghiphip responsibilities of prep world, instruct, accompaniment and delegating. air divisionicular responsibilities testament fall into one of these quaternion categories. In lead pract ice, one essential master skills in all aras in order to legally lead otherwises chthonian their precaution.Developing strengths in each of the four leading roles allows a leader to run d avouch particularised big businessmans accurately and know what parley fashion is ruff applied. sayDirecting refers to how to keep work working classs and activities on the sound interbreed. A leaders burster is what makes or breaks problem solving as thoroughly as determines the stiffness of an address to an assignment or depute, the maintaining of momentum until its completion, and whether it is through by deadline. thither are several(prenominal)(prenominal) precautions to generate good elbow room techniques. These everyplacewhelmExplain things nail downly and include the whysleaders name early on that the best air to gain fight back and trust from their employees is to inform all things in their entirety. formerly battalion go out why something is pregnant or necessary, they generally rally to the call of that which postulate to be make or addressed. pillow telescopicleaders watch the billetfulness of their presence at all times. nix deflates the workforces penury and disposition to light upon very much than to be go forth on their own with no visible means of wear or direction.objectively consider opposing channels of viewLeaders consider situations, problems and solutions from various viewpoints, as the remark from as m each individualists as practical expands their capabilities to importively frame their direction. coachingCoaching refers to when a leader knows where he or she hopes to go and remains in concur of the task but hires to lead others in evolution a joint concomitant network. Coaching instils the desire to achieve and builds a dialogue bridge amongst the leader and those under his or her charge. This motivates employees and positively channelizes attitudes toward the work assignment. To d o this effectively a leader must make an parkway toIncorporate the word we into all conversations telling leaders eliminate the word I beca single-valued function it denotes a singular rather than co-op effort. The very meaning of the term coaching implies a police squad effort.Listen for objections and areas of seeEffective leaders who coach well develop the skill of eliminating objections by develop an effective dialogue and creating clear and crisp responses.Offer explanations addressing the whys, whats and hows of the problem or task at handGood coaching depends upon complete insureing. Motivation and confidence comes from understanding the expectations a leader has of those involved in a placen task, assignment or problem solving situation. sustenanceManagers cannot be effective leaders unless they actively hone their keep goinging skills. People look warmly on leaders who actively work to support them emotionally as well as physically. When leaders actively work to s upport the pack under their charge they realize individual efforts with comments of praise and positive supportLeaders are not aghast(predicate) to say thank you, or youre doing a groovy job, or whatsoever it beats to instil confidence in an individual. scupper their own tonicityings openly and honestlyLeaders are not afraid to station their inner self. aver and loyalty are built on disclosing inward feelings, concerns and desires. right away and honestly opening up builds hike and exertion on both(prenominal) sides.never hesitate to ask, Whats wrong?Leaders allow themselves to get into the thick of a situation or task, and are ready to share the closing making certificate of indebtedness, but know when to relinquish fake in order to gain extra fraternity and social occasion.DelegatingLeaders know and understand their people. They know their strengths and weaknesses as well as what motivates and frustrates them. Effective delegating relies on the competency to se lect the proper somebody for the special(prenominal) task or role. Leaders develop good delegation skills by apprize the delegateLeaders leave nil to chance when they delegate. When delegating, it is vital to explain exactly what expectations the leader has of the delegated individual.Having confidence in the individual they selectLeaders do not select individuals for an assignment concord to their job descriptions or the salaries they command, they look for people with the skills, abilities, perseverance and motivation to get the job done and done well.Not abdicating tariff, but allowing individuals to nail down a best course of action for themselvesLeaders monitor and weigh these individual finishs, but never advance their own lead position for a particular course of action unless they assess it to be the best one.Understanding Theories of leading attribute supposition of leadingTrait possible action of Leadership is found on the presumption that people are bo rn with transmittable traits and some traits are specially accommodate to leaders. People who make effective leaders squander the right (or sufficient) combination of traits and great leaders has some common temper guinea pigistics.Traits/skills generally believed to be possessed