MANAGEMENT, LEADERSHIP AND TRAINING
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Professional managers are relatively new to the world of business; they did not exist much before the twentieth century. During the last 100 years, however, much research has been conducted on what constitutes effective management, and how management differs from leadership. Many analysts now consider leadership and management to be separate skills, with both managers and leaders necessary in successful organizations. Leaders are typically ascribed the role of visionary, with managers given the role of implementing the leader's vision. In most organizations, the lines are considerably more blurred, and many consider that effective managers are also effective leaders. Increasingly, the debate is being waged in institutions of higher learning where management has long been a course of major study. Leadership courses have only recently joined the curriculum, and there are those who still debate whether leadership can be taught, and whether it is best taught at the university level or on-the-job. This research identifies differences between leadership and management, and considers whether leadership can indeed be taught.Today's managers have a more complex role than managers of previous eras. They must balance a highly regulated work environment with the needs of a diverse group of workers, many of whom have conflicting personal and career goals. Added to this is the high pace of technological change and the large amount of infor
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lieve that leadership can be taught. In a recent study, 81 percent of chief information officers surveyed were of the opinion that leadership can be taught, and 47 percent have participated in leadership programs at their current employer ("Research" n.p.). It is this belief that leadership can be taught that has given rise to corporate leadership training as well as degrees in corporate leadership and organizational leadership at the college level.
Organizations are willing to spend a considerable amount of their resources in an effort to train their managers to become leaders. In 2000, it is estimated that more than $50 billion was spend on corporate leadership development programs (Ready & Conger 84). If organizations did not believe that they were receiving an appropriate return on this investment, they would not be committing these levels of resources. However, it is difficult to measure the effectiveness of leadership training since leadership itself is believed to be a "soft" skill. Nonetheless, there are some leadership techniques that have gained particular popularity in recent years, and ways to gauge their effectiveness is the extent to which they are practiced in organizations that have implemented them.
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Approximate Word count = 2543
Approximate Pages = 10 (250 words per page)
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