LEADERSHIP AND MANAGEMENT

What is the difference between leadership and management, and why is it difficult to separate these concepts in practice?

What is the difference between leadership and management, and why is it difficult to separate these concepts in practice?

Introduction

The distinction between management and leadership is not either-or; rather, it's a balance. While powerful leaders are more than just excellent managers, an essential aspect of their credibility stems from their management expertise. As you read this table, keep in mind that the distinction between management and leadership is not a dichotomy, but rather a blend or balance. Both are needed in today's knowledge-based organizations (Boyett, 2008, 52).

Discussion and Analysis

Leading should not be considered the same as managing. Business leaders who do not understand the difference between the functions/roles of leading and managing are quite likely to misinterpret how they should carry out their duties to meet organizational goals. While some managers are high-quality leaders, others only manage resources and don't lead their subordinates. Leadership is one of the four primary activities that are used to influence others. As such, it is a subcategory of the management concept that focuses mainly on behavioural issues and opportunities. Managing is more comprehensive than leading.

It involves dealing with resource issues as well as behavioural factors. Generally speaking, not all managers are necessarily leaders, yet the most effective managers, over the long term, are leaders.

In business, "management" is sometimes considered "whatever needs to be done just to keep things afloat." However, for businesses to grow and remain healthy, one must master certain basic skills in management and leadership - skills that will help to avoid the crisis situations where organizations have to do "whatever it takes to stay afloat.” The basic skills can include problem solving and decision making, planning, meeting management, delegation, communication, and managing oneself.

Creating a healthy organizational culture is ideal but maintaining it can be the key to success. An organization requires transformational leaders; leaders with the vision of the organization who encourage employees to be committed for the achievement of the organization's values and goals (Crainer, 1998, 68).

Organizations with healthy organizational cultures have leaders and managers who use power in nurturing and empowering ways. In fact, the motivation of leaders and managers play a major role in an organization's culture. According to Gordon (2004), Abraham Maslow coined a term for the kind of motivation that psychological healthy leaders, managers, and self-actualizing individuals have. He called it “metamotivation.” Maslow defined “metamotivation” as “being as concerned for the welfare of others as one is for one's own welfare.”

The “metamotivated leader or manager” is one who helps foster and sustain a collaborative culture characterized by honesty, trust, and openness; a culture that is conducive to creativity and “thinking outside the box”; a culture that empowers individuals and nurtures their development; a culture that encourages people to assume increasing responsibility in carrying out the mission of the organization; a climate conducive to decisions and actions that are in the best interests of ...