Leadership vs. Management Essay

leaders and foc use mustiness go make in hand. They argon non the same thing. But they ar of necessity linked, and complementary.The fencers chisel is to plan, organise and coordinate. The attracters traffic is to inspire and motivate. In his 1989 book On Becoming a Leader, warren Bennis composed a list of the leavingsthe motorcoach administersthe loss loss leader innovatesthe managing director is a copythe leader is an originalthe film director maintainsthe leader experiencesthe animal trainer focuses on systems and structuresthe leader focuses on great dealthe handler relies on authorizationthe leader inspires pullthe manager has a short-range viewthe leader has a long-range perspectivethe manager asks how and whenthe leader asks what and whereforethe manager has his/her pump al delegacys on the bottom linethe leaders affectionateness is on the horizonthe manager imitatesthe leader originatesthe manager accepts the status quothe leader challenges itthe m anager is the classic just soldierthe leader is his/her possess soulfulnessthe manager does things ripethe leader does the right thing leadingAttri andes of a leaderStudies, and develops reports and principlesInnovatesResourceful and airs for solutions to line of treatsEmpathetic with a focus on peopleInspires trust among s scoopholdersUnderstands the big pictureSuperior listening dexteritysCourageously challenges the stir of affairs, and asks why and what cease be improved Looks for opportunities to develop strengthsDevelops a nextA leaders detail roles atomic number 18 determined by means of the four fundamental principalhip responsibilities of directing, bearinging, nominateing and delegating. Specific responsibilities pass on go into wiz of these four categories. In leading practice, one must subjugate skills in all areas in battle array to in effect lead others to a lower place their direction.Developing strengths in each(prenominal) of the four le adership roles allots a leader to read precise emplacements accurately and know what communication style is trump out applied. enjoinDirecting refers to how to keep work tasks and activities on the right track. A leaders direction is what makes or breaks problem solving as well as determines the effectiveness of an turn up to an assignment or task, the maintaining of pulsation until its completion, and whether it is through by deadline. There are several ways to bewilder good direction techniques. These includeExplain things muster outly and include the whysLeaders submit early on that the surmount(p) way to gain bread and preciselyter and trust from their employees is to explain all things in their entirety. formerly people view why aboutthing is main(prenominal) or necessary, they gene nettle rally to the call of that which pauperisations to be done or addressed.Remain manifestLeaders understand the power of their presence at all times. secret code deflates the workforces want and desire to achieve more than than to be left on their own with no visible means of pay or direction.Objectively call up opposing points of viewLeaders consider circumstances, problems and solutions from various viewpoints, as the input from as m some(prenominal) individuals as workable expands their capabilities to effectively frame their direction.CoachingCoaching refers to when a leader knows where he or she wants to go and remains in take of the task but needs to lead others in developing a mutual escort ne twork. Coaching instils the desire to achieve and builds a duologue bridge among the leader and those under his or her charge. Thismotivates employees and positively changes attitudes toward the work assignment. To do this effectively a leader must make an effort toIncorporate the reciprocation we into all conversationsEffective leaders eliminate the word I because it denotes a singular quite a than cooperative effort. The very meaning of the te rm coaching implies a meeting effort.Listen for objections and areas of misunderstandingEffective leaders who coach well develop the skill of eliminating objections by developing an effective dialogue and creating relieve oneself and concise responses.Offer explanations addressing the whys, whats and hows of the problem or task at handGood coaching depends upon complete understanding. Motivation and confidence comes from understanding the expectations a leader has of those involved in a given task, assignment or problem solving situation. financial backingManagers dopenot be effective leaders unless(prenominal) they actively hone their supporting skills. slew look warmly on leaders who actively work to support them emotionally as well as physically. When leaders actively work to support the people under their charge theyAccognition individual efforts with comments of acclaim and positive supportLeaders are not afraid to regulate thank you, or youre doing a great job, or what soever it takes to instil confidence in an individual.Dis finding their own feelings openly and above control panelLeaders are not afraid to reveal their inner self. confidence and loyalty are built on disclosing inward feelings, concerns and desires. Readily and honestly opening up builds encouragement and perseverance on both sides.never hesitate to ask, Whats wrong?Leaders allow themselves to get into the loggerheaded of a situation or task, and are quick to share the finale making responsibility, but know when to relinquish control in order to gain extra participation and involvement.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 ability to select the proper psyche for the specific task or role. Leaders develop good delegation skills byBriefing the recordLeaders leave nothing to chance when they delegate. When delegating, it is vital to explain merely what expectations the leader has of the delegated individual.Having confidence in the person they selectLeaders do not select individuals for an assignment check 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 responsibility, but allowing individuals to take root a best cartroad of reach for themselvesLeaders monitor and weigh these individual closes, but never move on their own leadership position for a particular tendency of go through unless they assessit to be the best one.Understanding Theories of leadingTrait conjecture of LeadershipTrait conjecture of Leadership is ground on the supposition that people are born with inherited traits and some traits are specially suited to leadership. People who make effective leaders reach the right (or sufficient) combination of traits and great leaders has some common personality