Overview
Management refers to a set of principles that relate to the functions of organizing, planning, controlling, and directing as well as the application of these principles to ensure that financial, physical, human and informational resources are efficiently harnessed with the aim of effectively achieving organizational goals ( Bertocci, 2009 ) . Apparently, good management is instrumental in ensuring organizational success. On the other hand, leadership is the ability of mobilizing, inspiring and convincing others to achieve a specific objective. Over the years, there has been a conversation on where the boundary is between management and leadership. A critical look at both terms reveals that there are several differences between them as well as few similarities (Rees, 2015 ). The following paper seeks to discuss both differences and similarities between management and leadership. The paper begins with differences before highlighting some of the key similarities between the two terms.
Differences Between Management And Leadership
One of the fundamental differences between leadership and management is that the main aim of leadership is to ensure that change is inspired while the primary objective of management is to create and see transformation (Bertocci, 2009). Admittedly, for one to be a leader, he or she must set direction and make sure that his followers are inspired towards following the set objectives. In this case, it must be realized that the process of following always calls for change at the individual or organizational level. Notably, it is at this point that management comes in whereby the manager’s job is to oversee the work that needs to be accomplished to implement the required changes as well as realizing the organizational transformation that has been set by the leader.
Delegate your assignment to our experts and they will do the rest.
Secondly, while management needs or requires tenacity, leadership, on the other hand, requires vision (Bertocci, 2009). Connectively, any leader in an organization is expected to envision what the business should and ought to become within a given period. On the other hand, managers always have the willingness of doing what it takes to achieve the goals that have been set by the organizational leadership. The agility, as well as the application of managerial skills such as coordination, are some of the skills that a manager is expected to apply to see the expected or preplanned outcomes (Bertocci, 2009). However, leaders only need vision, which informs the commitment and dedication in mobilizing followers into achieving that vision.
Thirdly, it is important to note that imagination is required in leadership while in management; specifics are critically pivotal (Bertocci, 2009). After having the vision of where one wants one wants to reach, a great leader goes ahead to cultivate his or her imagination that should inform the vision. In this way, leaders are able to see what needs to be done. At the same time, managers should first understand that their teams are driven by a vision of doing specific work and duties that are needed in accomplishing what has already been expressed. On this note, managers have specific timelines and objectives which must be met by their teams based on the instructions, rules or policies.
Fourthly, it should be noted that while management requires concrete data, leadership calls for abstract thinking (Bertocci, 2009). However, this does not mean that managers are not expected to apply their thoughts in what they are doing. Through definition, abstract thinking plays an instrumental role in enabling an individual to be in a position of making connections and seeing patterns within the seemingly unrelated form of information. In the process of reimaging what a business or organization should become, the ability of a leader to abstractly think comes automatically (Forssell, 2016). However, any manager is expected to be able to analyze and work with concrete data in ensuring that optimal results are achieved.
Fifthly, leadership calls for the ability to articulate while management needs the ability to interpret (Bertocci, 2009). Communication is one of the key elements that are expected of any great leader. Connectively, through eloquent communication, a leader is able to articulate accurately any message to the followers. In fact, one way of knowing a good leader is his or her ability to describe the vision or a goal in vivid details in order to engage as well as inspire the organization or the management to pursue it (Forssell, 2016). For a good manager, he or she is expected to be able to interpret the vision correctly and recast it in a simple way such that the teams to implement it are in a position to not only understand but also embrace it.
Further, it is imperative to note that in order to sell an idea, leadership requires an aptitude while management needs an aptitude to teach (Bertocci, 2009). Critically to emphasize is that all leaders are expected to sell their vision and ideas to their respective organizations and their stakeholders such as management and board of directors. In this process, leaders are required to convince all parties involved that what is being envisioned is not only achievable but also offers greater value than what is currently created by the organization. The objective is to ensure that their ideas are bought and embraced for the implementation. However, the role of a manager is to ensure that those responsible for the implementation of the idea or vision are taught what needs to be adapted and learned in order to attain the stated goal.
Additionally, it cannot go without mentioning that leadership calls for an understanding of external environment especially the followers (Bertocci, 2009). On its side, management requires understanding of how the stipulated work will get done inside the organization and within the planned time. In order to achieve a certain goal or vision, a leader must understand the business environment that the enterprise or organization is operating, which provides opportunities of anticipating opportunities as well as evading misfortune. On the other hand, a manager is relied on in figuring out how things should be done by ensuring that available resources are used.
Moreover, the relationship between followers and leaders is on mutual benefit while the relationship between managers and their teams is transactional in nature (Bertocci, 2009). Notably, the objective of a great leader is not only to mobilize followers in meeting a given objective or heading to a specific direction but also to ensure there is consultation and agreement among stakeholders. In this way, a leader is able to easily convince followers on what is required to meet a certain objective. On the other hand, managers are instructed to ensure that employees or their teams achieve the set objectives with or without consensus (Forssell, 2016). The managers, in this case, focus on the agreement that has been signed between an employer and an employee either written or oral in nature. Therefore, a manager believes that it is only through meeting specific targets that both managers and their teams will be compensated.