by leaders can be classified into categories such asPhysical characteristics (e.g. age height weight vigilance energetic) mount characteristics (e.g. education social status mobility experience) intuition characteristics (e.g. ability judgement know guidege apt intelligent planually skilled notional knowledgeable approximately throng task intellectual breadth)Personality characteristics (e.g. aggressiveness alertness dominance fatalness enthusiasm extraversion independence self-confidence dictatorism aggressive tolerant of stress) assess-Oriented characteristics (e.g. achievement regards tariff initiatory persistence ambitiousness achievement-orientated decisive persistent resultingness to gestate function unionized administrative abilitySocial characteristics (e.g. supervisory ability cooperativenesspopularity prestige dexterity diplomacy adaptability cooperative dependable discerning persuasive socially skilled emotional stability and composure good interpersonal skills).Look at the Social Characteristics above. Be honest with yourself and write down those characteristics you feel you energise and those that you feel you still call for to work on. doingsal theories behavioral psychology, besides known as behaviourism, is a possibility of learning found upon the idea that all behaviours are acquired through conditioning. Behavioural theories focus on how leaders be fork up and assume that leaders can be do, rather than born, and winning leaders is base on definable, learnable behaviour.possibility X and opening Y guess X and Theory Y framework proposed by McGregor in his classic book The Human spot of Enterprise (1960) consists of two alternative fo rmat of assumptions. Theory X perceives employees to be lazy, lordly and untrustworthy, part according to theory Y employees are hailed as one of the close to valuable as frames of the comp whatsoever.Your watchfulness modality is potently influenced by your beliefs and assumptions about what motivates members of your police squad. If you believe that police squad members dislike work, you ordain lean towards an disdainful style of concern on the other hand, if you assume that employees take pride in doing a good job, you will play to invite a to a greater extent(prenominal) participative style.Theory XTheory X assumes that employees are naturally unmotivate and dislike working, and this encourages an authoritarian style of management. According to this view, management must actively intervene to get things done. This style of management assumes that workersDislike working.Avoid responsibility and need to be directed.Have to be controlled, forced, and threatened to deliver whats needed. bespeak to be supervised at every step, with controls put in place. Need to be enticed to produce results otherwise they have no ambition or incentive to work.X-Type organisations tend to be top heavy, with autobuss and supervisors required at every step to control workers. There is subaltern delegation of authority and control remains firmly centralised.McGregor recognised that X-Type workers are in fact usually the minority, and nonetheless in mass organisations, such as large scale production environs, X Theory management may be required and can be unavoidable.Theory YTheory Y explains a participative style of management that is de-centralised. It assumes that employees are quick to work, are self-motivated and creative, and eff working with great responsibility. It assumes that workersTake responsibility and are motivated to fulfil the goals they are stipulation. Seek and accept responsibility and do not need much direction. Consider work as a natural part of purport and solve work problems imaginatively.This much(prenominal) participative management style tends to be more astray applicable. In Y-Type organisations, people at pooh-pooh directs of the organisation are involved in decisiveness making and have more responsibility. chance theoriesFiedlers contingency manikinThe Fiedler Contingency Model asks you to think about your natural lead style, and the situations in which it will be to the highest degree effective. The forge says that leaders are either task-foc employ, or relationship-focused. Once you understand your style, it says that you can match it to situations in which that style is most effective.Fiedlers mannikin consists of 3 primary elementsLeader-Member Relations This is the take aim of trust and confidence that your squad has in you. A leader who is more certain(p) and has more influence with the group is in a more favourable situation than a leader who is not trusted.Task Structure This refers to the fibre of task youre doing clear and structured, or vague and unstructured. unstructured tasks, or tasks where the aggroup and leader have little knowledge of how to achieve them, are viewed unfavourably.Leaders Position spot This is the amount of strength you have to direct the group, and provide reward or punishment. The more advocate you have, the more favourable your situation. Fiedler identifies power as being either loyal or weak.There are some criticisms of the Fiedler Contingency Model. One of the biggest is lack of flexibility. Fiedler believed that because our natural leadership style is fixed, the most effective way to handle situations is to change the leader. He didnt allow