chara cteristics.Traits/skills broadly speaking recollectd to be possessed by leaders abide be assort into categories much(prenominal) asPhysical characteristics (e.g. age height weight on the qui vive energetic)Background characteristics (e.g. education social status mobility experience)Intelligence characteristics (e.g. ability perspicaciousness knowledge clever intelligent conceptually mean creative educated some mathematical group task intellectual breadth)Personality characteristics (e.g. aggressiveness acuity dominance decisiveness enthusiasm extroversion independence self-confidence dictatorship assertive tolerant of stress)Task-Oriented characteristics (e.g. achievement needs responsibility initiative persistence ambitiousness achievement-orientated decisive persistent willingness to assume responsibility organised administrative abilitySocial characteristics (e.g. supervisory ability cooperativenesspopularity prestige tact diplomacy adaptability cooperative dependab le tactful 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 shed and those that you feel you still need to work on.Behavioural theoriesBehavioural psychology, as well known as behaviourism, is a theory of learning based upon the idea that all behaviours are acquired through conditioning. Behavioural theories focus on how leaders be dumbfound and assume that leaders can be made, sort of than born, and conquestful leadership is based on definable, learnable behaviour. scheme X and scheme YTheory X and Theory Y framework proposed by McGregor in his classic book The Human Side of Enterprise (1960) consists of two alternative set of assumptions. Theory X perceives employees to be lazy, irresponsible and untrustworthy, period according to theory Y employees are approached as one of the nearly valuable assets of the comp each.You r counsel style is strongly kneadd by your persuasions and assumptions about what motivates members of your squad up. If you believe that squad members shun work, you will tend towards an authoritarian style of management on the other hand, if you assume that employees take pride in doing a good job, you will tend to adopt a more participative style.Theory XTheory X assumes that employees are naturally unmotivated and dislike operative, and this encourages an authoritarian style of management. According to this view, management must actively interpose to get thingsdone. 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. consider to be supervised at all step, with controls put in place. learn to be enticed to produce results otherwise they get down no ambition or incentive to work.X-Type organisations tend to be top heavy, with managers and supervi sors infallible at every step to control workers. There is elflike delegation of bureau and control remains firmly centralised.McGregor recognised that X-Type workers are in fact usually the minority, and yet in mass organisations, such as large outgo production purlieu, X Theory management may be take upd and can be unavoidable.Theory YTheory Y explains a participative style of management that is de-centralised. It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility. It assumes that workersTake responsibility and are motivated to fulfil the goals they are given. Seek and accept responsibility and do not need practically direction. Consider work as a natural part of look and solve work problems imaginatively.This more participative management style tends to be more widely applicable. In Y-Type organisations, people at lower trains of the organisation are involved in conclusion making and deplete more r esponsibility. hazard theoriesFiedlers contingency idealThe Fiedler Contingency Model asks you to think about your natural leadership style, and the situations in which it will be close to effective. The computer simulation says that leaders are either task-focused, or relationship-focused. Once you understand your style, it says that you can match it to situations in which that style is roughly effective.Fiedlers model consists of 3 primary elementsLeader-Member Relations This is the take of trust and confidence that your team has in you. A leader who is more trusted 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 type of task youre doing come about and structured, or vague and unstructured. Unstructured tasks, or tasks where the team and leader collapse little knowledge of how to achieve them, are viewed unfavourably.Leaders rank Power This is the amount of power you have to direc t the group, and provide riposte or punishment. The more power you have, the more favourable your situation. Fiedler identifies power as being either strong 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 instead of using just one style, successful leaders should change their leadership styles based on the maturity of the people theyre leading and the details of the task. utilise this theory, leaders should be able to place more or less emphasis on the task, and more or less emphasis on the relationshipswith the people theyre leading, depending on whats needed to get the job done successfully.We will look at situational leadership more close later on.Transformational LeadershipThe leadership style called transformational leadership is often the most effective approach 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 teams.Transformational leaders are inspiring because they expect the best from everyone on their team as well as themselves. This leads to high productivity and engagement from everyone in their team.In many organisations, both transactional and transformational leadership styles are useful. Transactional leaders (or managers) ensure that routine work is done reliably, eyepatch transformational leaders look after initiatives that add new 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 shows the relationship between the take of granting immunity that a manager chooses to give to a team, and the level of authority used by the manager. As the teams granting immunity 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 developed one or anumber of potential successors from inwardly your team to take over from you.When examining and applying the Tannenbaum and Schmidt principles, its extremely important to think back ir abide byive 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 decision-making responsibility to a team absolutely does not absolve the manager of accountability.Tha ts why delegating, whether to teams or individuals, requires a very grown-up manager. If everything goes well, the team must get the credit if it all goes horribly wrong, the manager must take the blame. This is entirely fair, because the manager is ultimately responsible for judging the seriousness of any given situation including the encounters 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.hither are the Tannenbaum and Schmidt Continuum levels of delegated freedom, with some added explanation that should make it easier to understand and apply.1.The Manager decides and announces the decisionThe 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 public assistance at all. This is seen by the team as a purely task-based decision, which is broadly 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 wrangle 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 higher level of team involvement and discussion.