Great leaders, as opposed to managers, are risk takers (Bertocci, 2009). While leadership calls for risk-taking, management, on the other hand, requires self-discipline. As noted above, leaders are great thinkers –a character that they use in decision making to set a strategic direction for an organization. In order to ensure that specific objectives are met, leaders must be able to exercise a high level of discipline which is pivotal in sticking to the plan. Besides coming up with measurable and well-planned methods of achieving an objective, managers have to correctly coordinate all activities, which calls for self-discipline.
In times of uncertainties, leadership requires confidence while management needs blind dedication and commitment to complete the responsibilities at hand (Bertocci, 2009). As noted above, one of the core elements of leaders is that they feel motivated when they motivate others. During uncertainties, team members or followers need to be motivated in order to impact the confidence of meeting the set goals. In fact, this is critically important since the life of leaders is filled with uncertainties especially when they set their companies in uncharted waters. Connectively, it is these times that leaders are expected to apply their leadership skills and give morale and confidence to the management and the entire organization (Forssell, 2016). After the course has been set, managers are duty-bound to ensure that the stated direction is followed as well as being committed to delivering the expected outcomes.
Finally, leadership requires accountability to the entire organization while management is accountable to the team (Bertocci, 2009). Apparently, great leaders should consider the impact of their decisions or ideas to the entire organization. On this basis, a wrong decision or misstep can lead to irreversible consequences which might harm the organization and possibly bring the whole business to its knees. Evidently, this is a huge responsibility. On the other hand, managers are expected to be answerable to their teams which include instructions given by the senior managers, directors or board of directors including the chief executive officer. At the same time, it is the responsibility of managers to ensure that their teams are well prepared as well as equipped in what it takes to achieve success.
Similarities Between Management And Leadership
Despite having many differences between leadership and management, it is important to note that they also have specific similarities as well. Certain common themes and qualities are connected to management and leadership, especially those that inspire action to innovate and execute.
Apparently, most of the similarities are observed on some of the qualities of leaders and managers (Bertocci, 2009). For example, both leaders and managers are required to exercise a high level of integrity. In showing that they are practicing integrity, leaders and managers are expected to honor their words, owning them and cleaning them up when they have not. In this way, they become responsible for the mistakes they may have committed in an organization. Consequently, they are also called upon to apologize but at the same time follow with coaching or inquiry into what could be done differently in future (Forssell, 2016). To some extent, managers and leaders are expected to own up mistakes that their followers or teams have done, which shows a high level of accountability and responsibility.
Acknowledgement is another component that shows the similarity between management and leadership (Bertocci, 2009). Connectively, there are different ways in which managers and leaders can show acknowledgment regardless of the kind of relationship that exists between them and their teams and followers respectively. For example, managers and leaders can show concern for others through inquiring about their interests, lives, and projects, which creates a sense of care and respect to those that look upon them. At the same time, both leaders and managers can ensure that they listen to their followers and teams. Although consensus and understanding are emphasized in leadership, some level of understanding by listening to others is also expected from managers. On this note, both managers and leaders should exercise some degree of politeness and be considerate based on the prevailing circumstances.
Communication is a key element in both leadership and management (Bertocci, 2009). As noted above, a great leader is expected to be a good communicator in order to mobilize and convince the followers easily. However, this does not mean that managers are not required to have excellent communication skills. Instead, the application of communication skills is needed especially when giving instructions to teams, which helps in reducing misunderstandings and misinterpretation.
Admittedly, the application of common sense and problem-solving skills are some of the similarities in both management and leadership (Bertocci, 2009). In both cases of management and leadership, well-informed decision-making processes are required. Therefore, managers and leaders should use their problem-solving skills as well as common sense in reaching decisions, based on the prevailing circumstances.
Finally, it is expected that in both management and leadership, the demonstration of emotional and academic intelligence be observed (Bertocci, 2009). However, it has been debated whether leaders are born and made over the years. Although having some characteristics of leadership could be inborn, the use of emotional and academic intelligence, which is gained through schooling, is pivotal in making decisions. As is the case with managers, leaders are expected to acquire some formal education, which could also depend on where leadership practice is being applied (Bertocci, 2009). Other characters and personalities that show the similarity between management and leadership include self-efficacy, being awake or alert and emotional stability.
Conclusion
In reference to the above discussion, it is clear that there are a lot of differences between management and leadership as compared to their similarities. However, it is important to note that a manager can also be a leader since a leader can be appointed to manage a group of people in an organization. Despite the differences, both managers and leaders should work for the best interest of their teams and followers respectively.
References
Bertocci, D. I. (2009). Leadership in organizations: There is a difference between leaders and managers . Lanham, Md: University Press of America.
Forssell, D. C. (2016). Management and leadership: Insight for effective practice . Hayward, CA: Living Control Systems Publishing.
Rees, W. D. (2015). Skills of Management and Leadership . Palgrave Macmillan.
