Management v. Leadership

Leadership and management are necessary components of any organisation, and managers who combine leadership skills with management traits offer organisations enhanced productivity and better long-term prospects than those managers who are not leaders. However, the line between leader and manager is ill defined: leaders are not necessarily good managers, and managers do not always possess leadership characteristics. Leaders provide the long-term vision for the organisation, while managers possess the talent for putting that vision into concrete action and managing day-to-day activities that accomplish that action. The type of leadership that succeeds in any organisation is, to some degree, determined by the organisational culture in which the company operates. Increasingly, however, organisations are demanding that their managers train in leadership so that leadership principles are applied throughout all levels of the organisation. This research examines management and leadership and the effect that this new orientation of combining the two is having on the workplace.

Organisational philosophy is cited by analysts as being part of organisational culture, and this represents the belief structure that permeates an organisation. Philosophical differences can be among the most difficult to resolve because they are not associated with specific behaviour, but rather with the way in which each group approaches w

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this is the high pace of technological change and the large amount of information that must be generated and disseminated among subordinates and superiors. Ethics and equality in the workplace are emerging as themes for the coming years in the workplace, and considerations such as new financing techniques, the global economy and health care issues confront managers with a vast array of issues that were not dealt with by managers of previous eras ("The Best" 36). The fundamental role of managers has not changed much over the course of the twentieth century--managers plan, direct and control subordinates, while serving as liaison between lower and upper levels of an organisation (MacLennan 20). Managers must often be able to perform at least some of the tasks of their subordinates, and are often promoted from within the workgroup to the managerial position. However, the role of manager goes beyond supervisor. As part of the directing and planning functions, managers must be able to understand budgets and work within certain parameters to ensure that their group's goals and objectives are achieved. Managers often are project managers, as well, making sure that subordinates have the right tools and resources to perform their tas

Category: Business - M