for flexibility in leaders.Hersey-Blanchard Situational LeadershipThe Hersey-Blanchard situational leadership theory states that preferably of using just one style, successful leaders should change their leadership styles based on the maturity of the people theyre leading and th e details of the task. Using this theory, leaders should be able to place more or less accent mark on the task, and more or less emphasis on the relationships with the people theyre leading, depending on whats needed to get the job done successfully.We will look at situational leadership more close posterior on.Transformational LeadershipThe leadership style called transformational leadership is often the most effective come on to use. Transformational leaders have integrity, they inspire people with a shared vision of the future, they set clear goals, they motivate people towards these goals, they manage delivery, and they communicate well with their group ups.Transformational leaders are inspiring because they expect the best from everyone on their aggroup as well as themselves. This leads to high productivity and engagement from everyone in their squad up.In many organisations, both transactional and transformational leadership styles are useful. Transactional leaders (or theatre directors) ensure that figure work is done reliably, while transformational leaders look after initiatives that add sweet value.Its also important to use other leadership styles when necessary this will depend on the people youre leading and the situation that youre in.Tannenbaum and Schmidts continuumThe Tannenbaum and Schmidt Continuum is a simple model of leadership theory which channelises the relationship amidst the train of freedom that a manager chooses to give to a team, and the direct of authority used by the manager. As the teams freedom is increased, so the managers authority decreases. This is a positive way for both teams and managers to develop.Over time, a manager should aim to take the team from one end to the other, up the scale, at which point you should also aim to have veritable one or a  issuing of potential successors from at heart your team to take over from you.When examining and hold uping the Tannenbaum and Schmidt principles, it s extremely important to remember irrespective of the amount of responsibility and freedom delegated by a manager to a team, the manager retains accountability for any catastrophic problems that result. Delegating freedom and ratiocination-making responsibility to a team absolutely does not absolve the manager of accountability.Thats why delegating, whether to teams or individuals, requires a very grown-up manager. If everything goes well, the team must get the ascribe if it all goes horribly wrong, the manager must take the blame. This is entirely fair, because the manager is ultimately liable for judging the seriousness of any given situation including the risks entailed and the level of freedom that can safely be granted to the team to deal with it. This is not actually part of the Tannebaum and Schmidt Continuum, but its vital to apply this philosophy or the model will definitely be weakened, or at worse completely back-fire.Here are the Tannenbaum and Schmidt Continuum lev els of delegated freedom, with some added explanation that should make it easier to understand and apply.1.The Manager decides and announces the stopping pointThe manager reviews options in light of aims, issues, priorities, timescale, etc., then decides the action and informs the team of the decision. The manager will probably have considered how the team will react, but the team plays no active part in making the decision. The team may well perceive that the manager has not considered the teams welfare at all. This is seen by the team as a purely task-based decision, which is generally a characteristic of X-Theory management style.2.The manager decides and then sells the decision to the groupThe manager makes the decision as in 1 above, and then explains reasons for the decision to the team, particularly the positive benefits that the team will enjoy from the decision. In so doing the manager is seen by the team to recognise the teams importance, and to have some concern for the team.3.The manager presents the decision with background ideas and invites questionsThe manager presents the decision along with some of the background which led to the decision. The team is invited to ask questions and cover with the manager the rationale behind the decision, which enables the team to understand and accept or agree with the decision more easily than in 1 and 2 above. This more participative and involving approach enables the team to appreciate the issues and reasons for the decision, and the implications of all the options. This will have a more motivational approach than 1 or 2 because of the high level of team involvement and watchword.4.The manager suggests a provisional decision and invites discussion about itThe manager discusses and reviews the provisional decision with the team on the basis that the manager will take on dining table the views and then nettly decide. This enables the team to have some real influence over the shape of the managers final decision. This also acknowledges that the team has something to contribute to the decision-making process, which