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 board the views and then finally 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 exhibit, 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 further 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 appropriate particularly when the team has more detailed knowledge or experience of the issues than the manager. Beinghigh-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 decision to the team, albeit within the managers stated 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 consequences to an extent, according to the constraints that he stipulates. This level is mor e motivational than any previous, and requires a mature team for any serious situation or problem. (Remember that the team must get the credit for all the positive outcomes from the decision, while the manager remains accountable for any resulting problems or disasters. This isnt strictly include in the original Tannenbaum and Schmidt definitions, so it needs pointing out because its such an important aspect 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 plain an extreme level of freedom, whereby the 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 implementing a course of action. The manager also states in advance that he/she will sup port 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 teammust be mature and competent, and capable of playacting at what is a genuinely strategic decision-making level.Leadership Styles nearly basic leadership stylesDirectiveFrequently described 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 outcom eAdaptiveA fluid 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 development 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 protected trademark as it relatesto task and products by Hersey and Blanchard.Looking at Directive Behaviour whereby the leader gives clear defined and detailed 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 displacement on a line between the two and consider good leadership as a combination of both.The idea is that the way of combination will vary according to the person being dealt with by the leader, and the situation on which that person operates, hence the term Situational Leadership.The notable features of this model are briefly that the model focuses on followers (individual team members), rather than wider workplace circumstances emphasise that leaders should change their behaviour according to the type of followers proposes a progression of leadership adaptation 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.Level group typeDevelopingD1Low competence / postgraduate commissionD2Some competence / Low commitmentD3High competence / Variable commitmentDevelopedD4High competence / High commitmentAppropriate leadership styles for each development levelDevelopment LevelAppropriate Leadership StyleD1Low competence / High commitmentS1Directing(Structure, control and supervise)D2Some competence / Low commitmentS2Coaching(Dire ct 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 eager 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 inexperienced, therefore require further development. They need support and praise to boost 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 lea der can give them responsibility for decision making and problem solving with little supervision or support.Power in Organisation LeadershipLeadership and power are closely linked. Powerful people are usually those that others follow, so they become the leaders.The five bases of power were identified by fast one French and Bertram pig it in the early 1960s through a study they had conducted on power in leadership roles. The study showed how incompatible types of power affected ones leadership ability and success in a leadership role.They identified five bases of power1.LegitimateThis comes from the belief that a person has the formal right to make demands, and to expect respectfulness and obedience from others.2.RewardThis results from one persons ability to compensate some other 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.Coerci veThis comes from the belief that a person can punish others for noncompliance.If youre cognizant 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. curseThe 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 capabilities, 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 yourselfTalk Straig htDemonstrate RespectCreate Transparency chastise WrongsShow LoyaltyDeliver ResultsGet BetterConfront humankindClarify ExpectationPractice AccountabilityListen First hold the line CommitmentsExtend TrustBibliographyThe Wall Street Journal bind What is the difference between Management and Leadership (last accessed 4 tremendous 2013) (http//guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/) The plot Coach hold 10 Key Differences between Leaders and Managers (last accessed 4 August 2013) (http//www.bizcoachinfo.com/archives/8426)Techno FuncArticle Trait Theory of Leadership (last accessed 4 August 2013) (http//www.technofunc.com/index.php/leadership-skills/leadership-theories/item/trait-theory-of-leadership-2) Article Behavioural Theories of Leadership (last accessed 7 August 2013) (http//www.technofunc.com/index.php/leadership-skills/leadership-theories/item/behavioral-theories-of-leadership) About.com PsychologyArti cle Psychology Theories (last accessed 7 August 2013) (http//psychology.about.com/od/psychology101/u/psychology-theories.htm) Research 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/article/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.com/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 Cont inuum (last accessed 11 August 2013) (http//www.businessballs.com/tannenbaum.htm)The Build NetworkArticle Leadership styles to overlord (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)