Leadership vs. Management
Differences between leadership and management, and capabilities required by leaders to be effective in different organisational settings
Martin Chemers (1997) defined the leadership as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task". (Chemers 1997) Leadership is important in every single organization in the world, from a family to the biggest multinational titans. Therefore, companies keep investing in leadership development programs to gain and keep competitive advantages. (Holbeche 2008) Leadership is about neither the job title nor responsibilities; leaders can be seen at the all levels of an organisation. (Huczynski & Buchanan 2009) People have been creating perspectives to approach to leadership from the beginning of the 1940s. (Parry & Bryman 2006)In their book, Huczynski & Buchanan (2009) come summarised some quite different views on the nature of leadership. The trait-spotting approach assumes personality traits of people can be identified and can be compared to ones required to be a leader to decide promotions. Style-counselling accepts it is better to develop a leader with required traits instead of looking for one. According to context-fitting approach, success of a leader will depend on the structure of the organisation. The new leadership approach recognises leaders as “heroic, powerful, visionary, and charismatic”. (Huczynski & Buchanan 2009) Distributed leadership defends the idea that, leaders can be at any position and it is collaborative actions of people rather than individuals. “Who needs leaders?” the approach rejects the idea of having a leader, because some leaders are more likely to damage the company while trying to induce a change.
Management is defined as “running an organisation or a part of it” (A Dictionary of Business and Management 2009). Managers support the vital activities in an organisation by performing managerial
Martin Chemers (1997) defined the leadership as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task". (Chemers 1997) Leadership is important in every single organization in the world, from a family to the biggest multinational titans. Therefore, companies keep investing in leadership development programs to gain and keep competitive advantages. (Holbeche 2008) Leadership is about neither the job title nor responsibilities; leaders can be seen at the all levels of an organisation. (Huczynski & Buchanan 2009) People have been creating perspectives to approach to leadership from the beginning of the 1940s. (Parry & Bryman 2006)In their book, Huczynski & Buchanan (2009) come summarised some quite different views on the nature of leadership. The trait-spotting approach assumes personality traits of people can be identified and can be compared to ones required to be a leader to decide promotions. Style-counselling accepts it is better to develop a leader with required traits instead of looking for one. According to context-fitting approach, success of a leader will depend on the structure of the organisation. The new leadership approach recognises leaders as “heroic, powerful, visionary, and charismatic”. (Huczynski & Buchanan 2009) Distributed leadership defends the idea that, leaders can be at any position and it is collaborative actions of people rather than individuals. “Who needs leaders?” the approach rejects the idea of having a leader, because some leaders are more likely to damage the company while trying to induce a change.
Management is defined as “running an organisation or a part of it” (A Dictionary of Business and Management 2009). Managers support the vital activities in an organisation by performing managerial
Bibliography: Mintzberg, H 1973, 1975, The Nature of Managerial Work, Harper Collins, London.