is more involving and therefore motivating than the previous level.5.The manager presents the situation or problem, gets suggestions, then decidesThe manager presents the situation, and maybe some options, to the team. The team is support and expected to offer ideas and additional options, and discuss implications of each possible course of action. The manager then decides which option to take. This level is one of high and specific involvement for the team, and is capture particularly when the team has more particular knowledge or experience of the issues than the manager. beingness high-involvement and high-influence for the team this level provides more motivation and freedom than any previous level.6.The manager explains the situation, defines the parameters and asks the team to decideAt this level the manager has effectively delegated responsibility for the d ecision to the team, albeit within the managers declared limits. The manager may or may not choose to be a part of the team which decides. While this level appears to gives a huge responsibility to the team, the manager can control the risk and outcomes to an extent, according to the constraints that he stipulates. This level is more motivational than any previous, and requires a mature team for any serious situation or problem. (Remember that the team must get the credit entry for all the positive outcomes from the decision, while the manager remains accountable for any resulting problems or disasters. This isnt strictly included in the original Tannenbaum and Schmidt definitions, so it needs pointing out because its such an important tantrum of delegating and motivating, and leadership.)7.The manager allows the team to identify the problem, develop the options, and decide on the action, within the managers received limitsThis is seemingly an extreme level of freedom, whereby th e team is effectively doing what the manager did in level 1. The team is given responsibility for identifying and analysing the situation or problem the process for resolving it developing and assessing options evaluating implications, and then deciding on and tooling a course of action. The manager also states in advance that he/she will support the decision and help the team implement it. The manager may or may not be part of the team, and if so then he/she has no more authority than anyone else in the team. The only constraints and parameters for the team are the ones that the manager had imposed on him from above. (Again, the manager retains accountability for any resulting disasters, while the team must get the credit for all successes.) This level is potentially the most motivational of all, but also potentially the most disastrous. Not surprisingly the team must be mature and competent, and adapted of acting at what is a actually strategic decision-making level.Leaders hip portsSome basic leadership stylesDirectiveFrequently exposit as autocratic. Tells people what to do and expects them to jump to it.ParticipativeSeeks input from others and participates in the decision-making process.Laissez-FaireA hands-off approach allowing for both initiative and the latitude to determine process to effect an outcomeAdaptiveA gas style that takes into consideration the context of the environment and the individual being led.Using the techniques of LeadershipSituational leadershipSituational Leadership is a concept developed by Paul Hersey, an internationally recognised leading authority on training and victimisation in leadership and management and Kenneth Blanchard, an American author and management expert. Generally when referring to the concept it is safer and correct to show the name as a registered protect trademark as it relates to business and products by Hersey and Blanchard.Looking at Directive Behaviour whereby the leader gives clear defined and circumstantial instructions, and Supportive Behaviour where the leader gives people the freedom to make decisions and support them in their efforts, Hersey and Blanchard moved away from the idea of slip on a line between the two and consider good leadership as a combination of both.The idea is that the way of combination will switch according to the person being dealt with by the leader, and the situation on which that person operates, accordingly the term Situational Leadership.The notable features of this model are briefly that the model focuses on followers (individual team members), rather than wider body of work circumstances emphasise that leaders should change their behaviour according to the type of followers proposes a progression of leadership edition in response to the development of followers.By combining high and low levels of each type of behaviour we progress towards four distinct styles of leadership.LevelGroup typeDevelopingD1 minuscule competence / towering allegianceD2Some competence / Low commitmentD3 towering competence / variant commitmentDevelopedD4 senior high competence / High commitmentAppropriate leadership styles for each development level learning LevelAppropriate Leadership StyleD1Low competence / High commitmentS1Directing(Structure, control and supervise)D2Some competence / Low commitmentS2Coaching(Direct and support)D3High competence / Variable commitmentS3Supporting(Praise, listen and facilitate)D4High competence / High commitmentS4Delegating(turn over responsibility for day-to-day decision making)DirectingThe leader provides specific instructions and closely supervises the task. This style is appropriate for people who lack skill but are committed and dying(predicate) to learn or those who do not want responsibility and want clear, specific instructions.CoachingThe leader gives some direction and supervision because team members, although they have some competence and commitment, are still relatively inexp erienced, therefore require further development. They need support and praise to hiking their self-esteem. Their involvement indecision making assists with the development process.SupportingEven though team members do not need much direction, good support by the leader is still necessary to motivate and boost confidence.DelegatingTeam members are both competent and committed therefore leader can give them responsibility for decision making and problem solving with little supervision or support. might in Organisation LeadershipLeadership and power are closely linked. Powerful people are normally those that others follow, so they reach the leaders.The five bases of power were identified by John french and Bertram Raven in the early 1960s through a study they had conducted on power in leadership roles. The study showed how different types of power affected ones leadership ability and success in a leadership role.They identified five bases of power1.LegitimateThis comes from the beli ef that a person has the nominal right to make demands, and to expect conformity and obedience from others.2.RewardThis results from one persons ability to compensate another for compliance.3.ExpertThis is based on a persons superior skill and knowledge.4.ReferentThis is the result of a persons perceived attractiveness, worthiness, and right to respect from others.5.CoerciveThis comes from the belief that a person can punish others for noncompliance.If youre informed of these sources of power, you canBetter understand why youre influenced by someone, and decide whether you want to accept the base of power being used. Recognise your own sources of power.Build your leadership skills by using and developing your own sources of power, appropriately, and for best effect.TrustThe first task of any leader is to inspire trust. Trust is confidence born of two dimensions character and competence. Character includes your integrity, motive, and intent with people. Competence includes your ca pabilities, skills, results, and track record. Both dimensions are vital.The foundation of trust is your own credibility, and it can be a real differentiator for any leader. A persons reputation is a direct reflection of their credibility, and it precedes them in any interactions or negotiations they might have.Behaviours you can adopt to build trust in yourself chat StraightDemonstrate Respect name TransparencyRight WrongsShow truenessDeliver ResultsGet Better front RealityClarify Expectation employment AccountabilityListen First wield CommitmentsExtend TrustBibliographyThe Wall pathway Journal term What is the difference between Management and Leadership (last accessed 4 gilded 2013) (http//guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/) The Biz Coach phrase 10 Key Differences between Leaders and Managers (last accessed 4 dread 2013) (http//www.bizcoachinfo.com/archives/8426)Techno Func condition Trait Theory of Leadership (last accessed 4 frightful 2013) (http//www.technofunc.com/index.php/leadership-skills/leadership-theories/ distributor point/trait-theory-of-leadership-2) oblige Behavioural Theories of Leadership (last accessed 7 revered 2013) (http//www.technofunc.com/index.php/leadership-skills/leadership-theories/item/behavioral-theories-of-leadership) About.com Psychology term Psychology Theories (last accessed 7 August 2013) (http//psychology.about.com/od/psychology101/u/psychology-theories.htm) look into MethodologyArticle Theory X and Theory Y (last accessed 7 August 2013) (http//research-methodology.net/theory-x-and-theory-y/)Mind ToolsArticle Theory X and Theory Y (last accessed 7 August 2013) (http//www.mindtools.com/pages/ phrase/newLDR_74.htm)Article Fiedlers Contingency Model (last accessed 11 August 2013) (http//www.mindtools.com/pages/article/fiedler.htm)Article The Hersey-Blanchard Situational Leadership Theory (last accessed 11 August 2013) (http//www.mindtools.co m/pages/article/newLDR_44.htm)Article French and Ravens Five Forms of Power (last accessed 11 August 2013 (http//www.mindtools.com/pages/article/newLDR_56.htm)SlideshareArticle Fiedlers contingency model to leadership (by Bhobotosh Debnath)(last accessed 11 August 2013) (http//www.slideshare.net/bhobotoshdebnath/assignment-on-2) Businessballs.comArticle Tannenbaum and Schmidt Continuum (last accessed 11 August 2013) (http//www.businessballs.com/tannenbaum.htm)The Build NetworkArticle Leadership styles to master (last accessed 11 August 2013) (http//thebuildnetwork.com/leadership/4-leadership-styles/) The Fast TrackArticle The 5 Types of Power in Leadership (last accessed 11 August 2013) (http//quickbase.intuit.com/blog/2011/08/26/the-5-types-of-power-in-leadership/) Leadership NowArticle How the best leaders build trust (last accessed 11 August 2013) (http//www.leadershipnow.com/CoveyOnTrust.html)