Gupta (2009) explained that there are several factors that differentiate leadership from management, however, there are a few core differences with several derivatives. This paper discusses the common differences between the two topics and common mistakes provided by Kotter (2013) that might attribute to confusing management with leadership. Additionally, this paper will discuss how the various traits of leadership or management align to theories provided by Hughes, Ginnett and Curphy (2012).
Core Differences Of Leadership And Management One might infer that there is a plethora of differences between leadership and management. Speaking speculatively, differences between the two topics align to a few common core differences provided by Gupta (2009). Gupta (2009) explained that core differences between leadership and management are:
Leadership is Synthesis and Management is Analysis
Leadership has long-term impact and management has short-term goals
Leadership climbs to the next level and management executes the plan efficiently
Speaking in speculation, managers often report significant amounts of information vertically through the leadership chain. As information progresses to the top, details of the information reported on is scaled back and synthesized to ensure on the most pertinent information reaches leadership. One might infer that this is an example of how management and leadership differences align to the first core difference provided earlier in this paper. Gupta (2009) explained that leaders also use the details of reports provided by managers to develop vision statements and purpose for executing tasks. Speaking speculatively, the leader synthesis and manager analysis is a recurring cycle. The figure provided below by Gupta (2009) illustrates this concept.
Hughes, Ginnett and Curphy (2012) explained in the text that several leadership programs provided in corporate organizations have a focus towards strategic planning. The Army (2006) explained how strategic planning related to transformation efforts to create a more modular force demonstrates strategic planning with a long lasting impact as to how the Army operates in peace time and war time environments. One might infer that this is another example of how leadership and management differences align to the core differences provided by Gupta (2009). Hughes, Ginnett and Curphy (2012) provided several discussion points related to the third core concept provided by Gupta (2009). In summary, the third concept explained that leaders seek improvement to reach the next level and managers execute current processes as is. The explanation provided by Hughes, Ginnett and Curphy (2012) is very consistent as discussion points in the text pointed to the fact that managers accept the status quo and leaders challenge it. Speaking in speculation, effective managers organize tasks extremely well and may or may not question how tasks tie into the big picture.
Leaders look at things a bit more holistically and use the big picture to show subordinates how tasks tie into the overall mission. One might infer that the connection of the tasks to the big picture determined by a leader is used to motivate subordinates in order to get to the next level.
Using Management and Leadership Interchangeably Kotter (2013) explained that
MANAGEMENT VS. LEADERSHIP Management and leadership have many similarities, yet there are many differences that separate a manager from a leader. Merriam-Webster defines leadership simply as "the office or position of a leader," "the capacity to lead," or "the act or an instance of leading." They also define manager as "a person who conducts business or household affairs," "a person whose work or profession is management," or "a person who directs a team " However, Merriam and Webster do not…
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Introduction Chapter 1 LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Overview Importance of Leadership Leadership Defined - Ways of conceptualizing leadership - Definition and components Leadership Described - Trait vs. process - Assigned vs. emergent - Leadership and power - Leadership and coercion - Leadership and management LEADERSHIP THEORY AND PRACTICE SIXTH EDITION The Evolution of Leadership Definitions 1900-1929 – Control and centralization…
Management Dynamics: Individual Assessment 1: So it would appear that leadership is more about the followers than it is about the leader: do you agree or disagree with this claim? Furthermore, how does the “transformative leader” model developed by Caldwell, et al., (2012) lead to ethical leadership? By definition leadership can and is only about the leader, despite this however leadership in its many forms and types can heavily influence the followers in both a beneficial or detrimental manner…
Themes of Strategic Management __ Strategy as a response to or initiation of change: Reactive Vs. Proactive Strategy __ Strategy as developing and sustaining a niche or a competitive/distinctive advantage: __ Strategy as a number of Ps: _ Plan _ Process _ Pattern (as a stream of decisions) _ Ploy __ Strategy as redefinition of an organization or an aspect of its operation __ Strategy as a bridge between organization and environment…
Botao Wu BUS 498 Dr. D February 10, 2014 Leadership vs. Management Introduction This report is an analysis of leadership and management. The result of analysis includes the definition of leadership and management and the differences of leadership and management. Definition of leadership Leadership is known as the ability of inspiring a group of people to operate towards a common objective in a method that wholly esteems their freedom. It is a strong connection of personal qualities and…
FUNCTIONS OF MANAGEMENT INTRODUCTION TO BUSINESS 105 WES LEATHERWOOD AMERICAN INTERCONTINENTAL UNIVERSITY AUGUST 18, 2013 ABSTRACT In this assignment I am making a management decision of what type of manufacturing I want for my business. I review the management functions controlling, leading, organizing, and planning by my definition. I have chosen final assembly only in the USA vs. offshoring or outsourcing. I feel as my management decision is going to work well with my companies’ goals…
"Transformational Leadership in Organizations in the 21st Century" Prepared by: Tanya Wilson 9912771 MBA3 Saturday Group A paper submitted for the Leadership and Strategy Implementation Course in partial fulfilment of the Master of Business Administration (MBA) Programme University of Technology, Jamaica July 17, 2010 Table of Contents Page Title Page 1 Table of Contents 2 Introduction 3 Management versus Leadership…
Chapter 7. Making Sensible Decisions Using Data: A Responsibility of All Executives Making decisions based on data is essential to an organization. The organization should define and collect objective, accurate, and current data, which will describe clearly what the current situation in fact is, instead of falling into the trap of what one thinks the current situation is. Defining and collecting high quality data There are two general types of measures: in-process and outcome. A…
this to be true. Reflecting on her own management style, she discusses how her strategic' self is kept under covers and put across in subtle ways to avoid being branded seen as aggressive. Tasks are tackled with strategies in mind, some of which are put across giving her senior (male) the credit. Give some study results that say women use indirect language etc, we have something need to find the right sentence to include here (reference) Expressiveness Vs constraint Another dimension that…
development. It is probably one of the most difficult positions in law enforcement. You will be expected to be a leader even when you are not in charge The OIC position is meant to develop your leadership skills and will assist you in obtaining your goal of becoming a ranking member of the management team By becoming an OIC you should not assume that you will automatically progress to the next rank. You will have to continually show that you are ready, willing and able to assume a ranking position…