Leadership & Management
CONTENT
1.0 Introduction 3
2.0 Leadership 5
2.1 Characteristics of Leadership 6
2.2 Factors of Leadership 6
3.0 Management 7
3.1 Characteristics of Leadership 8
4.0 Conclusion 11
1.0 INTRODUCTION – LEADERSHIP & MANAGEMENT
Adapted from “The Wall Street Journal Guide to Management” by Alan Murray, published by Harper Business.
Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.
Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate.
The manager administers; the leader innovates.
The manager is a copy; the leader is an original.
The manager maintains; the leader develops.
The manager focuses on systems and structure; the leader focuses on people.
The manager relies on control; the leader inspires trust.
The manager has a short-range view; the leader has a long-range perspective.
The manager asks how and when; the leader asks what and why.
The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
The manager imitates; the leader originates.
The manager accepts the status quo; the leader challenges it.
The manager is the classic good soldier; the leader is his or her own person.
The manager does things right; the leader does the right thing.
2.0 DEFINATION – LEADERSHIP
Leaders are viewed as charismatic, held in high esteem and almost a source of admiration. They are the people who envision the strategies to attain long-term goals, align people by communicating the mission to them and ensuring commitment to it.
A good leader will motivate and inspires people by means of
1.0 Introduction 3
2.0 Leadership 5
2.1 Characteristics of Leadership 6
2.2 Factors of Leadership 6
3.0 Management 7
3.1 Characteristics of Leadership 8
4.0 Conclusion 11
1.0 INTRODUCTION – LEADERSHIP & MANAGEMENT
Adapted from “The Wall Street Journal Guide to Management” by Alan Murray, published by Harper Business.
Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.
Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate.
The manager administers; the leader innovates.
The manager is a copy; the leader is an original.
The manager maintains; the leader develops.
The manager focuses on systems and structure; the leader focuses on people.
The manager relies on control; the leader inspires trust.
The manager has a short-range view; the leader has a long-range perspective.
The manager asks how and when; the leader asks what and why.
The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
The manager imitates; the leader originates.
The manager accepts the status quo; the leader challenges it.
The manager is the classic good soldier; the leader is his or her own person.
The manager does things right; the leader does the right thing.
2.0 DEFINATION – LEADERSHIP
Leaders are viewed as charismatic, held in high esteem and almost a source of admiration. They are the people who envision the strategies to attain long-term goals, align people by communicating the mission to them and ensuring commitment to it.
A good leader will motivate and inspires people by means of